The document discusses the agile operating model and its significance in translating strategic intent into operational capabilities while enabling effective execution and transformation. It contrasts the waterfall and agile methodologies, highlighting how agile fosters improved interactions between business and IT through a more integrated and flexible approach. Key components include performance management, technology sourcing, and continuous feedback mechanisms for delivering customer and business value.

1. Agile Operating Model at Scale
Amish Khatri

2. Copyright © 2019 Accenture. All rights reserved.
2
What is Operating model?
Operating
Model
Performance
Management
Capability,
Services &
Processes
Governance
Technology
Sourcing
People & Skills
Operating Model
 Translates strategic intent into
operational capabilities.
 Serves as foundation for
execution and provides clear
guide for enterprise leadership
team , line manager and
operation teams.
 Is like the blueprint (more than
one) and is more dynamic, with
changes occurring regularly.
Strategy
A company position, can be
based on customers need,
accessibility , or variety of
services and products.
ExecutionOperation
UsingOperating Model
implement road map and build
delivery capabilities to position
the selected strategy.
Transformation Operating
Model
• Waterfall
• Agile
• Scaled Agile
• Target Operating Model
etc.
Operating Model Blueprint

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Operating
Model
Performance
Management
Capability,
Services &
Processes
Governance
Technology
Sourcing
People & Skills
OPERATING MODEL in Waterfall, Agile & Scaled Agile
Organization &
Governance
Capability Services &
Processes
People & Skills
Waterfall
• Siloed Business and IT
teams.
• Work based on current
demand and supply.
• Pooled resources with Silos
perspective.
• Stiff Service Management
across functions.
• Not often interactions
between the business and
IT
• Specialized focused on
optimizing activities.
• Cross functional, but with
limited life.
• Integrated IT in business to
emphasis value delivery
• Stable team ; End to end
perspective
• Aligned to agility of the
business value outcome,
focusing on agile practices
• Improved interactions
between business and IT
• Workforce has an agile
mindset, are pro-active
and work across discipline.
• Permanent part of
organization
• Demand/supply replaced
by integrated business
value stream.
• Scaling agile teams to
portfolio , program ,
project level , using scaled
frameworks i.e. SAFe
• Processed are less rigid
handover across domains.
• The IT strategy is the first
set initially after is it
continuously reviewed and
updated.
• Multi-disciplinary teams
• Introduction of profiles (T
Shape) that value both
specialization and looking
across discipline.
• Continuous agile coaching
on multiple levels.
Agile Scaled AgileOperating Model

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Operating
Model
Performance
Management
Capability,
Services &
Processes
Governance
Technology
Sourcing
People & Skills
OPERATING MODEL in Waterfall, Agile & SCALEd agile
Performance
Management
Technology
Sourcing
• Operating Excellence
• Integration and
Standardization drive
architecture
• Strategic Sourcing
• Customer and business
value driven
Continuous delivery as a
strategic advantage , using
DevOps implementation and
other automation techniques.
• Network of partners help
aligned to speed up
business.
• The measurement
framework and metrics
enable continuous
feedback and value
initiatives.
• Funding of change is
based on capacity of team
(pre-set).
• Modular Architecture
• Cloud and on-demand self
provisioning of
environments , as enablers
of high flexibility and
scalability.
• Multi sourcing model with
increasing fluid relations ,
allow for flexibility to
addremove suppliers
from ecosystem
Waterfall Agile Scaled AgileOperating Model