How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
11. 14
Agile – Why do we care?
• Delight our customers
• Increased innovation
• Deliver products with transparency and predictability
• Build the culture for an agile and learning organization
• Measure and reward what matters
• Create an environment that inspires employees to be
more engaged
16. 19
The Drucker Forum 2014
The world’s leading management experts scoffed
•“Agile is only for software”
•“Agile doesn’t scale”
•“Agile can’t handle complexity”
•“Agile isn’t reliable”
•“Agile doesn’t last”
31. 53
Is Agile more about quality or
speed – or can it be about both?
Agile isn’t a speed play -
it’s a quality play
that might be able to go fast
(under the right circumstances).
https://www.linkedin.com/pu
lse/do-we-still-need-quality-
management-agile-delivery-
world-shanks/
32. 54
Transparency • How reliable is visibility into true quality status of all projects, defined
metrics/KPIs etc.?
Predictability
• Regular release cadence
• Good grip on average velocity of engineering team
• Minimized standard deviation of velocity
Optimizing
Throughput
• Based on stable, regular velocity,
continuous imporovement measures
and growing team self-awareness
• Enable sustainable growth
Quality • Quality by design – quality as result of proper engineering
process, tools, skills, culture and priorities
Speed of
Innovation
• New products, faster time
to market, better
processes create room for
creativity & innovation
34. 57
Agile Enterprise defined
„An agile enterprise is
• an organization of engaged people
• that is relentlessly focused on customer value;
that continually improves the way it operates; and
• that uses empiricism to swiftly embrace change in a
sustainable manner.“
36. 59
Enterprise Agility = Agile Teams + Agile at Scale + Business Agility
Agile at Scale
Business Agility
Agile
Teams
Agile
Teams
Agile at Scale
Business Agility
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile Mindset + Values + Principles + Practices
Leadership
38. 63
Agile Transformation – hurdles to overcome
Culture
mismatch
Culture
mismatch
Resistance
to change
Resistance
to change Inadequate
management
support
Inadequate
management
support
Lack of
skills &
adequate
training
Lack of
skills &
adequate
training
Unrealistic
expectations
Unrealistic
expectations
Too much
too fast
Too much
too fast
Lack of
executive
leadership
engagement
Lack of
executive
leadership
engagement
„Doing“
Agile versus
„Being“
Agile
„Doing“
Agile versus
„Being“
Agile
Not using
qualified
Agile
Coaches
Not using
qualified
Agile
Coaches
Lack of
Product
Owner
availability
Lack of
Product
Owner
availability
Inadequate
Compensation
& Rewards
Inadequate
Compensation
& Rewards
Neglecting the
need for
technical
excellence
Neglecting the
need for
technical
excellence