The key to initiating and sustaining true business agility a robust agile coaching organization

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Sesh Veeraraghavan

How to infuse business agility into your organization with the help of a strong coaching organization.

Engineering

© 2016 IHS Markit. All Rights Reserved.
The Key To
Initiating And
Sustaining True
Business Agility:
A Robust Agile
Coaching
Organization

© 2016 IHS Markit. All Rights Reserved.
About Sesh
Head of Academy and Agile Practice
Engineer, coach, trainer, mentor
Serve a global team of servant-leaders
Envision & strategize growth and agility
Make things better
Animal rights, photography, books

© 2016 IHS Markit. All Rights Reserved.
About Laxmana
Principal Agile Coach
Software Engineering Background
Coach local team of SMs
Develop and lead agile initiatives
Train and coach teams/individuals
Parenting

© 2016 IHS Markit. All Rights Reserved.
 About IHS Markit
 Our agile transformation journey
 How we are accelerating & sustaining business
agility
 Success stories
Agenda

© 2016 IHS Markit. All Rights Reserved.
• HQ – London
• 16,000+ colleagues
worldwide
• Information, Analytics,
Expertise
About IHS Markit

© 2016 IHS Markit. All Rights Reserved.
$1.5MM
Things to remember: 1/2

© 2016 IHS Markit. All Rights Reserved.
7
What is business
agility?
• Ability of a business to respond rapidly to
changes (better to create change)
• Internal/External
• Without losing momentum or vision
Things to remember: 2/2

© 2016 IHS Markit. All Rights Reserved.
8
How many of you have a
coaching organization in
place staffed by qualified,
full-time coaches/SMs?
How many of you don’t
have one, but plan on
creating one?
A quick survey

© 2016 IHS Markit. All Rights Reserved.
Started towards agile
formally in 2013
PD&D – (legacy IHS) 1,200
colleagues
Initial
challenges
 Mix of AUP, waterfall, wagile, PMO
 Multiple, siloed business lines
 Global presence (dispersed teams)
 Mindset/cultural issues
Our Journey begins

© 2016 IHS Markit. All Rights Reserved.
Initial outcome – legacy IHS transformation: phase 1
(2013-2016)
10

© 2016 IHS Markit. All Rights Reserved.
Started to see strong success!

© 2016 IHS Markit. All Rights Reserved.
Factors contributing to success

© 2016 IHS Markit. All Rights Reserved.
Challenges exist(ed)

© 2016 IHS Markit. All Rights Reserved.
IHS Markit transformation: phase 2 (2016…)

© 2016 IHS Markit. All Rights Reserved.
Realization: we NEEDED agile coaches to further business agility

© 2016 IHS Markit. All Rights Reserved.
16
How we created our agile coaching org

© 2016 IHS Markit. All Rights Reserved.
Our Vision
“Nurturing a culture of agility,
achieved through coaching,
mentoring, training, and
Communities of Practice, to
deliver superior business value.”

© 2016 IHS Markit. All Rights Reserved.
OKRs

© 2016 IHS Markit. All Rights Reserved.
Where are we

© 2016 IHS Markit. All Rights Reserved.
How we continue to boost business

© 2016 IHS Markit. All Rights Reserved.
Custom career path
Roles & Responsibilities
Holistic growth/career path

© 2016 IHS Markit. All Rights Reserved.
Phase 2 –Ongoing
succe$$ stories
 Legacy Markit (Digital) in Boulder, CO
 Updraft: A major initiative in Bengaluru
 HR goes agile!
 R&D turnaround examples
Success stories

© 2016 IHS Markit. All Rights Reserved.
India
Colleagues
dev
sqa
dev
Dev
lead
dev
SM
PO
TasksPM
Business
Requirements
Product
Capabilities
Agile Team
Transformation
Decisions made according
to our Updraft guiding
principles
India Colleagues
dev
sqa
de
v
Dev
lead
dev
S
M
P
O
Shared
Strategy
P
M
Business
Requirements
Product
CapabilitiesChange Opportunity
(Retirement, etc)
India
Colleagues
dev
sqa
dev
Dev
lead
de
v
SM
PO
P
M
Business
Requirements
Product
Capabilities
Change Opportunity
(Retirement, etc)
Updraft Team
Updraft Model

© 2016 IHS Markit. All Rights Reserved.
• In order to accelerate business agility, among other
factors,
an agile coaching organization is a must, and it
should be
• well supported
• strongly competent
• charged with a clear purpose
• autonomous
24
In summary/takeaways

© 2016 IHS Markit. All Rights Reserved.
/in/sesh-veeraraghavan-643971/
Seshadri.Veeraraghavan@ihsmarkit.com
25
/in/Laxmana
Laxmana.Settipalli@ihsmarkit.com
Questions/thanks/let’s connect!

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The key to initiating and sustaining true business agility a robust agile coaching organization

2. © 2016 IHS Markit. All Rights Reserved. About Sesh Head of Academy and Agile Practice Engineer, coach, trainer, mentor Serve a global team of servant-leaders Envision & strategize growth and agility Make things better Animal rights, photography, books

3. © 2016 IHS Markit. All Rights Reserved. About Laxmana Principal Agile Coach Software Engineering Background Coach local team of SMs Develop and lead agile initiatives Train and coach teams/individuals Parenting

7. © 2016 IHS Markit. All Rights Reserved. 7 What is business agility? • Ability of a business to respond rapidly to changes (better to create change) • Internal/External • Without losing momentum or vision Things to remember: 2/2

8. © 2016 IHS Markit. All Rights Reserved. 8 How many of you have a coaching organization in place staffed by qualified, full-time coaches/SMs? How many of you don’t have one, but plan on creating one? A quick survey

9. © 2016 IHS Markit. All Rights Reserved. Started towards agile formally in 2013 PD&D – (legacy IHS) 1,200 colleagues Initial challenges  Mix of AUP, waterfall, wagile, PMO  Multiple, siloed business lines  Global presence (dispersed teams)  Mindset/cultural issues Our Journey begins

17. © 2016 IHS Markit. All Rights Reserved. Our Vision “Nurturing a culture of agility, achieved through coaching, mentoring, training, and Communities of Practice, to deliver superior business value.”

22. © 2016 IHS Markit. All Rights Reserved. Phase 2 –Ongoing succe$$ stories  Legacy Markit (Digital) in Boulder, CO  Updraft: A major initiative in Bengaluru  HR goes agile!  R&D turnaround examples Success stories

23. © 2016 IHS Markit. All Rights Reserved. India Colleagues dev sqa dev Dev lead dev SM PO TasksPM Business Requirements Product Capabilities Agile Team Transformation Decisions made according to our Updraft guiding principles India Colleagues dev sqa de v Dev lead dev S M P O Shared Strategy P M Business Requirements Product CapabilitiesChange Opportunity (Retirement, etc) India Colleagues dev sqa dev Dev lead de v SM PO P M Business Requirements Product Capabilities Change Opportunity (Retirement, etc) Updraft Team Updraft Model

24. © 2016 IHS Markit. All Rights Reserved. • In order to accelerate business agility, among other factors, an agile coaching organization is a must, and it should be • well supported • strongly competent • charged with a clear purpose • autonomous 24 In summary/takeaways

Editor's Notes

3Mins A vision for India teams an upward current or draught of air Why updraft : Our vision is to bring a change in thinking to how we partner with our colleagues in Bangalore that creates self-fueled growth. The expected outcome will be greater career opportunity, increased productivity, greater innovation and more flexibility across our portfolio Augmentation to Autonomous teams

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