Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Intelligent Operations for Future-Ready Businesses | Accentureaccenture
Accenture reveals that the relationship between intelligent operations and business value creation is key to becoming a future-ready organization. Read More.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
Cracking the Code on Consumer Fraud | Accentureaccenture
"Accenture research highlights how public safety agencies need a new approach to tackle consumer fraud – more intelligence-led,
proactive and collaborative."
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
In the decades to come, open innovation will play a key role in developed economies revolutionising how organisations deliver value to their customers, shareholders and employees.
This focus on IDEATION will allow companies to become or remain innovative, increasing the chances for new products, customer acquisition and increased financial performance.
PRESTO’s idea crowdsourcing functionality allows your leadership team to ‘throw challenges’ to the crowd accelerating the idea generation process to align your staff’s problem solving skills with the executive corporate growth strategy
Cracking the Code on Consumer Fraud | Accentureaccenture
"Accenture research highlights how public safety agencies need a new approach to tackle consumer fraud – more intelligence-led,
proactive and collaborative."
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
In the decades to come, open innovation will play a key role in developed economies revolutionising how organisations deliver value to their customers, shareholders and employees.
This focus on IDEATION will allow companies to become or remain innovative, increasing the chances for new products, customer acquisition and increased financial performance.
PRESTO’s idea crowdsourcing functionality allows your leadership team to ‘throw challenges’ to the crowd accelerating the idea generation process to align your staff’s problem solving skills with the executive corporate growth strategy
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
Wspieranie skuteczności liderów w czasach szybkiej zmiany organizacyjnej – studium przypadku
» Ludzka strona fuzji i przejęć
» Rozwój przywództwa w fuzjach i przejęciach
» Action Learning jako kluczowy komponent rozwiązania
Many organizations have long term employees retiring and find themselves needing to be competitive to fill key roles. Schools are teaching new ways of working that include working as part of a team, and using Agile methods.
In this one hour webinar we will explore how hiring practices and working environments need to change in order to attract and retain top talent in today's competitive market.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Structure Your Data Science Teams For Best OutcomesGramener
Gramener's Head of Analytics, Ganes Kesari conducted this webinar and discussed the following points :
-Why do data analytics and visualization initiatives require teams to work in silos?
-What are the best organizational structures for data science?
-As your data journey progresses, how should the organizational structure evolve?
-Best methods for encouraging team collaboration in data projects
This is a unique webinar designed for Executives, Chief Analytics Officers, Heads of Analytics, Directors, Technology Leaders, and Managers that work with data science teams on a daily basis.
To check out the full webinar visit: https://info.gramener.com/data-science-teams-structure-for-best-outcomes
To contact us & book a free demo visit: https://gramener.com/demorequest/
Customer Focus and an Agile Mindset to Navigate in ComplexityMia Kolmodin
Organizations today need to find new ways to organize to faster deliver customer and business value. In this presentation I share with you some of the symptoms you might see if your'e not organized for complexity and without a customer focus, why this happens and what you can do about it.
Discover how you can get organized around customer value instead of in silos and around systems and how much more value and happiness you can create then.
I also share some examples of activities and results from the clients we at Dandy People have been coaching the past years to do this transformation.
Target group: Curious Leaders, Management and Change Makers
This presentation in English was originally held at Agile Days Istanbul, April 2018, but its based on a Swedish presentation first presented at Sundsvall 42 in September 2017.
Drupal GovCon 2021 - The MOST Important Agile Role NO ONE is Talking AboutBill Annibell
This might not be a popular opinion, but the Scrum Master is NOT the most important role on an Agile team - GASP!. If not the Scrum Master, then who? Product Owners are the most overlooked, underfunded, and misunderstood roles no one is talking about as it relates to the success (or failure) of Agile-based delivery in government. Join me to find out how government agencies can have more success by understanding the criticality of the Product Owner role and how by investing in the Product Owner and Product Management roles can lead to more predictable product (not project) delivery, happier customers, and a more successful mission.
Performance through agility generic v2.2 seminarRobert Twiddy
Agility Way provides training and coaching services in Performance Through Agility. This presentation fro a seminar that took place in Bangkok in September 2018
From Chaos to Order: Building a Business ArchitectureMichael King
Presentation related to business architecture and process improvement lessons learned related to pursuit of CMMI-DEV ML2, CMMI-DEV ML3, and ISO 9001 (Presented May 10, 2016 at CMMI conference in Annapolis, MD)
Revenue Operations centralizes the operational functions of all revenue focused groups across an org such as Marketing, Sales, and Customer Experience. Business Operations take this one step further and encompasses Product and internal operations groups such as Human Resources and Finance.
In this presentation, Joe Gelata reviews both models and how they can help increase alignment and effectiveness of teams across the organization:
- Delivering critical insights and business intelligence from across the business and market.
- Implementing process improvements to gain efficiency.
- Managing and integrating cross-function business technologies and data.
- Enabling employees and partners with knowledge and tools to do their jobs better.
Similar to Winning competition through organizational agility (20)
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
The Press Forward Discussion: Pipeline to Leadership for Women in NewsMcKinsey & Company
Materials from the Women in the Workplace presentation with The Press Forward. Includes the Media and Entertainment talent pipeline, insights on how COVID has influenced representation, and action items for leaders to drive fundamental change.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
Like other prosperous American cities, greater Seattle currently finds itself in the unenviable position of possessing both enormous amounts of wealth and staggering levels of homelessness. These slides accompany the McKinsey & Company report that looks at homelessness in King County, published in January 2020.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
This presentation offers a comprehensive review of the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
This presentation offers highlights from the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
A step-by-step overview of a typical cybersecurity attack—and how companies c...McKinsey & Company
A typical cybersecurity breach has a predictable pattern of incident and response. Here's a step-by-step overview of what would happen in a typical attack—not just to prove the effectiveness of the company’s security capabilities but also to familiarize individuals with potential threats so they might recognize them when they encounter deviations from the norm.
This infographic is from the related article, "Hit or myth? Understanding the true costs and impact of cybersecurity programs," on McKinsey.com:
http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/hit-or-myth-understanding-the-true-costs-and-impact-of-cybersecurity-programs
For ten years or more, China has been a uniquely powerful engine of the global economy, regularly posting high single-figure or even double-digit annual increases in GDP. More recently, growth has slowed, prompting sharp falls in international commodity prices and casting a shadow over the near-term prospects for developed and emerging markets.
What will happen next? Pessimists struggle to see what China can do for an encore after what they say was an extraordinary, one-off period of catching up. Optimists believe that during the next 10 to 15 years, China has the potential to continue to outperform the rest of the world and to take its place as a full-fledged advanced economy (see summary infographic, “What’s next for China?”).
From touchpoints to journeys: Seeing the world as customers doMcKinsey & Company
Airport complaints are an excellent lens through which to view the new emphasis we need to bring to the entire customer journey, rather than focusing on single – often disjointed – touchpoints.
For our full article on the customer journey, please visit: http://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/from-touchpoints-to-journeys-seeing-the-world-as-customers-do
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
2. 2
What is agility and what is the value
of being agile?
1
Elements of agile organization2
How to become agile?3
3. 3
Today
Organizational structure and mission have passed through
several development eras
Last 10 yearsLast century1,000 years ago10,000 years ago
Metaphor:
WOLFPACK
Metaphor: ARMY
Metaphor:
MACHINE
Metaphor: FAMILY
Metaphor:
LIVING
ORGANISM
F. Laloux, Reinventing organizations
4. 4
Management approaches have evolved substantially toward a bigger role
for individuals in decision making and work organization
F. Laloux, Reinventing organizations
▪ Catholic church
▪ Army
▪ Feudal systems
▪ General Electric,
Procter & Gamble
▪ Southwest Airlines,
Ben & Jerrys
▪ Spotify
▪ Zappos
▪ Buurtzorg
▪ Tribal
organizations
Metaphor: WOLFPACK Metaphor: ARMY Metaphor: MACHINE Metaphor: FAMILY
Metaphor: LIVING
ORGANISM
▪ Authoritative
▪ Hierarchical
▪ Goal oriented
▪ Top-down decision
making
▪ Consensus based
▪ Employees involved
in decision making
▪ Distributed leadership
▪ Common goals as
main motivating factor
▪ Power driven
Management approach
▪ Official roles
▪ Process definition
▪ Push for Innovation
▪ Meritocracy
▪ Delegation
▪ Value-based corporate
culture
▪ Self-organization
▪ Goal orientation
▪ Evolutionary growth
targets
▪ Submission to head
▪ Segregation of duties
Key features
5. 5
The “living organism” organization is able to cope with today’s rapidly
changing world
SOURCE: McKinsey
The world has become
VUCA …
… with implications
for businesses
V Volatility Decisions and adjustments need to be
executed at a much faster pace
U Uncertainty Strategy and organization must change
faster than once every 2-3 years
C Complexity Management teams are less able to set
guidelines applicable in all situations
V
U
A Ambiguity Companies face unknown unknowns,
decisions must be made at the forefront
6. 6SOURCE: McKinsey
Agility is not a new concept: the “living organism” has shown how work
should be approached and the momentum keeps increasing
First examples
as far back as 1950
2000s accelerated
the trend
Tipping point
2015-2016
▪ Existed long before
the internet - even the great
internet examples are based
on old principles
▪ Millennials & demand for more
“purpose” at work
▪ Scalability via digital tools
▪ Reducing economies of scale,
outsourcing
▪ Customer sophistication,
multi-channel world
▪ Increasing adoption of Agile
across industries
7. 7
Agility is about being both dynamic and stable at the same time…
Stable, efficient and
lean organization
SOURCE: McKinsey Organization Design Service Line
Agility is traditionally perceived
as a choice..
…but in reality you need both
at the same time
Dynamic nimble and
quick organization
Dynamic, nimble, and
quick organization
Stable, efficient, and
lean organization
8. 8
… and is the target for both large traditional companies and smaller,
dynamic start-ups
Control
Fast
Fast
Slow
StrongWeak
Start-ups
SOURCE: McKinsey Organization Design Service Line
9. 9
Agile companies demonstrate superior organizational health
and financial performance …
X2,0
X2,2
EBITDA
Book value
growth
SOURCE: McKinsey Corporate Agility KIP; McKinsey Organization Practice
% of agile companies by quartiles
of org. health
% of companies with performance
above median
Bottom Mid Top
5 25 70
Bottom Mid Top
31 48 68
Bottom Mid Top
31 52 62
10. 10
… and operational performance
Traditional Agile
12
1
-90%
-40%100
60
70
-30%100
127+27%
100
Time to market Productivity
months Percent
“Change” cost “Change” headcount
Percent Percent
SOURCE: McKinsey Organization Design Service Line, interviews
11. 11
What do we mean by an Agile Organization?
McKinsey’s Definition of Agile
SOURCE: McKinsey Organization Design Service Line
An agile organization has a highly
productive operating model that
fluidly reconfigures
towards opportunities that create value,
while highly engaging and
empowering people
12. 12
What is agility and what is the value
of being agile?
1
Elements of agile organization2
How to become agile?3
13. 13
Agile is a completely new way of working
SOURCE: Agile Manifesto
Agile working was originally developed in 2001 as the12 principles of agility
for Software production and was successfully adapted to all organizational aspect states…
“We are uncovering better ways of developing software by doing it and helping others
do it. Through this work we have come to value:
People and interaction over Processes and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
That is, while there is value in the items on the right, we value the items on the left more”
14. 14
Agility rethinks organization across 5 key dimensions
Operating model
Methods Core Technical Foundations
Support functions
Change Management
1 2Organization Program definition 3 Teams 4 Co-location
5 Engineering methods
6 Technological Architecture
7 Continuous delivery
8 Release Management
9 Change and release process
10 Environments and APIs
11 12Finance HR 13 Vendor
Management 14 KPIs & Metrics
15 16
Centers
of excellence
Training 17
Mindset &
behavior 18 Communication
Detailed later
15. 15
Chapter Squad
TribeGuilds
Visualization/
transparency
Daily Stand-ups
SOURCE: McKinsey analysis
1. Organizing for agility – “tribes”, “squads”, “chapters”
Structure Process
▪ Chapters are functional
competence groups
(e.g. product manager,
programmer)
▪ They meet each other
regularly to exchange
▪ Ensure high quality
resources available
for staffing in squads
▪ Guilds are informal
communities across
tribes
▪ Guilds gather
people with
the same interest,
who want to share
practices and
knowledge
▪ Cross-functional, self-organizing, self-learning teams, co-location
▪ High accountability and E2E responsibility
▪ Group of squads,
e.g., around music
player
▪ Less than
100 people
to foster effective
collaboration
▪ Conducts regular
gatherings to inform
of current status,
and share learnings
▪ Group of business and development
resources, e.g., for payment solution
▪ Located physically together
▪ Have skills and tools to design, develop,
test, and release their SW
▪ Self-organizing and decide about their own
way of working
▪ Product owner prioritizes the work,
but is not involved in how it is undertaken
▪ No upfront overall planning
▪ End-product focus through,
e.g., continuous integration
and test-driven development
▪ Many flexible processes boxed
in short “sprints”, making work
transparent
to all
▪ No long-term project plan, but clear
interaction rhythm
– Daily: 5-15 min stand-up
to coordinate
– Bi-weekly: progress review
and gaps/ deprioritization
– Quarterly/6-monthly: strategic
product council to prioritize
products and allocate IT teams
16. 16
2. Program definition – optimal compromise between top-down directions
and horizontal autonomy
SOURCE: McKinsey
Board
Management layer
Strategy
Squads
Tribe/Clusters
Strategy
Themes
Epics
Product
features
History
3 years 1 year 12 weeks 2 weeks2-12 weeksPlanning/upward
feedback timing
A way of achieving
business results
with concrete business
case and KPI
A way of achieving
business results
in defined micro-segment
or functional subarea
with concrete KPI
Description of client
experience
for the products
or service for each tribe
E2E client journey/
experience related
to the product/service
assigned to each squad
what
how
what
how
what
how
what
how
Board level
17. 17
3. Work in Agile teams
▪ One cross-functional team consisting
of all necessary stakeholders
▪ End-to-end responsible
▪ Team has mandate to make
or influence decisions
▪ Team is accountable for critical
business metrics
▪ Transparent KPI dashboard on metrics
vs performance
▪ 9-12 persons to ensure efficiency
and joint accountability (no free riders)
▪ Trust via weekly team meetings
and daily check-ins
▪ Connectivity via online instant
messaging in team, co-location etc.
▪ Growth of individuals and teams via
open 360 feedback
▪ Autonomy via giving the team the team
as much power as possible (level 2 or 3)
▪ Setting up the team and defining mission
▪ Training in integrative team problem
solving and Agile – “How to make
effective decisions as a team”
▪ Coaching and facilitation support
in case team is not meeting the bar
▪ Functional expertise, best practices
and tools from the other teams
▪ Efficient infrastructure, e.g., Common
tools, digital systems and platforms
SOURCE: McKinsey
Starting point: Well-defined team with
a clear mission
1 Applies best practices
of Agile
2 Supported by the
stable backbone in charge of…
3
18. 18
30
70
10
10
0
0
10
30
30
10
0
0
100%
Value-add work
Self-development
Syndication with
other functions
Agile
organization
Idea generation
Meetings
Administrative
tasks
Traditional
organization
Meetings
Value-add work
09:00-09:15 Team check-in at board
09:15-11:30 Work on to do’s
11:30-12:00 Team based problem solving
(Kaizen) on specific topics
12:00-13:00 Lunch
13:00-14:00 Individual working time
on a subject matter
14:30-17:50 Working on to do’s
17:50-18:00 Individual check-out
14:00-14:30 Quickly gather input in team
and take key design decision
08:30-09:00 Come to area of cross-functional
team, check open to do’s on board
3. Agility profoundly affects the daily work of individuals in squads
Typical squad daily routine in Agile
SOURCE: McKinsey Organization Design Service Line
19. 19
3. Team includes a leadership triangle and a working team
with strong specialization
▪ Represents the business community
▪ Ensures value delivery
▪ Acts as voice of the customer
Product owner
▪ Oversees the Scrum process and coaches the team
▪ Removes impediments to facilitate progress
▪ Enables cooperation across all roles and functions
Scrum master
▪ Drives the technical direction of the project by coaching the team
▪ Facilitates the creation of technical architecture
▪ Helps the team implement software engineering practices for higher code
quality
Architect
▪ Delivers potentially shippable software at every sprint
▪ Staffed with cross functional team members
▪ Is self-organizing and empowered
Team
SOURCE: McKinsey Organization Design Service Line
20. 20
4. Co-Location: the team room should serve as a source of inspiration
and energy for the team
A
A
B
C
C
D G
F
A
B CD
Small team room to host all members of each Feature Team
with adjustable desks and easy access to each other’s screens
A
Lounge area with whiteboards outside the room to perform daily
stand-ups and sprint planning, retrospectives
B
Huddle room for one-on-one discussions and coffee breaksC
Screens demonstrating KPIs in real timeD
Boards for process mapping and trackingA
Plenty of wall spaceB
Enough workstations for the entire teamC
Preferably daylight to increase energy levelD
Easy access to restrooms, cafeteria to minimize time lossE
Printers and office suppliesF
Meeting room facilitiesG
WiFi-access for all team membersH
The ideal room setup should perfectly accommodate the
needs of feature teams (Spotify example)
If this is not possible, at least a minimum set of features
needs to be in place
Critical features Critical features
E
SOURCE: McKinsey
21. 21
5. Lean, Agile and DevOps need to be combined to ensure continuous
delivery in combination with agile frameworks
Client Agile teams IT operations
Lean Product Development
Agile
DevOps
Lean Product Development
emphasizes small batches,
rapid feedback and limiting
work in progress in order
to achieve continuous flow
Agile improves collaboration
within and across teams
by enabling development
of working solutions
frequently to iteratively align
requirements with client/
customer
DevOps improves
collaboration between agile
teams and IT Ops in order
to deliver through faster
release cycles, using
continuous delivery
SOURCE: McKinsey
22. 22
Working
software
Sprint
requirements
Product
requirements
Sprint:
2 weeks
5. The combination of Lean product development, Agile and DevOps shifts
delivery from the traditional waterfall to a flexible, iterative model
SOURCE: Client interviews
… to a flexible, iterative model (e.g. Scrum)From fixed duration waterfall …
Scoping
Requirements
Design
Build
IT Testing
User
Acceptance
Testing Deployment
Post
production
support
8 weeks
8 weeks
8 weeks
8 weeks
8 weeks
4 weeks
1 week
4 weeks
23. 23
5. The sprint process
Sprint Backlog Time-boxed
Test/Develop
(No changes)
Working features
ready to deploy
Product Backlog
(prioritized features)
Sprint 0
(Release
planning)
Time-boxed “Sprint” Cycles (2 weeks)
Sprint Planning
▪ Review product
backlog
▪ Estimate sprint
backlog
Daily Stand up
▪ What did I do
yesterday?
▪ What do I plan
to do today?
▪ What are my issues?
Sprint Review
▪ Demo features
to all
▪ Share key project
metrics
Sprint
Retrospective
▪ Done after each
sprint
▪ Aims to improve
the process
for next sprint
SOURCE: McKinsey
24. 24
Technical readiness
High
Businessreadiness
3
2
1
LowMedium
HighLow Medium
6. However, there are optimal agile archetypes for each level of business
and technical readiness
Examples
(30+ parameters):
▪ Value add potential
▪ Readiness to adopt
agility, and agility
cultural fit
▪ Strong push
for innovation required
▪ Fast changing business
requirements
and needs
Examples (30+ parameters)
▪ Complexity of enabling technology
▪ Opportunity to auto-test software, parallel
programming, …
▪ Level of insourcing of product/software development
Pure Agile
Fast Waterfall
3
Fast Iterative2
1
SOURCE: McKinsey
25. 25
“Flying”“Starting to walk”“Learning to crawl” “Running”
7. Continuous Delivery builds on 8 practices and can be implemented
at 4 different levels
Version
control
Unit and integration testing
Unit tests
Functional tests
Perf. tests
Security tests
Development
QA
Staging
Test driven development
Production
Auto-scaling
of infrastructure
Cloud
1 Suite of automated tests4 One-click continuous
deploy to any environment
5 Self-service access
to prod-like environments
6
2
Streamlined code review
3 Continuously integrate w.
“single source of truth”
7
8 Automated
performance management
Build status Code metrics Site monitoring Integrated logging
SOURCE: McKinsey
26. 26
8. Release management needs tailoring to the agile archetype adopted
by different teams
Legacy team
Agile team
▪ Legacy teams work Agile
as well, or are fully integrated
in a multidisciplinary team
and deliver functionality
in periodic sprints
▪ Agile team awaits release
of required back-end systems
and works Agile to deliver
functionality built on top
of backend changes
▪ Required services are
extensively documented
up-front
▪ Agile and back-end team
deliver E2E functionality
by working closely together
and directly discussing
required services
▪ Legacy functionalities
delivered via micro-releases,
though leveraging traditional
approach
Fast waterfall1 Fast Iterative2 Pure agile3
Legacy
team
Agile team
Legacy team
Agile team
SOURCE: McKinsey
27. 27
8. Multiple tools are available to support agile ways of working
Source code management Build tools Continuous integration
Automated testing Code quality measure Infrastructure automation
Infrastructure as a service Monitoring Log Management
SOURCE: McKinsey
28. 28
11. Finance and budgeting in agile organizations
Investment
philosophy
▪ Instead of approving total budget for a multi-year core
banking transformation, select the most critical MVPs
and make the decision to proceed based on their success
▪ Experiment with uncertainty on business value
and make incremental investments based on value
creation, which are closely monitored and revised
Financial
authority
▪ Delegate financial decisions as much as feasible
within approved limits
▪ Allow CPOs to reallocate the budget within the programs
based on programme backlog while tracking the total
programme budget
▪ Allow POs to reallocate the budget within the team based
on feature backlog
Planning
process
▪ Ensure maximum involvement of delivery
organization in planning process
▪ Budget for each program is planned jointly by CPO
from the business and Program manager from IT
Flexibility ▪ Reconsider priorities inside the program when
required without complicated administrative
process
▪ Enable CPOs to decide on the spend based on the program
backlog and redefine priority features for different teams
when needed
Reporting ▪ Add benefit tracking in addition to cost tracking ▪ Review the success of each program and delivered benefits
at quarterly program board meetings and regular retrospectives
with the business
Main features Examples
CLIENT EXAMPLE
SOURCE: McKinsey
29. 29
12. Flexible staffing and roll-off decisions
Portfolio
▪ Portfolio board members decide on roll-off
of the Program managers and Chief product
owners based on performance and closure
of the program
▪ Board approves overall budget and staffing
plan for each epic proposed by tribe leads
Tribe ▪ Program manager develops plans
for the program
▪ Tribe Lead approves staffing plan
for the program
▪ Program manager conducts final interview
to ensure fit in the program
▪ Program manager approves team member
roll-off decisions and initiates the process of moving
the resources to a separate HR talent pool
Squads ▪ Product owner approves the staffing plan
per team, jointly with chapter leads
▪ Scrum master submits plan based on what
is in the backlog per team
▪ Iteration manager conducts first interview
to ensure fit in the team
▪ Scrum master initiates roll-off decisions based
on team member performance and required
capacity of the team
HR ▪ HR facilitates hiring process and ensures
compliance with bank policies
▪ HR manages separate HR talent pool
and reallocates resources that do not fit
in new structure
Staffing decisions Roll-off decisions
CLIENT EXAMPLE
SOURCE: McKinsey
30. 30
13. Relationships with key vendors need to be revised
to enable more dynamic sizing of squads
SOURCE : McKinsey
▪ Insource scarce and strategic capabilities
▪ Shift work more to time and material
▪ Define clear responsibility for deliverables
▪ More flexible approach to forecasting
of demand (e.g. require vendors to provide/
roll-off up 20% more resources within
2 week if needed)
▪ Build Agile capabilities for outsourced
resources and coordination layer
▪ Contracts based on trust with common
incentives (e.g. vendor fees depend
on the project delivering the benefits
in the business case)
▪ Ambitious push for innovation – frequent
communication and shared understanding
of market context becomes necessary
▪ Close and intensive interaction
between team members on-site
▪ Cross-functional and cross-domain teams
▪ Highly flexible scope and requirements
▪ Smaller work packages that are delivered
in sprints, with strong need for coordination
New requirements for vendors Agile vendor management approach
31. 31
14. Different KPIs can be used to measure the effectiveness
and efficiency of the teams across key domains
Financials ▪ % of working hours (productive) dedicated
to development of committed epics, including
▪ Helps teams maximize share
of time dedicated to delivery
Quality ▪ Helps teams to take on reasonable
deadline commitments
▪ New Agile development issues logged within
sprint (per team)
Productivity ▪ Monitors number of features
committed compared to capacity,
ensuring balance between both
▪ Committed story points per gross team hour
worked (hours per day x days x team
members - deductions)
Timeliness ▪ Analyses difference between
committed development
and delivered points
▪ Story points delivered divided by story
points committed per sprint
Organization
health
▪ Ensures sustainable health
and involvement of employees
▪ Surveys of engagement and excitement
of employees (surveys)
Why it is important Examples
SOURCE: McKinsey
32. 32
15. Agile transformation requires a dedicated Center of Excellence
COE executive
committee
COE lead
Metrics
and communication
Change leads per business/
IT area
Coaching hubPractice hub Guilds
15-25
1
3-5 20-40
2-3
SOURCE: McKinsey
33. 33
16. All employees and management in agile development
go through a 5-day training program in addition to daily training on-the job
13:00 LUNCH
Time
Mindset & behavior
Waste
Monday Tuesday
18:00 Drinks
Wednesday
17:00
Reflection on your
Why & What of Agile
Reflection on your
Why & What of Agile
Reflection on your
Why & What of Agile
Reflection on your
Why & What of Agile
16:00 Continuous improvement
towards perfection
Agile: Practical experiences Agile safari
Thursday
09:00 Introduction Review previous day Review previous day Review previous day Review previous day
Friday
Why and what of Agile
10:00 Continuous Delivery Flow
Seeing the whole (system
thinking)
Starting Agile and scaling up
Commitment11:00 Kanban
12:00 Lean and agile principles Operational management &
KPIs
Continuous improvement
exercise
Agile – practical experiences
15:00 EvaluationOM of self directed teams
KPIs cont.
Portfolio management and
planning
Leading the change
Being a change role model
Performance management
14:00 Basics of scrum Commitment contd.
First line and middle management are in the driver’s seat
1 9 9 9 9
2 11
10
16
15
21
20
243 12
4
5
6
7
6
12
13
14
8
17
18
8
8
25
22
23
8
4
25
CLIENT EXAMPLE
SOURCE: McKinsey
34. 34
17. Agile culture builds around several building blocks
CLIENT EXAMPLE
AGILE TEAM PHILOSOPHY ATTRIBUTES:
Self-organizing organizational units, based on Size-limited, End-to-end responsible team working in time boxed,
well defined sprints delivering new products to the market (potentially) in a continuous fashion
Commitment
Scrum teams commit to goals and are accountable
for results; each sprint creates value
Focus
Limited non value activities, End-to-end way
of looking at problems; fully dedicated
resources
Respect
Fostering ownership and mutual trust instead
of ‘command and control’; positive work environment,
Roles not hierarchy
Openness
Information freely accessible
Open and public peer-to-peer feedback
Customers first
Putting the customer’s voice into everything delivered
to unlock the true value
Courage for change
Fast failure, fast iterations operational mode
Openness to change, try and fail/succeed
SOURCE: McKinsey
35. 35
18. A holistic communication plan has to followed to foster the change
across the board
Town-halls
▪ Town-halls are full-day or half-day events with participants from the entire organization
▪ Ideally suited to announce big initiatives (e.g., capability model kick-off) and celebrate success
E-mail newsletter or blog
▪ Frequent, short updates to show continuous progress on the transformation to keep momentum going
▪ Ideally suited to announce upcoming events, gather feedback on ideas, and announce important
changes
Video
▪ Short videos, preferably by well-known personalities in the organization (e.g., CXO,
head of transformation)
▪ Ideally suited to reach a wide audience while retaining the personal touch of a townhall
Communities
▪ Communities are self-organizing informal gatherings of people interested in a specific topic
(e.g., certain capabilities or tools)
▪ Ideally suited to foster knowledge exchange within the organization to supplement structured
coaching approaches
Public presentation
(e.g., at conferences)
▪ Active participation in public presentations (e.g. Automation conference) by letting selected staff
present their achievements and share approaches with a wider audience and foster knowledge
exchange
Description
Round-tables ▪ Exchange of experiences and best-practices in round tables in the same industry or across industries
Community ▪ Share achievements in the transformation and development efforts (e.g., by making key concepts
or software tools available as open source)
InternalcommunicationExternalcommunication
Channel
SOURCE: McKinsey
36. 36
What is agility and what is the value
of being agile?
1
Elements of agile organization2
How to become agile?3
37. 37
The agile transformation can be structured in several ways
… ……
Agile only in selected, strategic
customer journeys
Bi-modal organization aligned
with technical/business readiness Full-fledge agile organization
▪ Only selected, highly critical
products and customer journeys
▪ No significant organizational
changes required
▪ Virtual and temporary agile teams
embedded in existing organization
▪ Agile methodology implemented
in areas with high business
and technological readiness
▪ Local Organizational changes
required (bi-modal organization)
in agile areas
▪ Agile methodology implemented
across whole organization
▪ Areas with lower business
and technological readiness adopt
“fast waterfall” archetype
▪ Massive Organizational change
SOURCE: McKinsey
38. 38
Agile transformation needs to be structured along waves
Design
Pilot phase
Transformation
Timing ▪ 3 months ▪ Depending on scale▪ 2-3 months
Activities
▪ Piloting and “trial & error”
in selected areas
▪ Preparation of agile
“cookbook”
▪ Transformation planning
▪ Communication plan
▪ Target agile model
selection
▪ High-level design of target
organizational model
and processes
▪ Identification of pilot areas
and training of key roles
▪ Planning of pilot phase,
and communication
▪ Execution of organizational
changes
▪ Full implementation
of agile processes and tools
▪ Full co-location of teams
and training on-the-job
SOURCE: McKinsey
39. 39
Our core beliefs for a successful Agility Journey
Agility requires the executive team to give up top-down, directive control,
and empower the organization to take decisions
Readiness to give up
individual control
Agility requires a holistic change in the operating model, ways of working
and management paradigm – not just “implementing levers”
Fundamental change,
not individual levers
Success depends on being able to simultaneously top-down design a stable
operating model and allow learning & local adaptation in growing the dynamic
elements
Combine the bottom-up
with the top-down
Managers need to let go of the need for predictability and control and allow
for flexibility in how both the journey and end state will look
Dare to leap into the
unknown, let go & learn
First prototypes and implementation actions should start in business critical areas
of the organization and be tied to overall business objectives
Launch in the most critical
areas first to secure
momentum
Many organizations have Agile parts (e.g. innovation units, War Rooms) –
the challenge is to scale this beyond the 10% to the whole organization
Scale beyond the tipping
point
SOURCE: McKinsey