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[es] Transformación Agile - Como deconstruir tu organizacion paso a paso

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Para conseguir AGILIDAD ORGANIZATIVA, es importante ser PEQUEÑO. Este es otro de los factores clave si quieres reducir tu Time To Market y ganar flexibilidad para adaptarte rápidamente a las necesidades de sus clientes. Sin embargo, bien al contrario, las grandes corporaciones precisamente se caracterizan por su gran tamaño.
En esta presentación veremos un modelo de madurez Agile (que puede parecer contra-intuitivo para grandes transformaciones corporativas), el cual combina una adopción orgánica con ACCIONES DELIVERADAS para CONSCIENTEMENTE DECONSTRUIR una organización compleja y basarla en equipos de trabajo por iniciativas estratégicas de Negocio.
Para ello nos basamos en desescalar la complejidad tanto como sea posible, influenciar comportamientos por medio de una nueva estructura organizativa, trabajar explícitamente la cultura (como enabler) y el Product Management (como resultado final), así como otros principios.

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[es] Transformación Agile - Como deconstruir tu organizacion paso a paso

  1. 1. ENTERPRISE AGILE TRANSFORMATION Cómo deconstruir tu organización paso a paso Xavier Albaladejo Emerging Markets EMEA-LATAM V1.2
  2. 2. 2 Speaker Bio & Company Information  Xavier Albaladejo es especialista en transformación organizativa basada en principios Agile-Lean.  Su trabajo como Agile Expert en AXA Emerging Markets EMEA-LATAM (Europe, Middle East, Africa & Latin America Region) consiste en la introducción de Agile como parte de la transformación Digital de los países de la Región, con el objetivo de incrementar su rapidez y flexibilidad para adaptarse a las necesidades de sus clientes.  Xavier Albaladejo es coordinador del Máster en Métodos ágiles de La Salle, Certified Scrum Practitioner (Scrum Alliance), Certified LeSS Practitioner, fundador de proyectosagiles.org y de Agile Barcelona y ha sido presidente de Agile Spain. Emerging Markets EMEA-LATAM
  3. 3. 3 AGILE @ AXA Aumentar la “agilidad” de negocio: “Reducir el Time To Market y ganar flexibilidad para adaptarse rápidamente a las necesidades de los clientes” Este NO es el “problema” que intentaremos resolver hoy 
  4. 4. 4 AGILE @ AXA EMEA-LATAM – DIVERSIDAD DE CONTEXTOS  Entornos muy diversos : tamaños, organizaciones, culturas, productos, competencia, madurez de procesos, conocimiento sobre Agile….  Situaciones típicas de grandes organizaciones: distancia entre la concepción de un producto, su desarrollo y su operación: diferentes departamentos, responsabilidades parciales, prioridades particulares, procesos que se dilatan en el tiempo, …
  5. 5. 5 ¿CÓMO AYUDAR A AGILIZAR ORGANIZACIONES TAN DIFERENTES?  ¿Cómo guiar a estos países para aumentar su agilidad de negocio (cómo reducir su Time To Market y ganar flexibilidad para adaptarse rápidamente a las necesidades de sus clientes)? ?¿Cómo? ¿Agile? ¿Agile? ¿A dónde vamos? ¿Cómo? ¿Agile?
  6. 6. 6 NECESIDAD DE UN MODELO OBJETIVO  ¿Cómo guiar a estos países para aumentar su agilidad de negocio (cómo reducir su Time To Market y ganar flexibilidad para adaptarse rápidamente a las necesidades de sus clientes)? 1. Modelo objetivo (Visión) 2. Roadmap de transformación
  7. 7. 7 PRINCIPIOS Big = Fast and flexible? SMALL autonomous teams Building block  CUSTOMER CENTRIC, shared goal.  All needed skills, including innovation.  Direct face-to-face communication, teamwork. CorporateissuesSolutions Enterprise silos Selling Claims IT  Own priorities  Partial responsibilities  High effort in inter- coordination  Team work?  No customer centric !! Example: By design:
  8. 8. 8 ROADMAP DE TRANSFORMACIÓN ÁGIL AJUSTABLE 1. Modelo objetivo - Customer centric - Organizational agility 2. Roadmap de transformación - Guidelines to solve problems - Collaborative & adaptive  Product Management: innovador, rápido y flexible.  Organización: desescalada, simple, integrada, basada en equipos pequeños autónomos para ser rápidos.  Cultura: colaboración, test & learn, compartir conocimiento, transparencia, empowerment, motivación.  NO prescriptivo. No es una receta. NO es un plan.  “Posibles” soluciones de problemas y pasos.  Punto de inicio de conversación con los Agile Champions y coaches (externos) de cada país.  50% de actividades desconocidas aparecerán durante el camino (dependientes del contexto).  Ajustable y repriorizable en función de las necesidades y realidades de cada país, por su propio equipo de transformación.  Trabajado en workshops de manera regular (Revisiones estratégicas + PBL Refinements).
  9. 9. 9 EJES DE TRANSFORMACIÓN COMO PALANCAS
  10. 10. 10 NIVELES DE MADUREZ – 1 A 3: CADENA DE VALOR INTEGRADA  Agile-Lean Product Portfolio Management (MVP / small chunks, limited to capacity & WIP reduction)  Feature teams (all tiers)  Organizational impediments service  Systems thinking  Lean Startup  Continuous Delivery – DevOps - Cloud  Test & learn mindset  Small autonomous teams, dedicated & stable (Scrum, Kanban, XP)  Biz value KPIs  Teamwork principles  Integrated end-to-end
  11. 11. 11 NIVELES DE MADUREZ – 1 A 3: CADENA DE VALOR INTEGRADA El nivel 2 produce el primer impacto clave en agilidad organizacional (valor de negocio):  Foco en iniciativas de negocio seleccionadas (entregas más rápidas de ellas).  Flexibilidad a cambios en el contexto / mercado.  Reduce el “wishful thinking”.  Fomenta la colaboración. ¿Puedes empezar AQUÍ ?  Agile-Lean Product Portfolio Management (MVP / small chunks, limited to capacity & WIP reduction)  Feature teams (all tiers)  Organizational impediments service  Systems thinking
  12. 12. 12 ¿Preparados para el acelerón final?
  13. 13. 13 NIVELES DE MADUREZ – 4: COMPARTICIÓN DE CONOCIMIENTO Y ALINEAMIENTO Communities of Practice (specialty strategy, cross- learning, standardization and innovation re-use)
  14. 14. 14 NIVELES DE MADUREZ – 4: MEJORA ORGANIZACIONAL Improvement Champion (E2E view) Organizational impediments service (started in level 2) Very short, clear priorities & focus, no inventory waste Scrum Masters, Agile Coaches, Management  Based on teams needs (Gemba)  Back to CoPs and teams backlogs
  15. 15. 15 NIVELES DE MADUREZ – 4: ANDAMIAJE ORGANIZATIVO !!  Communities of Practice (specialty strategy, cross-learning, standardization and innovation re- use)  Organizational impediments service (started in level 2)  End-to-End organization KPIs  Competence development & Teams empowerment In a natural way, the team identifies the transversal impact of Business initiatives
  16. 16. 16 NIVELES DE MADUREZ – 5: CENTROS DE VALOR  Customer centric micro-enterprises (own responsibility with all end-to- end business skills integrated)  Strategic objectives by Value Center, own budget  Strong alignment through values (hiring & firing) and common purpose
  17. 17. 17 MODELO ORGANIZACIONAL OBJETIVO: CENTRADO EN CLIENTE Autonomy (and innovation) on customer segment decisions (why, what, how, budget, organization). Ownership and empowerment. Supporting ecosystem Central services:  Business agnostic  Small, fast & efficient (otherwise, value centers can take their functions) Teams are the basic organizational building block Este modelo organizativo soporta cualquier tamaño de compañía: una organización grande es un fractal de otras más pequeñas Es sencillo escalar si aparecen nuevas necesidades de negocio
  18. 18. 18 ¿Cómo hacerlo
  19. 19. 19 CAMBIO: DECONSTRUCCIÓN DELIBERADA Y ORGÁNICA 1 Need of business agility 3 Ready, right moment, key Agile roles in place 2 Right people = open minded / People ask for Agile (organic) Deep & narrow (iterative deconstruction and maturity increase by area) Broad sales motion will FAIL
  20. 20. 20 = impact in Management CAMBIO: IMPACTO EN EL NEGOCIO Y CULTURA EN FUNCIÓN DE LOS NIVELES DE MADUREZ Systems thinking (capacity based, WIP reduction) & new organizational structure Competence Management & Teams empowerment Strong alignment through values (hiring & firing) Test & learn mindset (avoiding fear of failure) Teamwork principles, breaking silos (Biz vs IT) Joint Visual Management  New structure & roles  Right people  High sponsorship 1. Dose cultural change 2. Transform area by area (deep & narrow test & learn)
  21. 21. 21 CONCLUSIONES  El objetivo primordial es tener clientes satisfechos. En lugar de coordinar especialidades y departamentos, es mejor integrar la cadena de valor completa por segmento de clientes.  Si las organizaciones son más lentas y politizadas cuanto más grandes, entonces es mejor tener equipos pequeños autocontenidos y con poder de decisión (el building block de la organización).
  22. 22. 22 ÚLTIMAS RECOMENDACIONES  Adopción “orgánica” - La organización tiene que decidir las acciones de agilización considerando cuál es el aspecto más importante a mejorar en cada momento.  “Test & learn” – Dado que el entorno suele ser complejo, primero prueba en un contexto pequeño y aprende antes de diseminar en toda la organización.  Modelos y principios donde profundizar:  LESS (Large Scale Scrum) & Spotify  Organize for Complexity - Betacodex  Cynefin framework  Favorecer lo que implique interacciones directas entre personas que hacen el trabajo “real”, en la trinchera.
  23. 23. 23  Puedes moverte del nivel 1 al 5 rápidamente si segregas Centros de Valor: spin-offs internos!! ÚLTIMAS RECOMENDACIONES Product / service X Strategic initiative A Strategic initiative B Deconstrucción DELIBERADA
  24. 24. Xavier Albaladejo Agile transformation expert • Blog: www.proyectosagiles.org • Twitter:@xavi_albaladejo Emerging Markets EMEA-LATAM

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