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Unlocking business agility through agile leadership
- 1. Friday 29th September2017 Queensland University of Technology LAST Conference Brisbane lastconference.com #LASTconf #GetOnBoard
- 2. Unlocking business agility BejoyJaison The experience of business agility shouldn’t be like operating a bank vault
- 3. Unlocking business agility Rather,business agility should be like a window to enjoy the world around us. Personally, I’ll be chuffed if I am able to change your perception of business agility.
- 4. When do youneed an agile approach? • Creating complex adaptive systems • Solving complex problems First things first, there are certain kind of problems which benefit from an agile approach. “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” Abraham Maslow
- 5. Agile looks likethis Product Backlog Delivery Sprints MVP1 MVP2 MVP3 Product development teams are used to doing agile in a much different way than..
- 6. or, more commonly,like this Product Backlog Development Sprints Integration Hell! Testing Delivery Agile could look a bit different in organisations where • Technology and business teams are separate, or • Agile transformation has not progressed beyond development teams
- 7. agility How quickly canyou spot agility within your organisation? Sometimes it is like finding Wally!
- 8. Microagility Microagility is agilitythat is visible only through a magnifying device. Or only in executive presentations and reports!
- 9. The end-to-end deliveryvalue chain Benefits Realization DeliveryStrategic Roadmap Business GoalsVision The most common scenario is when agility is constrained to technology delivery teams.
- 10. Benefits Realization DeliveryStrategic Roadmap Business GoalsVision BUSINESS TECHNOLOGYBUSINESS TECHNOLOGY technology-based organizations technology-enabled businesses • Technology product organisations have homogenous teams which understand technology across all stages of the delivery life cycle. • The value creation chain in technology-enabled businesses often involve transitioning value drivers across teams that think and work very differently.
- 11. Factors for successfulagility Is there something that could be done? Maybe, there are…
- 12. Factors for successfulagility
- 13. A X ULF M N E R AV G V A L U E
- 14. VALUE Factors for successfulagility
- 15. Y B UCV M E S A OF X F O C U S
- 16. VALUE Factors for successfulagility FOCUS
- 17. B K U EBV A S E A DF C F E E D A C K
- 18. VALUE Factors for successfulagility FOCUS FEEDBACK
- 19. VALUE Prioritize to maximizevalue. FOCUS FEEDBACK Break down creates focus; focus drives quality. Collaboration and visibility promotes and accelerates feedback. Feedback improves value.
- 20. So, at ahigh level, what should we focus on?
- 21. Benefits Realization Delivery Strategic planning Strategic Roadmap Business GoalsVision •Estimating value - Finger-in-the-air estimates for sizing • Maximizing value – Prioritize, align, schedule • Providing focus - Breakdown into projects/initiatives ESTIMATE, ALIGN, PRIORITIZE
- 22. Benefits Realization Delivery Orchestrating delivery Strategic Roadmap Business GoalsVision •Further breakdown for execution • Traceability from requirements through to deployment BREAKDOWN, COVERAGE, TRACEABILITY
- 23. Benefits Realization Delivery Ensuring value Strategic Roadmap Business GoalsVision •Visibility of costs • Visibility of outcomes • Improving outcomes MAXIMIZING BENEFITS
- 24. Benefits Realization Delivery Macro agility Strategic Roadmap Business GoalsVision Value:imagined, planned, created and measured Feedback: facilitated continually at every stage to drive quality Focus: carefully maintained to maximize value
- 25. • Controlled experimentsto assess options • Lean startup methodology Familiar examples of macro-agility… VALUE FOCUS FEEDBACK • Strategic road map • Breakdown into projects and initiatives • Business-technology collaboration and feedback loops • Adaptive planning based on progress, costs and benefits
- 26. • Prototyping, experiments •Lean startup approaches • Cost benefit analysis Macro VALUE FOCUS FEEDBACK • Releases • Sprints/iterations • Features/epics & stories • Automated testing • Cross functional teams • Continuous integration & delivery • Backlog prioritization • Thin slices / feature-based delivery • Acceptance Criteria • Well articulated goals • Strategic road map • Road maps and initiatives • Adaptive planning • Visibility of progress, challenges • Business showcases Micro • The macro drives the micro. The micro enables the macro. • Business agility is easier to facilitate when we accord more value to the macro aspects. The macro and the micro co-exist
- 27.
- 28. create capability: people,technology, processes facilitate collaboration using sustainable structures In highly agile organisations, leadership plays a facilitating role that enables capability and collaboration. Why leadership
- 29. Importance of agileleadership • Systems thinking: Organizations as aggregate organisms • Mindfulness and consciousness • Bridging between two different worlds • Managing scale and change
- 30. Benefits Realization Delivery Agile leadership roles:Product owner and Scrum master Strategic Roadmap Business GoalsVision Product Owner Scrum Master The Product Owner is best poised to enable business agility. Whereas, the Scrum Master can ensures agility for technology delivery.
- 31. Scale brings ineven more leadership challenges • Voids in leadership structures are catastrophic • Breaks value chains as well as feedback chains • Results in loss of focus, which results to loss of value • Scale often needs specialised or niche roles • Focussed functions like PMO, Test Management, Release Management • Leadership within communities or tribes
- 32. VALUE FOCUS FEEDBACKLEADERSHIP
- 33. vs Micro vs Macro Technologyagility vs Business Agility
- 34.