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Business Agility 2017 (final)

Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”

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Business Agility 2017 (final)

  1. 1. Business Agility a little essay on new perspectives
  2. 2. Business Agility Fabio Armani a little essay on new perspectives
  3. 3. Davide Roitero “fast fish eat slow ones” Alessandro Giardina “MVB: Minimum Viable Bureaucracy! Fat fish eat too much fish ;)” Daniel Palminsano “Competitive Marketplace. Ability to respond to change, custo0meer demands, …” Daniela Cecchinelli “The idea of Business Value is linked to complexity.” Stefano Muro “Manage the system, not the people.” Anna Russo “Value is determined by customer feedback!” Susanna Ferrario “Natural systems and evoluton” Corrado Chiodi “… know how the value is moving and how it interacts with my whole system.” Cinzia Pellegrino “… see the value as a complexity and systemic approach. We use value engineering...”
  4. 4. Setting the Stage
  5. 5. Setting the Stage REASON WHY?
  6. 6. Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
  7. 7. Business Agility • Business agility refers to distinct qualities that allow organisations to respond rapidly to changes in the internal and external environment without losing momentum or vision. • Adaptability, flexibility and balance are three qualities essential to long-term business agility.
  8. 8. Business Agility
  9. 9. The Challenge
  10. 10. The Challenge EXPONENTIAL WORLD
  11. 11. Any sufficiently advanced technology is indistinguishable from magic Arthur C. Clark’s 3rd Law
  12. 12. CENTURY OF SCIENCE AND TECHNOLOGY 1900 2000
  13. 13. EXPONENTIAL GROWTH
  14. 14. Technology growth
  15. 15. ex
  16. 16. Product Development • Products that are built based on older technologies follow a specific path from initial idea to a mature stable product. • New products, services and solutions follow a different path…
  17. 17. The S-curve Improvements in performance varies throughout the life of the technology Problem is that people in the R&D phase may not be right in the growth phase
  18. 18. Exponential trends can be composed of a sequence of S- curves where each curve is faster The S-curve
  19. 19. Disruptive stress or opportunity
  20. 20. Key Topics
  21. 21. Key Topics BUSINESS AGILITY
  22. 22. Comparing agile enterprises to complex systems
  23. 23. Agile enterprises & complex systems • Interactions, • self-organizing, • co-evolution, and the • edge of chaos are concepts borrowed from complexity science that can help define some of the processes that take place within an agile enterprise.
  24. 24. complex : Interactions • Interactions are exchanges among individuals etc. holding a common vision and possessing the necessary resources, behaviors, competence and experience in aggregate.
  25. 25. complex : Self-organizing
  26. 26. complex : Self-organizing • Self-organizing describes the spontaneous, un- choreographed, feedback-driven exchanges that are often found within agile enterprises. • The creativity and innovation that arises from this self- organizing process gives the agile enterprise an edge in developing (and redeveloping) products, services, and solutions for a hypercompetitive marketplace.
  27. 27. complex : Co-evolution
  28. 28. complex : Co-evolution • Co-evolution is a key process through which the enterprise learns from experience and adapts. • The agile enterprise is constantly evolving in concert with (and in reaction to) external environmental factors. • Products and services are in a constant state of change. • In one sense, nothing is ever completely "finished”.
  29. 29. complex : Edge of chaos
  30. 30. EDGE OF CHAOS EDGEOFORDER
  31. 31. complex : Chaordic
  32. 32. complex : Chaordic Dee Hock – founder & CEO emeritus VISA
  33. 33. Options
  34. 34. Options THINKING TOOLS
  35. 35. User Story Mapping this is only an example taken from many thinking tools
  36. 36. From “User Story Mapping” by Jeff Patton
  37. 37. Story Mapping Workshop
  38. 38. Backbone Walking Skeleton User Activity User Task User Task User Task Backbone Walking Skeleton JIRA Component JIRA Epic JIRA Story User Activity User Task Story Story Story Story Story Story Story
  39. 39. Un-planned stories Next Release
  40. 40. Agile Product OwnershipWhy? Outcome Specification How? Earlier Later Impact MappingGoals Impacts Deliverables Story MappingUser Activities Epics Specification-by-Example Acceptance Criteria Examples Code User Stories courtesy of: Christian Hassa
  41. 41. Agile enterprise versus bureaucracy
  42. 42. Agile : enterprise • Operating in hypercompetitive, continuously changing markets, agile enterprises pursue a series of temporary competitive advantages — capitalizing for a time on the strength of an idea, product, or service then readily discarding it when no longer tenable.
  43. 43. Agile : enterprise Business Agility Continuous Delivery Agile Delivery Agile Development Four stages of an Agile Enterprise Agility start with the development team, than expands through operations until the entire business is aligned tp give the customer better value, faster.
  44. 44. organizational : Agility Habits Ecosystem Culture WHY HOW WHAT
  45. 45. organizational : Agility Habits Ecosystem Culture WHY HOW WHATOrganizational Agility is a culture based on the values and principles of Agile, supported by the organizational ecosystem and manifested through personal and organizational habits (how work really gets done).
  46. 46. traditional versus creative economy
  47. 47. • The Traditional Economy had to choose between disciplined execution vs continuous innovation Bureaucracy Team innovation disciplinedexecution
  48. 48. • The Creative Economy achieves both disciplined execution and continuous innovation Bureaucracy Team innovation disciplinedexecution AGILE
  49. 49. This is a basic change in mindset! Bureaucratic Org • Internally focused • Fixed mindset • Defend existing advantages • Make money for stakeholders Agile Org • Externally focused • Growth mindset • Create new advantages • Deliver value to the customer Managers CustomerTeams
  50. 50. Business Agility
  51. 51. Business Agility sense respond Business Agility adapt
  52. 52. Business Agility sense respond Business Agility adapt • Listen to trends • Innovation at the Edges • Track Leading Indicators • Predictive Analytics • Rapid Prototyping • Decentralized decision making • Assess results and modify experiments • Reconfigure Operations • Scale or shrink on demand • Continuous Improvement • Ability to Experiment • Speed to market • Scale rapidly • Decisions based on Insights • Ability to reconfigure operations quickly
  53. 53. Business Agility sense respond Business Agility adapt • Listen to trends • Innovation at the Edges • Track Leading Indicators • Predictive Analytics • Rapid Prototyping • Decentralized decision making • Assess results and modify experiments • Reconfigure Operations • Scale or shrink on demand • Continuous Improvement • Ability to Experiment • Speed to market • Scale rapidly • Decisions based on Insights • Ability to reconfigure operations quickly
  54. 54. Agile : enterprise BUSINESS AGILITY SENSE, CREATE & RESPOND TO CHANGE PORTFOLIO AGILITY OPTIMIZE FOR BUSINESS VALUE EXECUTION AGILITY DELIVER VALUE FASTER
  55. 55. Real World
  56. 56. THE REAL WORLD DOESN’T REWARD PERFECTIONISTS. IT REWARD PEOPLE WHO GET THINGS DONE. EXPERIENCES
  57. 57. Value Team • The concept of Value team is an mashup of two concepts: – Discovery Track – Extended Team (see Lean UX) – Value Stream Map this is only an example taken from many experiences
  58. 58. ChangeUp CoP
  59. 59. A BetterWay CoP
  60. 60. Avalon CoP
  61. 61. Agile Portfolio Room
  62. 62. Operating at the edge of chaos
  63. 63. At the edge of chaos • These structures — including a shared purpose or vision, resource management aids, reward systems, and shared operating platforms — often emerge from three key organizational processes: – strategizing, – organizing, and – mobilizing
  64. 64. edge of chaos : strategizing
  65. 65. edge of chaos : strategizing • Strategizing is an experimental process for the agile enterprise, in which individuals repeatedly generate ideas (exploration), identify ways to capitalize on ideas (exploitation), nimbly respond to environmental feedback (adaptation), and move on to the next idea (exit).
  66. 66. edge of chaos : strategizing Exploration Exploitation Adaptation Exit
  67. 67. edge of chaos : organizing
  68. 68. edge of chaos : organizing • Organizing is an ongoing activity to develop structures and communication methods that promote serial execution. • It often includes defining a shared vision, as well as systems and platforms, that ground the enterprise.
  69. 69. edge of chaos : mobilizing
  70. 70. edge of chaos : mobilizing • Mobilizing involves managing resources, ensuring the fluid movement of people between projects, and finding ways to enhance internal and external interactions. • Typically, enterprise values, personal accountability, and motivational and reward systems are a key output of this process.
  71. 71. Business Agility
  72. 72. Agile : enterprise
  73. 73. ThanksThanks

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