Abstract: Scrum and Enterprise Agility Scrum is a widely adopted framework for complex product development. Gunther Verheyen, Capgemini’s global Scrum leader, has witnessed how Scrum is a powerful mean to adopt the new, Agile paradigm of software development. Gunther will share his observations how Scrum is currently surpassing the walls of the software department. Gunther has a vision that helps people and organizations capitalize on this evolution and use Scrum to grow into Enterprise Agility. Because organizations can do more than just faster and better software development to delight its customers. What emerges, is the “Customer-Oriented Enterprise”. But Gunther will demonstrate why it is highly unlikely that this is the last stage of organizational evolutions…

1. Emergence of the
Customer-Oriented Enterprise!
Scrum!and!Enterprise!Agility!
Gunther!Verheyen!
Capgemini!Global!Scrum!Leader!

2. Hello world…
Liberated markets The age of twitter
Market pressure A global economy
What is IT contributing to our business?
The consumerization of IT Fast media coverage
Competing opinions
Distributed skills
Legislations and regulations
Stakeholder impatience
Unstable stakeholders
Dispersed decision taking
Technical integration
“Have you got an app for that?”
Collaborative competition
Strategy revisions
Shrinking lead times The must of mobile

3. This volcano of seemingly uncontrollable disruptions
creates a BURNING PLATFORM. All the time.
You can deny it, but you cannot escape it. Your
ICEBERG is melting.

4. You seek, but don’t find control. You can’t manage it
all. You become a FIREFIGHTER. All the time.
Because every eruption, every unforeseen event is a
CRISIS. And is treated that way.

5. The firefighter act isn't helping. It takes all your
time and you still lag behind. All the time.
Did you miss the train to EXTREMISTAN? Is
that why these ancient control models based
on industrial linearity are kept in place?

6. We’ve been there in IT. We too believed the
industrial paradigm to offer CONTROL.
Superior staff designs and plans executable tasks
for workers. Workers are overlooked by hierarchical
supervisors. QA is always done… too late.

7. The significant anomalies of the old
paradigm did give rise to a new one.
AGILE thrives on competing ideas. Ambiguity and
complexity are resolved by people and creativity.
Encourage!Change!

8. SCRUM became the leading
Agile framework.
With Scrum we set objectives, explore options and
act. We sense, probe and adapt. At all levels.

9. With Scrum we build better software. Faster. In 30
days, or less. We drastically reduce the time to
respond to change. Up to instant responsiveness.
Some organizations have even introduced a
negative response time to change. They… LEAD.

10. Scrum is transcending software development, and
becomes a mean to the goal of Enterprise Agility.
The CUSTOMER-ORIENTED ENTERPRISE emerges!
Business* IT* Release* Support*
Scrum Team
Commercial*
Product*1* Scrum Team
Scrum Team
Commercial*
Scrum Team
Product*2*
Scrum Team
Scrum Team
Commercial* Scrum Team
Product*n"
Scrum Team
*
ure ture*
e
rchitchit
k,*A Ar re,*Infrastruct
ctuecture,*Infrastruc
v overnan Ris
GoGernance,*ce,*Risk,*

11. Agility is about deep CULTURAL change and cannot
be achieved overnight, dictated or planned. It is
more about BEHAVIOR than it is about ‘process’.
• Scrum is probably already in use in your
organization.
• Capitalize on the bottom-up enthusiasm via an
Agility Capture Team (‘ CT’).
A

12. A predicted roadmap is replaced with discovery and
the art of the possible through a Scrum qua Scrum
approach and a Transformation Playbook.
Time = f(dedication * 1/firefighting)"

13. In the Customer-Oriented Enterprise:
• The self-directing, bottom-up intelligence of
cross-functional Scrum Teams serves to envision,
develop, maintain and grow great products.
• Managers create motivating boundaries from
which complex products get delivered in 30 days,
or less.
• Managers and Scrum Teams achieve mastery
through focused accountability and dedication.
All find purpose in excellence upon collaboration.*

14. Enterprise Agility has no end-state, there is only
CONTINUOUS IMPROVEMENT.
The Customer-Oriented Enterprise dissipates into
universes of learning, creativity and collaboration.
Ancient concepts fade out (‘users’, ‘requirements’,
‘developers’, ‘departments’). Players contribute,
interact, exchange, interweave and combine
component pools, emerging patterns and services.
The illusion of eternal growth and our triple-P
obsession (projects, profit, productivity) is replaced
by social enterprising (value, purpose, benefit).

15. Hello universe…

16. Thank you*
Gunther!Verheyen!
*
• eXtreme*Programming*and*Scrum*since*2003*
• Capgemini*since*2010*
• Financial*Services*NetherlandsFBelgium*
• Global*Leader*for*Scrum*
• Contributor*to*Capgemini*Technology*Blog*
• Scrum.org*since*2009*
• Professional*Scrum*Master*level*II*
• Professional*Scrum*Product*Owner*level*II*
• Professional*Scrum*Trainer*PSF,*PSM,*PSPO*
*
Mail*gunther.verheyen@capgemini.com**
Twi)er*@Ullizee*
Personal"Blog*hRp://ullizee.wordpress.com*