How to remain agile, and adapt, as your company grows. Why adopt such methods?

1. Agile @ Scale
By Sam Zawadi, Agilica

2. Agilica – Sam Zawadi
• Active lean-agile practitioner and trainer, founder of Agilica – a growing agile consultancy brand
(UK, Australia, Singapore), and of Agnostic Agile, a global Agile movement
• Agile for many years - small companies to large enterprises, B2C and B2B environments
• Led agile transformations and delivered agile initiatives

3. WHAT DO WE MEAN?
DO WE MEAN SCALING EXECUTION OR SCALING FOR
ORGANISATIONAL AGILITY ?

4. SCALING EXECUTION?

5. SCALING FOR ORGANISATIONAL AGILITY?

6. WHY?

7. SCALING AGILE - GRASSROOTS RATIONALE
1. OUR TEAMS
HAVE EXPANDED!
2. WE NEED TO
FIND A BETTER WAY
TO WORK
TOGETHER
3. WE ARE ALL
WORKING ON THE
SAME PRODUCT OR
PLATFORM
4. WE NEED TO
INTEGRATE WITH
OTHER TEAMS
5. WE HAVE TOO
MANY
DEPENDENCIES
AND HANDOFFS
6. WE NEED TO
ALIGN ON OUR
ULTIMATE MISSION

8. SCALING AGILE - EXECUTIVE RATIONALE
1. WE ARE MANDATED TO ‘GO AGILE’
2. WE NEED TO JUMP ON THE AGILE BANDWAGON
3. WE NEED TO GO FASTER
4. WE NEED OUR VENDORS TO GO FASTER
5. WE ARE UNDERGOING AN "AGILE TRANSFORMATION"
6. WE NEED TO REDUCE COST
7. WE NEED TO MEASURE EVERYTHING IN THE SAME WAY

9. SCALING EXECUTION THROUGH
EVOLUTION
Hint: It’s all about context

10. IMAGINE A
PRACTICE
ECOSYSTEM

11. YOU SELECT
THE
PRACTICES
THAT SUIT
YOUR
CONTEXT

12. AND IGNORE
THE ONES
YOU DON’T
NEED

13. YOU CREATE
YOUR OWN
CONTEXTUAL
METHOD,
AGNOSTIC OF
ANY OTHER
IN THIS WAY, YOU WILL EFFECT ORGANISATIONAL CHANGE AS YOU INTERACT WITH OTHER
AREAS

14. SCALING FOR ORGANISATIONAL AGILITY
Hint: Think beyond execution

15. Business / Organisational Agility
Definition: The ability of organisations to respond rapidly
to changes in the internal and external environment
without losing momentum or vision
• Be nimble in order to create and sustain change
• Be adaptive, flexible and balanced
• Continuously innovate
• Continuously remain at a competitive advantage

16. THIS IS
SERIOUS
BUSINESS
Can require changes to any or
all of:
• Organisational structure – stable
cross-functional teams / value
streams, roles
• Organisational culture – psychological
safety, trust, empowerment,
leadership, experimentation
• Technology – enabling safe and rapid
deployment of working software
• Processes and practices – innovation
and development

17. IT’S ALL IN THE MIND(SET)

18. High Performing Cultures
“I came to see, in my time at IBM,
that culture isn't just one aspect
of the game, it is the game. In the
end, an organization is nothing
more than the collective capacity
of its people to create value.”
Louis V. Gerstner, Jr. KBE. Chairman of the board of
IBM from April 1993 until his retirement in
December 2002.

19. Thanks!
sam@agilica.com
www.agilica.com
+61 403 171 136 (AUS)
+44 7919 345 242 (UK)
www.agnosticagile.org