'agility enablement'- unlocking enterprise agility

1. agility enablement u n l o c k i n g e n t e r p r i s e a g i l i t y

2. husband & dad organizational change strategic innovation digital transformations JOHNNY ORDÓÑEZ a g i l i t y e n a b l e r

3. agility enablement UNDERSTANDING THE ENTERPRISE AS A LIVING ORGANISM 1 UNDERSTANDING AGILITY AS A CAPABITLIY UNDERSTANDING AGILITY ENABLEMENT BE AN AGILITY ENABLER 2 3 4 u n l o c k i n g e n t e r p r i s e a g i l i t y

4. 1.UNDERSTANDING THEENTERPRISEASA LIVINGORGANISM

5. RESPONDING AND ADAPTATING. Closed-ended systems, for example, machines, are largely insulated from the external environment and incapable to learn on their own. Hence, although they are highly predictable and stable, these systems are not capable of sensing, responding and adapting to changes in the environment. THE MECHANISTIC APPROACH FOR THE ENTERPRISE LIMITS ITS CAPACITY OF SENSING,

6. Reinfuse “life” into enterprises.

7. 8 ENTERPRISEASLIVINGORGANISM FOUNDATIONS Enablingtheenterpriseagility impliesanewwayofseeingand understandingtheorganization: Change from an evolutionary biology approach Enterprise as a set of interconnected networks Organizational Paradigm Organizational Entropy Complex Adaptive System Culture as a result, not an input

8. 4 LIVING ELEMENTS THATSHAPETHE ORGANISATIONAL CULTURE Stories & Conversations Rituals & Routines Symbols Power structures & Influence

9. JOHN ATKINSON F o u n d i n g P a r t n e r a t T h e P h i l l i p s K a y P a r t n e r s h i p T h e A r t o f C h a n g e M a k i n g “Organisationsareinfactliving, complexanddynamic.Ifwewant organisationstobeabletochange, forthemtobeadaptive,resilient, intelligent,forthemtobeableto learnandprogress,wehavetostop thinkingofthemandtreatingthem intermsofthembeingamachine andstartthinkingofthemasbeinga livingsystem. ”

10. 2.UNDERSTANDING AGILITYASACAPABITLIY

11. WHATISAGILITY? /ƧˈdʒɪlƧti/ “agility”

12. Agile Agilism agility IMPORTANTDISTINCTIONS

13. “agilityistheorganizational capabilityofsense,adapt andrespondtoadynamic environment. ”agility is always present; it’s an intrinsic capability.

14. SUNIL MUNDRA P r i n c i p a l C o n s u l t a n t - A d v i s o r y a t T h o u g h t W o r k s , E n t e r p r i s e A g i l i t y “AdoptingAgilepracticesand methodologies,andevenscaling them,doesnotincreaseagility.At theenterpriselevel,itisagilitythat mattersmost,notAgile.Thisis becauseagilityencompassesaset ofenterprise-levelcapabilitieswhile Agile,thoughbasedonvaluesand principles,isorientedtoward softwaredelivery. ”

15. 3.UNDERSTANDING agilityenablement

16. WHATISENABLEMENT? /ɪˈneɪ.bƧl.mƧnt/ “enablement”

17. “Insteadoftryingtoachieve‘tobe Agile'asagoal,focusonidentifying boundariesandremovingthe constraintsthatshapethe organizationalcapacityofsensing, adaptingandresponding. ”agility is the result of coexistence and interrelation between various elements within the organization. agility lives in complexity.

18. agilityENABLEMENT PREMISES agility is a capability of a complex and adaptive system. agility is much more than the implementation of Agile methods or frameworks. agility is always present. Our job is to identify the boundaries and remove the constraints that surround it to enhance it. agility lives in complexity. It is a result of the harmonization of multiple factors and conditions. agility with lowercase ‘a’; because it is a capability, not a noun, brand or movement. 1 2 3 4 5

19. ORGANIZATIONAL DESIGN GOVERNANCE SYSTEMS TECHNOLOGY VALUE FLOWS LEADERSHIP PEOPLE & TALENT ENTERPRISEELEMENTS THATENABLEAGILITY Enterprise enablers for agility

20. 23 INFLUENCINGAGENTS Enterpriseenablersareinfluenced bytwotypesof“agents”: boostersandinhibitors. LEADERSHIP GOVERNANCE SYSTEMS ORGANIZATIONAL DESIGN 'Boosters' reflects a positive effect that amplifies the current agility. Conversely, 'inhibitors' act as blockers causing negative effects to the current agility and whole system.

21. 24 IDENTIFIDINGAGENTS Theagentsaren'tnecessarily identifiableasimpleview. LEADERSHIP Boosters Inhibitors Visible Non-visible It's probable that exists strong agents (boosters and inhibitors) under the layers of the system. Both they must be worked on.

22. EACHENABLERINFLUENCES ANOTHER,ANDTHEENTIRESYSTEM ORGANIZATIONAL DESIGN GOVERNANCE SYSTEMS TECHNOLOGY VALUE FLOWS LEADERSHIP PEOPLE & TALENT Everythingisconnected witheverything.

23. Enterprise enablers for agility ORGANISATIONAL DESIGN GOVERNANCE SYSTEMS TECHNOLOGYVALUE FLOWS LEADERSHIP PEOPLE & TALENT ENTERPRISEELEMENTS THATENABLEAGILITY

24. JORGEN HESSELBERG C o - F o u n d e r a t C o m p a r a t i v e A g i l i t y , U n l o c k i n g A g i l i t y “ImplementingScrum,a popularframeworkthatmay beusedtohelpencourage moreagilewaysofworking, willnotnecessarilymakeyou moreagilewithout consideringtheother dimensionsofagility. ”

25. 4.BEAN agilityenabler

26. “agilityisalwayspresent.Our jobistoidentifytheboundaries andremovetheconstraints thatsurroundittoenhanceit. ”…through sustain or maximize the boosters and minimize or remove the inhibitors.

27. An agility enabler makes the constraints beautiful. …from “We can’t, because,” to “We can, if.”

28. NEUTRAL1 EGO-LESS2 OBSERVANT3 REFLECTIVE4 KNOWLEDGEABLE 5 GENEROUS 6 INQUISITIVE7 EMPATHETIC8 AGNOSTIC9 INFLUENCER10 agilityenablers CHARACTERISTICS

29. agility enabler is not a role; it’s a responsibility.

30. TOBIAS MAYER e d u c a t o r , l e a r n e r , c i t i z e n “Wemaybestuckwiththe catch-allword‘Agile’fornow, butwehavearesponsibility tomovetowardsdescribing clearlywhatweactuallydo, usingrealwordsandeven wholesentences. ” http://bit.ly/AgileIsNotTheGoal-TobiasMayer

31. DON’TSTOPREADING! Anenablerisa permanentlearner.

32. IWASINSPIREDBYTHESE GREATAUTHORS

33. From Agile Coach to “agility enabler”: my new path – Johnny Ordóñez https://johnnyordonez.com/2018/09/09/de-agile-coach-a-agility-enabler-mi-nuevo-camino/ ENTERPRISE AGILITY: A Johnny's Compilation about EA – Johnny Ordóñez https://www.beautiful.ai/deck/-LLVBsCk0OBTa1jmzuzW/Enterprise-Agility What's the next step in the Evolution of Agile? Enterprise Agility https://www.slideshare.net/JohnnyDark/whats-the-next-step-in-the-evolution-of-agile-enterprise-agility SOMEREFERENCES

34. Thank you! @JohnnyOrdonez Johnny Ordóñez

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