Slides of the latest version (July 2018) of my Business Agility talk. This talk is an extract of the "Introduction to Business Agility" workshops we run with for leadership teams to get a better understanding of agility in business and how to help their companies improve.

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BUSINESS
THE EMERGENCE OF
AGILITY
JOSÉ CASAL
@jose_casal

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AS A BUSINESS,
ARE WE AS EFFECTIVE
AS WE CAN BE?
WHAT WOULD “BETTER”
LOOK LIKE?

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USUALLY… FASTER
CHEAPER
FEWER DEFECTS
LESS RISKY
MORE PREDICTABLE

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LET’S DO AN AGILE
TRANSFORMATION

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@actineo_xyz @jose_casalSOURCE: http://bit.ly/2rpN0tP

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MANY AGILE
TRANSFORMATIONS
DISSOLVE WITHOUT
A TRACE

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WE CAN DO
BETTER

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VISIBLE
FORMAL
SYSTEM
INVISIBLE
INFORMAL
SYSTEM
Roles Process Tools
Org Chart
Customs
Language
Behaviour
Traditions
Taboos
Stereotypes
Beliefs
Values
CULTURE
SOURCE: http://bit.ly/2r51s7p

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VISIBLE
FORMAL
SYSTEM
INVISIBLE
INFORMAL
SYSTEM
Roles Process Tools
Org Chart
Customs
Language
Behaviour
Traditions
Taboos
Stereotypes
Beliefs
Values
CULTURE
MISALIGNED
ORGANISATION
SOURCE: http://bit.ly/2r51s7p

10. THE DOMINANT PARADIGM
FOR MANAGING PRODUCT
DEVELOPMENT IS
WRONG(DON REINERTSEN)

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Complicated Complex
1. Repetitive
2. Predictable
3. Fixed
4. Visible
1. Unique
2. Unpredictable
3. Evolving
4. Invisible
- VS -

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BUSINESS COMPLEXITYWITH CYNEFIN
16
CHAOTIC OBVIOUS
COMPLEX COMPLICATED
Relations &
Command
Command
Relations
Individuals
Sense > Analyse > Respond
Sense > Categorise > Respond
Probe > Sense > Respond
Act! > Sense > Respond
Best Practice
Good PracticeEmergent Practice
Novel Practice

16. IF WE HAVE UNCERTAINTY &
INTERDEPENDENCE…
WE MUST USE
EXPERIMENTATION &
DISCOVERY
(AMY EDMONDSON)

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Myths of Product Development
1
2
3
Customers know what they want
Creatives know how to build it
Nothing changes along the way

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Myths of Product Development
discover
Reality
expect
discover
1
2
3
Customers know what they want
Creatives know how to build it
Nothing changes along the way

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The Tyranny of the Team
SOURCE: http://bit.ly/2rpGcMG

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Organising for Complexity
T
T
T
T
T
T
T
T
T T
T
T
SOURCE: http://bit.ly/2rpGcMG

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@actineo_xyz @jose_casalSOURCE: http://bit.ly/2rpN0tP

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End-to-End Flow Efficiency
Fuzzy front-end
Lead time
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46Week
Risk reduction
Wait waste
Value add
Captured
PoC
(3 days)
Dev & test
( 4 day) Go Live!
18 weeks waiting 11 weeks waiting 9 weeks waiting
SOURCE: http://bit.ly/2r6MwaR

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Flow vs Resource Management Mindsets
TIME TO
COMPLETE
& COST OF
IDLE TIME
UTILISATION
Cost of
Idle Capacity
Time to
Complete
Total
Cost
Economically
Optimal
Utilisation
Point
0% 100%
SOURCE: http://bit.ly/2rpEKtI

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FLOW
UTILISATION IS THE
ENEMY OF

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The Iron Triangle
TIME
COST SCOPE
QUALITY

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@actineo_xyz @jose_casal SOURCE: http://bit.ly/2qoisEB

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FOR BUSINESS AGILITY, THIS IS
NOT GOOD ENOUGH

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The Iron Triangle
TIME
COST SCOPE
ON
ON ON
Buffers
Slower
More
Expensive
Contingency
Up-Front Analysis
& Big Batches
Business Risk
& Wasteful
SOURCE: http://bit.ly/2r4W2JG

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Break away from this thinking…
TIME
COST SCOPE
Impact Fit For Purpose
Flow
SOURCE: http://bit.ly/2r4W2JG

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Principles for Business Agility
LEARNINGPEOPLE
FITNESS
FOR
PURPOSE
FLOW
FFLIPIMPACT

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Business Agility is about people
LEARNINGPEOPLE
FITNESS
FOR
PURPOSE
FLOW
FFLIPIMPACT

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IS NOT AN OPTION
AGILITY
BUSINESS
IT IS A MATTER OF
BUSINESS SURVIVAL

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1 Visualise
2 Limit Work in Progress
3 Manage & Measure Flow
4 Make Policies Explicit
5 Implement Feedback Loops
6
Improve Collaboratively.
Evolve Experimentally
Principles Practices
1 Start with what you do now
2
Agree to pursue evolutionary
change
3
Encourage act of leadership
at all levels

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WHAT 3 INSIGHTS
THANK YOU
HAVE YOU HAD?

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References
• Value Flow Quality by Emergn http://valueflowquality.com
• A. Neus. P. Scherf. "Opening minds: Cultural change with the introduction of open-source collaboration methods"
2005. http://dimsboiv.uqac.ca/8INF851/tp/paper/neus.pdf
• Donald G. Reinertsen. “The Principles of Product Development Flow: Second Generation Lean Product Development”.
2009. ISBN 9781935401001D.
• Snowden "Cynefin Framework" http://cognitive-edge.com/
• N. Pflaeging “Organize for Complexity” 2014. ISBN 978-0991537600. https://www.organizeforcomplexity.com/
• H. Forss "The Red Brick Cancer" https://hakanforss.wordpress.com/2012/09/14/lean-lego-the-red-brick-cancer/
• N. Modig and P. Åhlström "This is Lean: Resolving the Efficiency Paradox" 2012. ISBN 978-9198039306
• P. Brodzinski “Economic Value of Slack Time” http://brodzinski.com/2015/01/slack-time-value.html
• Version One "Benefits of Agile Software Development" https://www.versionone.com/agile-101/agile-software-
development-benefits/
• J. Yip. “Benefits of Agile From a Financial Perspective” https://www.slideshare.net/jchyip/benefits-of-agile-from-a-
financial-perspective
• A. Shalloway, G. Beaver, and J. Trott "Lean-Agile Software Development" 2010. ISBN 9780321647993

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Picture Credits
• "Finally Agile" http://geek-and-poke.com/geekandpoke/2016/4/26/finally-agile
• "Donald Reinertsen" http://leanmagazine.net/lean/cost-of-delay-don-reinertsen/
• "Ford Factory 1920" https://www.pinterest.co.uk/pin/375135843933270183/
• "Millennium Stadium Seats" http://www.free-city-guides.com/cardiff/millennium-stadium/
• "The Sorting Hat" https://www.hp-lexicon.org/wp-content/uploads/2016/09/the_sorting_hat_by_sahinduezguen-
d47mwt5.png
• "The A-Team" http://img2.tvtome.com/i/u/37295f7da7244819c8563a00f5229dbd.png
• "The Iron Triangle" https://www.atlassian.com/agile/agile-iron-triangle
• "Benefits of Agile" https://www.versionone.com/wp-
content/uploads/2015/07/agile_development_value_proposition.gif
• "Accelerated ROI" http://valueflowquality.com