Business Agility 2017 (final)
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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. Business Agility a little essay on new perspectives
- 2. Business Agility Fabio Armani a little essay on new perspectives
- 4. 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...”
- 6. Setting the Stage REASON WHY?
- 7. Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
- 8. 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.
- 10. The Challenge
- 12. Any sufficiently advanced technology is indistinguishable from magic Arthur C. Clark’s 3rd Law
- 13. CENTURY OF SCIENCE AND TECHNOLOGY 1900 2000
- 16. ex
- 17. 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…
- 18. 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
- 19. Exponential trends can be composed of a sequence of S- curves where each curve is faster The S-curve
- 21. Key Topics
- 24. Comparing agile enterprises to complex systems
- 25. 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.
- 26. complex : Interactions • Interactions are exchanges among individuals etc. holding a common vision and possessing the necessary resources, behaviors, competence and experience in aggregate.
- 28. 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.
- 30. 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”.
- 31. complex : Edge of chaos
- 34. complex : Chaordic Dee Hock – founder & CEO emeritus VISA
- 35. Options
- 37. User Story Mapping this is only an example taken from many thinking tools
- 38. From “User Story Mapping” by Jeff Patton
- 40. 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
- 43. 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
- 45. Agile enterprise versus bureaucracy
- 46. 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.
- 47. 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.
- 48. organizational : Agility Habits Ecosystem Culture WHY HOW WHAT
- 49. 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).
- 50. traditional versus creative economy
- 51. • The Traditional Economy had to choose between disciplined execution vs continuous innovation Bureaucracy Team innovation disciplinedexecution
- 52. • The Creative Economy achieves both disciplined execution and continuous innovation Bureaucracy Team innovation disciplinedexecution AGILE
- 53. 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
- 54. Business Agility
- 55. Business Agility sense respond Business Agility adapt
- 56. 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
- 57. 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
- 58. Agile : enterprise BUSINESS AGILITY SENSE, CREATE & RESPOND TO CHANGE PORTFOLIO AGILITY OPTIMIZE FOR BUSINESS VALUE EXECUTION AGILITY DELIVER VALUE FASTER
- 59. Real World
- 60. THE REAL WORLD DOESN’T REWARD PERFECTIONISTS. IT REWARD PEOPLE WHO GET THINGS DONE. EXPERIENCES
- 62. 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
- 67. ChangeUp CoP
- 68. A BetterWay CoP
- 69. Avalon CoP
- 72. Operating at the edge of chaos
- 73. 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
- 74. edge of chaos : strategizing
- 75. 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).
- 76. edge of chaos : strategizing Exploration Exploitation Adaptation Exit
- 77. edge of chaos : organizing
- 78. 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.
- 79. edge of chaos : mobilizing
- 80. 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.
- 81. Business Agility
- 83. ThanksThanks
Notas do Editor
- https://en.wikipedia.org/wiki/Business_agility The agile enterprise strives to make change a routine part of organizational life to reduce or eliminate the organizational trauma that paralyzes many businesses attempting to adapt to new markets and environments.[5] Because change is perpetual, the agile enterprise is able to nimbly adjust to and take advantage of emerging opportunities. The agile enterprise views itself as an integral component of a larger system whose activities produce a ripple effect of change both within the enterprise itself and the broader system.[6] Enterprise architecture as a discipline supports business agility through a wealth of techniques, including layering, separation of concerns, architecture frameworks, and the separation of dynamic and stable components. The model of hierarchical complexity—a framework for scoring the complexity of behavior developed by Michael Commons and others since the 1980s—has been adapted to describe the stages of complexity in enterprise architecture.[7] One type of enterprise architecture that supports agility is a non-hierarchical organization without a single point of control.[8] Individuals function autonomously, constantly interacting with each other to define the vision and aims, maintain a common understanding of requirements and monitor the work that needs to be done. Roles and responsibilities are not predetermined but rather emerge from individuals' self-organizing activities and are constantly in flux. Similarly, projects are generated everywhere in the enterprise, sometimes even from outside affiliates. Key decisions are made collaboratively, on the spot, and on the fly. Because of this, knowledge, power, and intelligence are spread through the enterprise, making it uniquely capable of quickly recovering and adapting to the loss of any key enterprise component. In business, projects can be complex with uncertain outcomes and goals that can change over time. Traditionally these issues were dealt with by planning experts that would attempt to pre-determine every possible detail prior to implementation; however, in many situations, even the most carefully thought out projects will be impossibly difficult to manage. Agile techniques, originating from the software development community, represent an alternative approach to the classic prescriptive planning approaches to management. The main focus of agile methods is to address the issues of complexity, uncertainty, and dynamic goals, by making planning and execution work in parallel rather than in sequence to eliminate unnecessary planning activity, and the resulting unnecessary work. Agile methods integrate planning with execution allowing an organization to "search" for an optimal ordering of work tasks and to adjust to changing requirements. Practical methods for achieving organizational agility should start from organization's competitive bases.[9] The major causes of chaos on a project include incomplete understanding of project components, incomplete understanding of component interactions and changing requirements. Sometimes requirements change as a greater understanding of the project components unfolds over time. Requirements also change due to changing needs and wants of the stakeholders. The agile approach allows a team or organization of collective trust, competence and motivation to implement successful projects quickly by only focusing on a small set of details in any change iteration. This is in contrast to non-agile in which all the details necessary for completion are generally taken to
- http://www.hrzone.com/hr-glossary/what-is-business-agility http://www.canon.it/about_us/press_centre/press_releases/business_solutions_news/1h12/business_agility.aspx
- http://www.businessagility2017.com
- https://www.linkedin.com/pulse/20140806133518-2150229-can-you-create-the-perfect-innovative-culture-chaordic https://wiki.p2pfoundation.net/Chaordic_Organizations_-_Characteristics
- https://www.linkedin.com/pulse/20140806133518-2150229-can-you-create-the-perfect-innovative-culture-chaordic
- https://en.wikipedia.org/wiki/Business_agility Similarly, agile enterprises do not adhere to the concept of sustained competitive advantage that typifies the bureaucratic organization.
- Agility start with the development team.than expands through operations until the entire business is aligned tp give the customer better value, faster.
- http://0x1.tv/Using_Keystone_Habits_to_Transform_Enterprises_and_Achieve_Sustainable_Organizational_Agility_(Ahmed_Sidky,_AgileDays-2014) http://0x1.tv/img_auth.php/7/76/Using_Keystone_Habits_to_Transform_Enterprises_and_Achieve_Sustainable_Organizational_Agility_%28Ahmed_Sidky%2C_AgileDays-2014%29.pdf
- http://0x1.tv/Using_Keystone_Habits_to_Transform_Enterprises_and_Achieve_Sustainable_Organizational_Agility_(Ahmed_Sidky,_AgileDays-2014) http://0x1.tv/img_auth.php/7/76/Using_Keystone_Habits_to_Transform_Enterprises_and_Achieve_Sustainable_Organizational_Agility_%28Ahmed_Sidky%2C_AgileDays-2014%29.pdf
- Agile teams deliver disciplined efficient performance at scale Agile generated high-performance teams on a consistent basis. It’s “small everything.” You fight complexity with simplicity. It is a breakthrough achievement, well accepted in the world of software development, even though it is still not widely understood or recognized in general management.
- https://en.wikipedia.org/wiki/Business_agility
- https://en.wikipedia.org/wiki/Business_agility
- https://en.wikipedia.org/wiki/Business_agility
- https://en.wikipedia.org/wiki/Business_agility
- https://en.wikipedia.org/wiki/Business_agility
- https://en.wikipedia.org/wiki/Business_agility
- https://en.wikipedia.org/wiki/Business_agility
- https://en.wikipedia.org/wiki/Business_agilityFor an in
- https://en.wikipedia.org/wiki/Business_agility The agile enterprise strives to make change a routine part of organizational life to reduce or eliminate the organizational trauma that paralyzes many businesses attempting to adapt to new markets and environments.[5] Because change is perpetual, the agile enterprise is able to nimbly adjust to and take advantage of emerging opportunities. The agile enterprise views itself as an integral component of a larger system whose activities produce a ripple effect of change both within the enterprise itself and the broader system.[6] Enterprise architecture as a discipline supports business agility through a wealth of techniques, including layering, separation of concerns, architecture frameworks, and the separation of dynamic and stable components. The model of hierarchical complexity—a framework for scoring the complexity of behavior developed by Michael Commons and others since the 1980s—has been adapted to describe the stages of complexity in enterprise architecture.[7] One type of enterprise architecture that supports agility is a non-hierarchical organization without a single point of control.[8] Individuals function autonomously, constantly interacting with each other to define the vision and aims, maintain a common understanding of requirements and monitor the work that needs to be done. Roles and responsibilities are not predetermined but rather emerge from individuals' self-organizing activities and are constantly in flux. Similarly, projects are generated everywhere in the enterprise, sometimes even from outside affiliates. Key decisions are made collaboratively, on the spot, and on the fly. Because of this, knowledge, power, and intelligence are spread through the enterprise, making it uniquely capable of quickly recovering and adapting to the loss of any key enterprise component. In business, projects can be complex with uncertain outcomes and goals that can change over time. Traditionally these issues were dealt with by planning experts that would attempt to pre-determine every possible detail prior to implementation; however, in many situations, even the most carefully thought out projects will be impossibly difficult to manage. Agile techniques, originating from the software development community, represent an alternative approach to the classic prescriptive planning approaches to management. The main focus of agile methods is to address the issues of complexity, uncertainty, and dynamic goals, by making planning and execution work in parallel rather than in sequence to eliminate unnecessary planning activity, and the resulting unnecessary work. Agile methods integrate planning with execution allowing an organization to "search" for an optimal ordering of work tasks and to adjust to changing requirements. Practical methods for achieving organizational agility should start from organization's competitive bases.[9] The major causes of chaos on a project include incomplete understanding of project components, incomplete understanding of component interactions and changing requirements. Sometimes requirements change as a greater understanding of the project components unfolds over time. Requirements also change due to changing needs and wants of the stakeholders. The agile approach allows a team or organization of collective trust, competence and motivation to implement successful projects quickly by only focusing on a small set of details in any change iteration. This is in contrast to non-agile in which all the details necessary for completion are generally taken to