Enabling Enterprise Business Agility

Caught up on a great webinar from Sally Elatta from Agility Health today, that is a good overview of the problems were all face with agility in the enterprise.

EBAWebinar.PNG

In the webinar she stepped through the Enterprise Business Agility (EBA) Transformation Journey. I liked her naming of team of teams of agility and its step between team and organisational agility.  She also called out the difference between organisational agility being the value stream and management of the portfolio versus the operational agility which is the other key areas of the organisation.

This all built to the really well defined EBA model with its seven pillars.

Advertisements

Episode 140: Spinning the AgilityHealth Radar with Sally Elatta

The Agile Revolution Podcast

Craig sits down with Sally Elatta, Founder and President of Agile Transformation and AgilityHealth at the Agile 2016 Conference in Atlanta and they talk about:

  • First things first, the AgilityHealth discs are not a frisbee!
  • The AgilityHealth vision is to help Agile teams have a consistent way to measure their health and performance and see the results in a visual way and secondly for leadership to understand the cause and effect – the radar opens up a conversation
  • AgilityHealth radars
  • The team radar has five dimensions – leadership, performance, clarify, foundation and culture – a healthy team should have these
  • It is not a survey tool, it is a facilitated retrospective to promote healthy conversation and create an action plan
  • We should be doing tactical retrospectives every sprint, but the missing component is strategic retrospectives once every quarter
  • Business agility relies on having healthy teams
  • Many other radars including…

View original post 66 more words

Episode 139: Talking Agile Craft with Steve Elliott

The Agile Revolution Podcast

Craig chats with Steve Elliott, the founder and CEO of Agile Craft and they discuss:

  • Dependencies are the number one thing that kills agility
  • Scaling agility across a large organisation is a 5 – 10 year journey
  • Scrum is often disconnected from the portfolio planning layer, the scaling methods are making the program level agile and predictable
  • If you want business agility you have to hinge the technology into the business
  • Sometimes it takes a few attempts for agile transformations, like tipping over a Coke machine (and unlike tipping a cow), you need to lead with results and then work on cultural change to be successful
  • If the leader of an Agile transformation left the organisation, would they go back to the old way or is Agile part of their DNA – if they would go back they have not been transformed
  • The scaling Agile frameworks are relatively new…

View original post 233 more words

Business Agility: Creating the Future

AgileBrisbaneAt the March 2017 Agile Brisbane meetup, we were lucky to have Pat Reed, an internationally recognised Agile transformational leader in Adaptive Leadership and Value Innovation, present on “Business Agility: Creating the Future”.

She provided a copy of her slides, and here are my notes from the evening:

  • Every leader at eBay (440 of them) are Agile Coaches, it’s the third round now for them, imagine the change if you get frozen middle on board
  • We need to thrive through uncertainity
  • Elon Musk practices first principles ways of thinking
  • Compasses are what we need to thrive on uncertainity, we cannot leverage maps because it is an unknown future
  • Don’t do more with less, do less, to execute in uncertainity
  • Change is changing, we need time for learning and innovating
  • If you demonstrate belief in the team and give an environment of safety, the team will believe in their potential – stop telling teams what to do, ask them what they think what we should do
  • Safe to fail is critical – we were all born with an Agile mindset (Carol Dweck) but our work and experiences push us towards a fixed mindset – if people can’t learn and thrive, your transformation will fail – as a coach we need to provide air cover
  • Keep timelines short all the time – the size of the iteration accelerates the learning cycle and the faster the learning
  • Using David Marquet’s Ladder of Leadership model at Ebay – cards you can download, when your employee says this, you say that
  • NeuroLeadership Institute – “Why Organizational Growth Mindset Matters
  • An adaptive framework – believing is seeing at centre, need to see awareness and understand the problem, need to process options through discovery (really short time frame, as for 3 value experiments), taking action (learn by doing not thinking), transform learnings into collective knowledge
  • DTA has some great tools around discovery
  • There is a cost to value, we won’t do anything that doesn’t have x% value, we need to stop being order takers and become value shapers
  • Principles for Navigating the Future  (Joi Ito) from the Media Lab at MIT, doing interesting stuff
  • Your organisation is not a machine, you can’t fix it – most organisations are setup to work how they were intended to work
  • Innovation, growth and transformation does not happen without tension – learn to identify good and bad tension
  • What could we do if we knew we couldn’t fail – embrace that
  • Do Stanford free Design School program online – same as the expensive in person program
  • Polarity Management – polarity is when you think you nailed a wicked problem and then it comes back to bite you, need to find the best win-win from any scenario, if you try to solve it traditionally you make it worse
  •  VUCA is here to stay, learning is our competitive advantage
  • Microsoft’s CEO Sent an Extraordinary Email to Employees After They Committed an Epic Fail
  •  Measure real value, speed to value and cost of value, need relative value not precision because it doesn’t serve us – Case Study and spreadsheet to calculate value