NUS-ISS Learning Day 2018- Business agility for business leaders
- 1. Business Agility For Business Leaders #ISSLearningDay2018 Jamie Donoghue, VisionLed Consulting 13 July 2018
- 2. Who we are and what do we do [email protected] [email protected] We build the teams that can deliver end-to-end solutions for your Products and Services
- 3. Agenda • Why do we need Business Agility? • What is our approach? • Q&A #ISSLearningDay2018
- 4. Why Do we Need Business Agility?
- 5. Agile Will Save Us!
- 7. Why Not??? +
- 8. Centralised (High Stability) Accountability is clearly defined through hierarchy Easier standardisation and compliance through consistent policies, processes and procedures Enables tight financial control Lower cost through shared resourcing model Customer knows what to expect Easier to build brand loyalty Easier to protect IP Enables Systems Thinking Supported by Enterprise Architecture Duplication is minimised
- 9. Decentralised (High Agility) Reduction in non-value adding activities Increase in employee satisfaction leading to an increase in customer satisfaction Open and free communication (not top down) Shared accountability creating empowerment Closer relationship with the customer Higher intrinsic motivation Lower governance costs
- 10. Why Not Combine Both? Agile Product / Service Team(s) Shared Services - IT? - Marketing? - Sales? - Legal? - Finance? The more lines there are to the cruise ship, the slower the speed boat becomes.
- 11. Let’s Agree on How Agile We Need to Be! Our Business Model is optimised for… Increased # of centralised controls Centralised Decision-making Strategies Policies Plans Processes KPI’s Annual Budgets Frameworks Functional Hierarchies Segregation of Duties Waterfall Development Decentralised Decision-making Visual Canvases Rolling-wave Planning Agile Techniques Cross-functional Teams Self-Organising Fully Decentralised Fully Centralised StabilityAgility
- 12. No one size fits all Core Banking Service Email Service Mortgage Lending Service Online Banking Service Website Service Dedicated Team Daily releases Dedicated Team Monthly releases Dedicated Team Quarterly releases Shared Services Team Semi-annual releases Dedicated Team Annual releases AgilityStability
- 14. When to use Business Agility? • Process Efficiency • Profit Maximisation • Product Standardisation • Customer Centricity • Rapid Experimentation • Product Management • Adoption of Agile Principles Proven Products and Services Innovative Ideas Focus upon Stability incl. Focus upon Agility incl. • Customer Centricity • Rapid Experimentation • Product Management • Adoption of Agile Principles Focus upon Agility incl.
- 15. 7 Principles for Business Leaders Create a Culture of Continuous Improvement Empower People Build Autonomous Teams Simplify Process Be Data Driven Deliver Quickly and Iterate Tightly Manage WIP
- 16. Key Outcomes Create the mindset shift that is required to move from top-down governance to agile business teams To give you a structured set of rules (principles) to guide you in the creation and control of your agile product/service business teams To assess how agile your organisation is today To define a roadmap of how your organisation can transform to become ‘more agile’
- 17. Techniques for the Playbook 1. Empower People Revise the organisation Vision to encapsulate the Why, How, What Cascading the organisation Vision to agile teams’ product/service Vision Defining the agile teams’ ability to self-organise through Delegation Boards 2. Build Autonomous Teams Using Value-Stream Mapping to identify the necessary product/service team members 3. Simplify Process Balancing compliance with innovation through Minimum Viable Process 4. Be Data-Driven Net Promoter Score plus Why? Customer Effort Score Customer Lifetime Value (CLV or LTV)
- 18. Techniques for the Playbook 5. Deliver Quickly and Iterate Designing Business Experiments Design Thinking Agile Lifecycle(s) Importance of Strong Coaching 6. Tightly Manage WIP Designing Product/Service Kanban Boards Identifying and resolving bottlenecks 7. Create a Culture of Continuous Improvement Culture Hacking Lessons Learned
- 19. Doing Agile Being Agile • User Stories • Sprint Planning • Kanban Boards • Burndown Charts • Release Packaging • Retrospectives • Driving the vision • Living the values • Self-organising • Adapting techniques to your needs • Developing your strengths • Being close to your customer • Constantly learning PRINCIPLES > Framework