Challenges in enterprise agile adoption

Challenges in enterprise

Agile adoption

Parikshit Basrur & Karen Todeschini

Oct 2017

CHAPTER 1

THE PROBLEM

The McDonald’s drive-thru

problem

I call it,

Select from the Menu

Scrum

SAFe

DevOps

[Fill in The Blanks]

We have to be Agile!

Pay

Certifications

Contract / Employ

Capability

Vendors

Outsource / Offshore

We are Agile…what

now?

Looks familiar?

agile transformation

CHAPTER 2

FRAME OF MIND

RE Frame

agile

There is no such thing as an

agile transformation

There is no such thing as an

digital transformation

It is only ever about an

organisational transformation

agile, digital, etc. are enablers

People

Organic

Soft Stuff

Internal

You

Process and Tools

Inorganic

Hard Stuff

External

Customer

IS ISN’T

If you are doing it for the right

reasons, don’t do it

RIGHT

SO WHAT IS AGILE?

agile is nothing but the

the CORE COMPETENCE of

an organisation

SO HOW DO YOU BUILD

CORE COMPETENCE?

CHAPTER 3

Driving cultural mindset change to

empower people to solve problems

and deliver value

20

Purpose

21

Strategic Pillars

5 Pillars

People Centric

Start with end in mind

Inspect and Adapt

Better respond to

change

Incremental and

Iterative

Key Challenges for Agile Adoption

Ownership

(Self-actualisation)

Challenging Work

(Esteem – Achievement)

Building a Team

(Love and Belonging - Family)

Team abandonment

(Safety – Employment, Health, Morality)

Loss of Sponsor

(Physiological Needs – Food, Water, Breathing)

23

Right Leadership

Right Level of Influence

Right Approach

Making it Stick

The Secret Sauce

24

#1 Right Leadership

25

Key Drivers

Q1. What does ‘Agile’ mean for you and your organisation?

Q2. Why is it important?

Level of Influence

Q3. What is your role and

therefore level of influence

Q4. What capabilities do

you need to build?

Enterprise Adoption

Model

Q5. Who do you need to lead

those capability areas?

Q6. What are the business benefits

?

Metrics Q7. How do you define maturity?

Q8. How do you measure maturity?

Making it Stick

Q9. What is your journey?

Q10. How often do you reflect?

#2 Right Approach

Senior

Management

Executives

□ -Year Strategic Roadmap ?

2014 20242019 2020 20222021 202320162015 2017 2018

Capabilities

• Technical Maturity

Assessment

• Automation, Pair

Programming

Capabilities

• Traditional to Agile methods

• Deliver incremental value

Capabilities• Short kick-off time period

• Prioritisation by ROI and COD

• Ownership and Accountability

• Ability to fail fast and pivot

Capabilities • Innovation across Products

and Services, Culture.

• Ability to lead market change

• Fast feedback loops across

org

Product □

Development

Project □Define value to projects

Portfolio □Define value to portfolio

Organisation □Define value to organisation

Business Unit

Heads

Project

Managers

Development

Mangers

#3 Level of Influence

(Transformation is not one project at a time)

Key Takeaways

Agile is about culture and mindset

Right framework for the right problem

Take an agile approach to agile

Business sponsorship is key to success

Thank you