FROM LEAN STARTUP TO AGILE ENTERPRISE EVAN LEYBOURN
From Lean Startup to Agile Enterprise
Oct 17, 2014
Don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book), if you like the ideas raised in this presentation.
From #AgileIndia2014
Traditional models of management and corporate governance are failing to keep up with the needs of the modern economy. Change, both technological and cultural, is occurring at faster rates than ever before. In this climate, modern enterprises will live or die on their ability to adapt. This is where Agile, and Agile Business Management, come in. Agile is change; changing how you think, changing how you work and changing the way you interact. This is important whether you are a software developer or a CEO.
In this presentation, Evan will provide engaging and enlightening case studies of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the leadership of teams, divisions and businesses.
Taking the successful concepts and methods from the Agile movement and Evan's new book "Directing the Agile Organisation", Agile Business Management is a framework for the day-to-day management of organisations regardless of industry, size or location. We will discuss processes, techniques, and case studies for the 4 key domains from Agile Business Management;
1. You, the Agile Manager - What makes a good manager and how do their responsibilities change?
2. Integrated Customer Engagement - Collaboration and communication techniques to build trust and deliver Customer needs efficiently, with minimal waste, and to everyone's satisfaction.
3. The Structure of an Agile Organisation - Efficient, transparent and collaborative techniques to manage empowered staff.
4. Work, the Agile Way - Managing all types of business functions, from software, HR, finance to legal, by using Just-In-Time planning and Incremental or Continuous Delivery processes.
Ultimately, the goal of this presentation is to make you think about your role as a leader.
From #AgileIndia2014
Traditional models of management and corporate governance are failing to keep up with the needs of the modern economy. Change, both technological and cultural, is occurring at faster rates than ever before. In this climate, modern enterprises will live or die on their ability to adapt. This is where Agile, and Agile Business Management, come in. Agile is change; changing how you think, changing how you work and changing the way you interact. This is important whether you are a software developer or a CEO.
In this presentation, Evan will provide engaging and enlightening case studies of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the leadership of teams, divisions and businesses.
Taking the successful concepts and methods from the Agile movement and Evan's new book "Directing the Agile Organisation", Agile Business Management is a framework for the day-to-day management of organisations regardless of industry, size or location. We will discuss processes, techniques, and case studies for the 4 key domains from Agile Business Management;
1. You, the Agile Manager - What makes a good manager and how do their responsibilities change?
2. Integrated Customer Engagement - Collaboration and communication techniques to build trust and deliver Customer needs efficiently, with minimal waste, and to everyone's satisfaction.
3. The Structure of an Agile Organisation - Efficient, transparent and collaborative techniques to manage empowered staff.
4. Work, the Agile Way - Managing all types of business functions, from software, HR, finance to legal, by using Just-In-Time planning and Incremental or Continuous Delivery processes.
Ultimately, the goal of this presentation is to make you think about your role as a leader.
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Transcript
FROM LEAN STARTUP TO AGILE ENTERPRISEEVAN LEYBOURN
CHRYSLER, DELPHI, TEXACO, KODAK, LTV, COMPAQ, DIGITALWHAT DO THESE COMPANIES HAVE IN COMMON
Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com
CLICK TO DISCOVER MORE
INTERESTINGWE LIVE IN TIMESUSE THE AGILE MANIFESTO
INTERESTING
WHAT DRIVES A TRANSFORMATIONCULTURE, DEMAND, & STRENGTHS
BUSINESS BUSINESS
Business change via sustained effort across the organisation
Change
Change
Change
Images shamelessly stolen from Ahmed Sidky (ICAgile)
PRE-AGILE » LEARNING AGILESTAGE ONE
DEFINE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE
MEASURE YOUR VISION FOR AN AGILE BUSINESSYOUR GOALS, BENEFITS & END STATE
COMMUNICATE YOUR AGILE VALUES PROCESS DRIVEN > RELATIONSHIP DRIVENINDIVIDUALS AND INTERACTIONS COMPLETED PRODUCTS & SERVICESPERSONAL OWNERSHIP & ACCOUNTABILITYCULTURE OF TRANSPARENCYCUSTOMER COLLABORATION RESPONDING TO CHANGE
DEVELOP AN AGILE RECRUITMENT POLICYTO DEVELOP ORGANISATIONAL CULTURE
PIVOT & RETROSPECTIVESCONTINUOUS BUSINESS IMPROVEMENT
Elephant in the RoomNew Zealand Post Group
TRANSITION TO CONTINUOUS DELIVERYHR, SALES, LEGAL, CUSTOMER SUPPORT, MEDIA & COMMS
TRANSITION TO INCREMENTALDELIVERYFINANCE, MARKETING, LEGAL, R&D, OPERATIONS
TRACK, CONTROL & VISUALISE WORKFLOWENTERPRISE KANBAN / STRICT WIP
INITIAL ORGANISATIONAL RESTRUCTURE CROSS-FUNCTIONAL TEAM STRUCTURE
Agile Business Management
Minimum Wage Employment
CONTINUOUS & TARGETED COACHINGMANAGERS, STAFF AND CUSTOMERS
A CORPORATE LANGUAGEPAIR PROGRAMMING » PAIR WORKDAILY SCRUM » DAILY STAND-UPSCRUM OF SCRUMS » SUMMARY STAND-UPTEST-DRIVEN DEVELOPMENT » TEST-DRIVEN WORKSPRINT » ITERATIONPRODUCT OWNER » CUSTOMER REPRESENTATIVESCRUM MASTER » TEAM FACILITATOR
EARLY AGILE » AGILE MANAGEMENTSTAGE TWO
AN AGILE EXECUTIVEAGILE CORPORATE GOVERNANCE
AN AGILE BOARDAGILE CORPORATE GOVERNANCE
An Executive KanbanNew Zealand Post Group
AGILE KEY PERFORMANCE INDICATORSIS THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, ENGAGING WITH THE TEAM REGULARLY?
IS THERE A REDUCTION IN IDENTIFIED DEFECTS BY CONSUMERS (NOTE: CONSUMER, NOT CUSTOMER)?
IS THE TEAM/PERSON MEETING AGREED DUE DATES?ARE QUALITY CONTROL TESTS OCCURRING DURING EVERY ITERATION?IS THE TEAM ENGAGING WITH THE CUSTOMER, OR CUSTOMER REPRESENTATIVE, REGULARLY?IS THE CUSTOMER HAPPY WITH THE WORK BEING PRODUCED?HAVE OVERHEAD COSTS (E.G. ADDITIONAL MEETINGS, DELIVERY/RELEASE COSTS, DELAYS) BEEN REDUCED?
AGILE FINANCIAL MANAGEMENTMONTHLY BUDGETS AND TEAM CONTINGENCY
CONTINUE ORGANISATIONAL RESTRUCTURE FACILITATION-BASED MANAGEMENT
+3
+7
DEVELOP AGILE RELATIONSHIPS INTEGRATED CUSTOMER ENGAGEMENT
- “How much is this going to cost?”- “As much as you’re willing to spend.”
- “How long is this going to take?”- “As long as is necessary.”
- “What am I going to get?”- “Whatever you tell us you want.”
PIVOTREVIEW & REFINE THE BUSINESS MODEL
CONTINUOUS IMPROVEMENTRETROSPECTIVES
MEASURE, TRACK & VISUALISE WORKFLOWBURNDOWN, CFD, STATISTICAL RUN CHARTS
AGILE PRACTITIONERS » CONTINUOUS IMPROVEMENTSTAGE THREE
FINALISE ORGANISATIONAL RESTRUCTUREDYNAMIC, EMPOWERED TEAMS &LEAN MANAGEMENT HIERARCHY
Organisation ChartCity of Edmonton
SUPPORT SELF-ORGANISING TEAMS SKILLS AUDIT / REGISTER
TEST-DRIVEN WORKAGILE QUALITY CONTROL
PAIR WORKWHO SAYS ITS JUST FOR DEVELOPERS
CONTINUOUS IMPROVEMENTRETROSPECTIVES
http://agilebusinessmanagement.org
- Case Studies- Articles- Community
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DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES
CLICK HERE TO DISCOVER MORE
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