How do you accelerate your enterprise agility?

How do you accelerate your enterprise agility?

Do Less to go Faster

http://bit.ly/13qkrXX

The lifespan of an S&P company is shrinking Speed to value

75% will be replaced within 15 years

1company is now replaced every 2 weeks

61years 18 years 1958 Today

Source: “Creative Destruction Whips through Corporate America” Richard Foster, Innosight Executive Briefing, Winter 2012

The lifespan of an S&P company is shrinking Speed to value

Rapid entries & exits in the S&P 500

Creative Destruction Whips through Corporate America

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A s 2011 came to a close, virtually every news outlet in the world made note of the fact that the value of the S&P 500 hardly changed—with the index dropping 0.4% for the year. Yet while the market’s performance is always well known, what rarely gets reported is that the makeup of the index itself has been changing radically.

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Over the past couple�� years, a number of iconic American companies—among them Eastman Kodak (2010), Radio Shack (2011) and The New York Times (2010)—were removed from the S&P 500 Index, the barometer list of companies with the largest U.S. stock market capitalizations. ! This kind of churn happens regularly. Kodak was replaced by a cloud computing firm, while� the �NY Times �Co. was � replaced �by

�� . If removal from the S&P 500is not due to an acquis it ion, � i t �canbe a jolt that emphasizes�the urgencyof a turnaround �effort (as � with the�� Times) � or� it � can be � a �prelude�to de�listing and the threat of bankruptcy(as �with � Kodak.) �The ��removal in 2003 of American Airlines parent AMRfrom the S&P 500 was a �prelude tothe delisting of AMR on�� its Chapter 11 declaration.

S&P 500 Churn Over the Past Decade Sample companies that have entered and exited the index since 2002

Entered the index: Exited the index: IN OUT

Speed to value

Source: “Creative Destruction Whips through Corporate America” Richard Foster, Innosight Executive Briefing, Winter 2012

So…what is slowing us down?

#1 Need for control

#1 Need for control

You become the bottleneck

Limits decision-making

Low Risk/Reward

Why is control bad for speed?

http://talkingtraffic.org/wp-content/images/stack_documents.jpg

#2 BIG design documents

#2 BIG design documents You are in the problem-solving business and

you don’t solve problems with documentation.

You solve them with elegant, efficient and sophisticated software.

#3 Closed culture

#3 Closed culture

“The Reengineering Alternative” by William Schneider

Where does your organization fit?

How do we deal with all that and accelerate our enterprise agility?

How do we accelerate our enterprise agility? #1 Engage/Inspire

The 3 factors that motivate us & how they correlate to agile practices

Daniel Pink, Drive: The Surprising Truth about What Motivates Us

How do we accelerate our enterprise agility?

Autonomy -> Develop self-organizing teams Mastery -> Foster technical excellence Purpose -> Encourage product visioning

#1 Engage/Inspire

#2 Collaborate


#1 Engage/Inspire

#2 Collaborate

No more one-person-team activities

No heavily silos between teams

No more is Business the outsider. It is the part of the team

Develop in partnership

#3 Design in public


#1 Engage/Inspire

#2 Collaborate

#3 Design in public

Got an idea for a design? Put it up on the whiteboard

Rough out the flow and tell your team about it

Put it up in a public place at the office and get feedback

Faster is better, sharing is mandatory, simple is good

#4 Fail fast. Learn faster.

http://www.alistapart.com/articles/design-criticism-creative-process


#1 Engage/Inspire

#2 Collaborate

#3 Design in public


Expect lots of mistakes…and…lots of learning.

Try something, anything, and get feedback from the “real world”

Then change it/throw it away/adapt it to the real need.

You do NOT get it right the first time

#5 Get customer feedback


#1 Engage/Inspire

#2 Collaborate

#3 Design in public



Show your deliverables often to the customer

Capture their feedback

Incorporate their feedback in your deliverables

Get – and use – customer feedback

#6 Iteratively fill the gaps


#1 Engage/Inspire

#2 Collaborate

#3 Design in public




Develop the happy path (the simplest thing that provides business value) first.

Fill-in gaps as they are discovered and prioritized

Don’t design for every possible eventuality

You will miss stuff.

http://www.flickr.com/photos/37541410@N03/3901861703/sizes/l/

#7 Keep your team moving forward


#1 Engage/Inspire

#2 Collaborate

#3 Design in public




#7 Keep your team moving

Nothing kills momentum faster than long times between reviews of the team’s work.

Get your work out there sooner and more frequently.

Show progress and keep the project’s momentum moving forward

Keep moving – forward!

#8 Pick the right tools.

Keep your tools simple…

…keep them open…

…keep them moving…


#1 Engage/Inspire

#2 Collaborate

#3 Design in public





#8 Pick the right tools

5 Tips for picking tools that deliver

Your tools should change and grow with your teams

Your tools should let your teams be different

They should help you build the right thing over following the right process

Help you deploy often and fail fast

Make real progress, not rigid plans on paper

http://www.thoughtworks-studios.com/sites/default/files/resource/ebook-challengingalm.pdf

#1 #2 #3 #4 #5

#9 Measure value


#1 Engage/Inspire

#2 Collaborate

#3 Design in public






#9 Measure value

Cost

The typical measure, the “Iron Triangle”…

Constraints

Schedule Scope


#1 Engage/Inspire

#2 Collaborate

#3 Design in public






#9 Measure value

Constraints (cost, schedule, scope)

Quality (Reliable, adaptable product)

…has changed.

Source: Jim Highsmith

Value (Releasable product)


#1 Engage/Inspire

#2 Collaborate

#3 Design in public






#9 Measure value

We must measure value -‐ what is important to our customer, and what financial benefit does this bring to our organization.

Source: Jim Highsmith

Value (Releasable product)

Constraints (cost, schedule, scope)

Quality (Reliable, adaptable product)

#10 Go from doing Agile to being agile


#1 Engage/Inspire

#2 Collaborate

#3 Design in public






#9 Measure value

#10 From doing to being

Doing Agile Being agile

Mismatched culture Supportive culture

Grow your agile team ThoughtWorks pioneered the practice of agile development. Now we’re on a mission to share that experience with forward-thinking software teams.

Learn More

See how our interactive workshops and experienced trainers can help accelerate your enterprise agility.



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How do you accelerate your enterprise agility?

Technology

enterprise agility

gapsdont design

big design documentsyou

big design documentshttp

sp company

customer feedbackget

right tools

teams work