1TOP 3 CAVEATS INAGILE TRANSFORMATIONSPEOPLE OFTEN SEE AGILITY AS A BUZZWORD TO WHICH YOU ATTACH A PINCH OF CEREMONIES, HIP TITLES AND SOME COLORFUL ARTEFACTS AND YOU’REDONE. WHAT WE’VE SEEN IS THAT, ALMOST ALWAYS, TO ACHIEVE BUSINESS AGILITY IMPLIES SIGNIFICANT ORGANIZATIONAL AND CULTURAL CHANGE –TODAY I’M HERE TO SHARE THE TOP ROAD BLOCKERS OF SUCH A JOURNEY.

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A YEAR IN LIFE

check still looks like me

last year Google Maps said 10 countries, 37 citiesaround the world 8 times323,955 km

17 engagements on agile acceleration, optimization, transformation, enablement

largest transformation 500 people, 5 product domains, 27 products, 1 continent, 4 countries, 3 cultures

largest transformation plan 6,000 peopleglobal

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Governance / control

CORE CHALLENGES

Operationsstability

Businessrequirements

Technologychange

This is how traditional companies operateDepartments focusing on their primary goal, objectives and success driven mostly in that spaceAs product complexity and organization size increases, walls and friction appear between themAll leading to inattention to end goal, wasteful frictions and handovers, success guided by following process steps not by delivering value together

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AGILE TRANSFORMATION GOAL

STREAMLINE IDEA TO PRODUCTION CYCLE : ENABLE COLLABORATION : ONE COMMON LANGUAGE VALUECREATE A CROSS-FUNCTIONAL UNIT FROM BUSINESS, TECHNOLOGY AND OPERATIONS

FEEDBACKBASED

CHANGE

SMOOTHPATHTO

PRODUCTION

BUILD THE MOST VALUABLE THING

POSSIBLE

BUILD IT RIGHT

IDEA

INSIGHT &VALUE

BUSINESSUNIT

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AGILE TRANSFORMATION APPROACH

PASS IT ON creates CULTURE

ENGINEERING AT HEART creates CRAFTMANSHIP

PEOPLE TIMES PROCESS creates BALANCE

TOP DOWN MEETS BOTTOM UPCONSISTENT ADOPTION & PROCESS

FROM WITHIN

ORGANISATIONALSUPPORT &

GOVERNANCE

BUSINESS AGILITY

AGILE ARCHITECTURE

DISTRIBUTED AGILE

DEVELOPMENT

TEST ENGINEERING

CD AND DEVOPS

FLEXIBILE INFRASTRUCT

AGILE APPLICATIONS MANAGEMENT

PEOPLE &CULTURE

SYSTEMS. METRICS & TRANSPARENCY

TECHNICALEXCELLENCE

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TOP 3 CAVEATS SEEN IN AGILE TRANSFORMATIONS

THE CHEERLEADER EFFECTSTUCK IN THE PAST EFFECTLOST IN TRANSLATION EFFECT

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STUCK IN THE PAST EFFECT

Driving forward by looking in the rearview mirrorYearly budgeting cycles driving detailed planning

Unadjusted budgeting cycles are fixing project flowsReduced ability to adapt to market changesHigh level of waste in preplanning, lower accuracy

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LOST IN TRANSLATION EFFECT

Organisational Support

Different views and agendas across the companySponsorship only in parts of the organisationUnadjusted organisational functions (ie. HR)

Different interpretations across the roadmapWalls and handoversDisjointed corporate scorecards

Businessrequirements

Technologychange

Operationsstability

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THE CHEERLEADER EFFECT

Lack of top sponsorship and ongoing facilitationTraditional objectives persistCosmetic changes that do not stick up

Middle management can be the agile silent killerObjectives drive behaviorCultural change needs refocusing and time

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THANK YOUEndava are passionate about Agile Transformations

and have a proven track record in the industry.We help organisations to become more responsive to their customers, get products and services to market faster and respond more effectively to change, through the introduction of agile practices into technology delivery and its interactions with the

wider organisation.

GEORGE ANGHELACHEHEAD OF AGILE TRANSFORMATION