Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
12. WHAT IS BUSINESS AGILITY?
https://www.agilebusiness.org/page/WhatisBusinessAgility
The ability of an organization to:
• Adapt quickly to market changes
• Respond rapidly and flexibly
• Adapt and lead change
• Competitive advantage
13. All teams need to have a more Agile Mindset and approach
14. • Increased revenue, market share and
brand recognition
SIGNIFICANT AND ENCOURAGING
BENEFITS
The Business Agility Report
RAISING THE B.A.R. | 2ND
EDITION, 2019
https://businessagility.institute/wp-content/uploads/2019/08/BAI-Business-Agility-Report-2019.pdf
• Greater transparency and higher
employee engagement
• Improved relationships with their
customers
• Faster turnaround times and higher
quality offerings
453 respondents - 274 companies
15. KEY FINDING The Business Agility Report
RAISING THE B.A.R. | 2ND
EDITION, 2019
https://businessagility.institute/wp-content/uploads/2019/08/BAI-Business-Agility-Report-2019.pdf
“… current business agility maturity
relatively low
… enthusiasm and hope for the future.
…struggling with systemic leadership
issues relating to trust, investment and
culture
…ongoing momentum in their business
agility journey”.
16. KEY FINDINGS The Business Agility Report
RAISING THE B.A.R. | 2ND
EDITION, 2019
https://businessagility.institute/wp-content/uploads/2019/08/BAI-Business-Agility-Report-2019.pdf
“… current business agility maturity
relatively low
… enthusiasm and hope for the future.
…struggling with systemic leadership
issues relating to trust, investment and
culture
…ongoing momentum in their business
agility journey”.
…struggling with systemic
leadership issues relating to
trust, investment and culture
26. Many organizations struggle to define “The Products” they sell.
What Products are we selling?
Products started as one product…
Products don’t fit …
…the product changed… sort of…
29. Change Roles to support the team
Key roles for Agile to succeed
Too hard to change the roles
Can’t disrupt HR Job Descriptions
Politics gets in the way
Organizations not ready to make compensation changes
30. We will do Agile BUT
• Skip the adoption of the basics
SHU
HA
RI
• The adoption of Agile is an evolution
(Learn the Basics)
(Master)
31. Implementation of DevOps
• DevOps is a change in Mindset
• Hit resistance
• People protect their “domain”
33. What does it mean to change our Mindset?
• Story writing with Conversation.
• Code refactoring during a sprint.
• Legal team uses collaborative tools.
• HR team reduces the hiring cycle.
• A developer tests a new feature.
• Finance team adopting product financing.
• Story writing with Conversation.
• Code refactoring during a sprint.
• Legal team uses collaborative tools.
• HR team reduces the hiring cycle.
• A developer tests a new feature.
• Finance team adopting product financing.
34. Over the last 2 years of consulting with various customers, I have
recommended Executive Agile Mindset training (VP’s and higher)
as an integral part of an Agile Transformation.
What percentage of organizations do you think chose to include
this type of training in their transformation?
1. 10%
2. 20%
3. 50%
Poll Question
37. Is Business Agility possible for most Organizations?
Is Business Agility a Reality for most Organizations?
38. •Waterfall mindset
•Already have answers - why learn and adapt?
•Don’t listen
•Prioritization is the last customer feedback
•Short Attention Spans
•47 #1 priority initiatives
Executives
39. • World is not predictable so you need to be able to adapt to the changes
•Marketplace is changing quickly and you need to adapt quickly
Marketplace
40. •“Just get going and we’ll figure it out later”
•Stories/Epics have no benefit
•Funding of initiatives is part of the agile process
•Internal proxies for customer
•Death by customer feature request
Not focusing on what is good for the Customer
46. Agile PDLC Hits & Misses
Hits:
• Use stable teams
• Move Ops into teams to build
DevOps
• Full CI/CD when migrated into
GCP
Misses:
• Build new product to get to
‘market parity’ for 18 months
before GTM
• GTM (marketing) waterfall for
new product release
49. Weekly Release Plan review with Execs
Executive Mindset Change
Release X
Sprint 1
Feature 1
Feature 2
Feature 3
Sprint 2
Feature 4
etc…
What it takes to build a product
Issues to overcome
50. Product team has been divided into the different products
Working at creating a true PDLC
1) GTM
2) Agile in SDLC
3) Lean Approach
4) Inspect and adapt the product strategy based on actual end customer input
Product Management
First release - MVP
Fast Experimentation with quick releases
Advanced Roadmaps
51. Software Engineering
• Limiting WIP
• Eliminating multitasking
• Dedicated Teams
• Small teams
• Applying systems thinking
• Continuous Integration
Agile can work
Throughput gains are possible
52. Legal
Embraced Kanban
•Visibility of requests
•Establish priorities
•More responsive to the organizations needs
There are benefits to tools other than email
Same place to go to discuss things
53. Devops is now within the teams
•People responsible for running the systems within the teams
•No US vs Them
•Centralized Infrastructure team
Everyone is an Engineer
55. Eventually
•Human Resources - Still too early
•Finance - Budget not Product driven
•Accounting - Chart of Account madness
56. Eventually
•Business Operations - SFDC, IR tracking - getting there
•Customer Support - SFDC, IR tracking - getting there
•Sales and Marketing - GTM requires some work from Sales
58. Why is Agile and Business Agility so hard to implement?
1 - Cultural fear of change
2 - Lack of Exec Sponsorship
3 - Perseverance in the process
4 - Adds to much accountability to individuals and teams
5- All of the above
Poll Question
