From Lean Startup to Agile Enterprise (beyond IT)

schedule Feb 26th 10:30 AM - Jan 1st 12:00 AM place Esquire

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, 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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Outline/structure of the Session

A brief (5 min) introduction will familiarise the audience with the topic of Agile Business Management and the differences between Agile ICT management and Agile Business Management. The bulk of the presentation will be split into discussing the 4 domains (The Agile Manager, Integrated Customer Engagement, The Structure of an Agile Organisation, Work, the Agile Way) with at least 2 real-life case studies. During each domain, we will cover processes and techniques applicable to most industries and business functions, with some specific examples to demonstrate how to tailor the framework.

Depending on the size of the audience, I generally welcome questions throughout the presentation but will allocate approximately 5 minutes at the end for complex and additional questions.

Learning Outcome

Regardless of whether you come from IT, HR, Finance or Sales, the goals of this presentation are to;

  • make you think about your role as a manager or leader
  • raise questions about your Customers; who are they, what are their needs, what are their goals, and how can you work together
  • introduce new possibilities and ways of doing business

You will come away from this presentation with practical understanding of Agile Business Management as well as techniques, based on the 4 domains, that you can apply within your own organisation. These include;

  • Defining the requirements, and KPI's, for a good agile manager and the cognitive distortions that impact on good management
  • Understanding the difference between Customer & consumer and between internal and external Customers
  • Learn to build a light-weight, Agile, business case to meet governance requirements
  • Guidance on how to tailor Agile to different business functions (HR, ICT, Sales, Finance, Media, Legal, Production & Operations)
  • Adapting XP, Scrum and Kanban to manage workflow and requirements across the organisation in non-IT and non-project environments
  • Customising TDD to manage outcomes and quality control across an Agile organisation
  • How to design an organisation structure based on cross-functional teams
  • The benefits of an Agile board and executive governance bodies
  • How to create Agile budgets and funding models, and who has responsibility for their management.

Target Audience

Managers, Agile Coaches and Business Leaders

schedule Submitted 4 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Meghan Robinson
    By Meghan Robinson  ~  1 year ago
    reply Reply

    Hi Evan, 

    I’m intrigued by your articles regarding scrum and agile! I’m wondering if you would be willing to write a piece or give us permission to highlight an existing article on the new AgileCareers Blog. AgileCareers is powered by Scrum Alliance and is the only job board dedicated to connecting Scrum and Agile organizations with qualified, passionate Agile professionals.

     Click below to view the blog: http://membership.scrumalliance.org/blogpost/1322603/AgileCareers-News

     If you wish to discuss further, please email me at mrobinson@scrumalliance.org. I look forward to hearing from you!

     

    Thanks,

    Meghan

  • Ellen Grove
    By Ellen Grove  ~  3 years ago
    reply Reply

    Hi Evan.  Great meeting you at Agile India.  Thanks for posting your slides!

  • Erez Tatcher
    By Erez Tatcher  ~  4 years ago
    reply Reply

    Evan

    Reading the title I am curious, do you mean that large enterprises can't or shouldn't apply Lean Startup principles? I didn't see any reference to Lean Startup concepts (e.g. Build-Measure-Learn loop). Can you please elaobrate a bit on this point?

     

    Thanks,

    Erez

     

    Cheers,

    Erez

    • Evan Leybourn
      By Evan Leybourn  ~  4 years ago
      reply Reply

      Hi Erez,

      Actually, it's the opposite. Lean startup principles work very well in the enterprise; but it's about taking it further. Starting with lean startup and extended both LS, agile and lean principles across the entire organisation. Up to and including the organisation structure itself. 

      The talk looks at those principles and provides practical examples on how (and case studies on where) these principles can/have been applied. 

  • Tathagat Varma
    By Tathagat Varma  ~  4 years ago
    reply Reply

    When you say agile being adopted by 1000+ organization, is it referring to 1000+ folks from software teams or complete end-to-end adoption of agile practices across a 1000+ organisation, that might includes sales, marketing, product development, service, etc. Is that case study part of your presentation too?

    • Evan Leybourn
      By Evan Leybourn  ~  4 years ago
      reply Reply

      Complete end-to-end adoption. From IT to sales to finance to HR to operations. My case studies actually avoid software teams. I want to show how and where Agile can (and has) been appled beyond IT.

      I will reword some of the proposal to make this clearer. 

  • gnuyoga
    By gnuyoga  ~  4 years ago
    reply Reply

    @Evan

    You case study is definetly interesting. The mention of projects and disecting the failure is a great to retrospect what went wrong and how we can course correct. 

    To be honest i was little lost in this proposal title, will a title like "a startup to an agile startup" more appropriate ?  

    I would love to see more of beyond agile challenges in this rather than startup agile adoption challenges ( atleast i felt it like that watching your last year video ). 

    Any thoughts ? 

     

    • Evan Leybourn
      By Evan Leybourn  ~  4 years ago
      reply Reply

      Hi, 

      This presentation differs from the previous years, in that it looks at techniques and frameworks to apply agile to an entire organisation. This is why the title is from lean startup to agile enterprise; it's about taking agile beyond IT, beyond projects, and beyond teams to an entire organisation (and their customers) from the CEO and board to each business unit.

      The two case studies in this are also completely different and show agile being adopted by a multi-national organisation of 1000+ staff and a smaller SME of 150 staff. 


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    While sharing my experiences in a large scale Agile transformation and working with different cultures, I hope to bring out some subtle variations that could be useful in coaching and working with and transforming Agile teams in an offshore engagement.

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    Carlos Lopes - Multiple projects, different goals, one thing in common: the codebase!

    Carlos Lopes
    Carlos Lopes
    Software Developer
    ThoughtWorks
    schedule 4 years ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Are you developing new functionalities into branches? Have you ever experienced the pain of merging the changes into trunk? The so called "merge hell" is one of the first and probably the most important smell that tells you've been abusing of your source control manager branching capabilities and, most likely, hurting your productivity and your code quality as well. In order to move towards a continuous delivery approach, the practice of trunk based development suggests ways to avoid this type of issues among others like inconsistent feature sets, code that stays in an undeployable state for a long time, regressions introduced by semantic differences that arise during those joyful merging sessions, integration surprises with the other features, and the like. Even if you are not a developer on your team you will benefit from the examples and techniques presented.

  • Liked Fiona Mullen
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    Fiona Mullen - Agile - An Australian Journey of Cultural Change

    45 Mins
    Talk
    Beginner

    How did one of Australia's leading financial services organisation become the biggest Agile transformation story in the Southern hemisphere and what did we learn?

    The Suncorp Group leads in general insurance, banking, life insurance, superannuation and investment brands within Australia and New Zealand. The Group has 16,000 employees and relationships with nine million customers. It is a Top 20 ASX listed company with over $93 billion in assets.

    In 2007, we embarked on our Agile journey of cultural change. In this talk we will cover the strategy taken, the roadblocks we came across, the mistakes we made and the achievements along the way.

    You will learn how to tackle an Agile transformation, what to do and what NOT to do, where to start and what to expect and most of all what impact it will have, both negative and positive.

    Today Suncorp are seen as market leaders in Agile and are known globally for the Agile Academy http://www.agileacademy.com.au/agile/ which was designed for both staff and also the external market.

    The role of the Agile PMO, how to get infrastructure to work Agile, what about all those legal challenges, the cultural differences and the resistance to change? These are some of the learning we will share.

    There were challenges and successes and in this honest Aussie presentation will share with you both the highs and the lows.

  • Liked Herry Wiputra
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    Herry Wiputra - Crossing the T's and Dotting the I's

    20 Mins
    Experience Report
    Intermediate

    The term "cross functional team" has been made popular by the Agile movement. In cross functional team, we put people with different roles to work together for a common goal/purpose.

    I have seen this worked really well in many agile teams. People are no longer on silo and everyone have better understanding what each other's role is and consequently, what each other do. This leads to better self organising within the team.

    However, I strongly believe we can take this concept to the new level. The concept of cross functional team should be extended to not just the team but also to the individuals within the team. Scott Ambler wrote an essay on "Generalising Specialist". The term T-shaped developer was introduced by Mary and Tom Poppendieck in her famous book "Lean Software Development". By nature, people don't like to get out of their comfort zone, hence the tendency to keep working in area that they are familiar with. When leaders can create an environment where everyone is encouraged to learn, grow and make mistakes, amazing things can happen.

    In my experience leading teams, I have witnessed many transformations that enabled individuals to go beyond their traditional role, such as a manual QA assuming Scrum Master role, a BA doing deployment, a developer doing QA for a story, etc. Not only this enablement help develop the individuals to widen their horizon and skillset, it also helped the productivity of the team through better collaboration. When a team reach this stage, we no longer have problems such as "The QA has nothing to do because there are no stories to test", "The developers have nothing to do because the cannot keep up", "The deployment took longer than expected because the Ops person was not aware of the special configuration".