Technology has blurred the lines between the digital and traditional methods of dealing with a consumer of any Global Enterprises. The Business Process and IT is no more separate, in most of the industry verticals the Business is driven by IT.   Constant Innovation around IT has become the new normal to the Enterprises to meet rapidly changing consumer expectations and behavior dynamics.

More connected consumers, automated processes, and sophisticated analytics place unprecedented demands on IT functions. Many Enterprises are struggling to cope, and they seek to deliver on new demands by adding piecemeal elements to their existing operations. This is easier said than done. Reinventing the IT function at Global Enterprise requires far-reaching changes, from talent to infrastructure, tools, delivery models, partnership model.

This experience report  brings strategy of 2 speed IT, through which Infosys helped its Global top 10 clients to 'renew' its IT related to Digital & Mobility space using Agile as a key lever.

This session gives you experiences, practical on the ground challenges, stakeholder and vendor complexity and approach and journey towards Speed 2 value. Also I am pairing with Alok Uniyal who is senior leader at Infosys and a CIO coach who helped 50 plus clients to transform their IT organization in last 20 years.

3 favorite thumb_down thumb_up 9 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist

Outline/structure of the Session

The session will be divided into following parts 

Why? - The trigger and need of 2 Speed IT  - 5 minutes

How? - Business - IT - Ops value chain - 2 minutes

Key challenges - challenges we faced in the people, culture, org structure, existing measure, management reviews, alignment issues,tool eco system, vendor composition, contracting  -  3 minutes

What? - Key levers - Agile, DevOps and Lean - 5 minutes

Outcomes - Key  KPIs/ metrics impacted - 2 mintues

 Q&A -- 3 minutes

Learning Outcome

Practical situations  with new Digital, Mobility, Cloud programs in  large Enterprise IT.

How  IT value stream analysis with Business and Ops can bring 'renew' strategy for IT

The challenges faced in the journey and the key outcome dervied

Key concepts behind 2 speed IT

Target Audience

Senior Leaders who want to connect engineering deliverables of Agile to business outcomes

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Ravi Kumar
    By Ravi Kumar  ~  2 years ago
    reply Reply

    Hi Prasad,

    Can you convert your proposal to a 20 min experience report which details the implementation of 2 speed IT strategy. Please ensure there is little on no company specific marketing but focus more on how agile contributed towards both acquiring customers and successful execution of the projects for these customers.



    • Prasad
      By Prasad  ~  2 years ago
      reply Reply

      Sure Ravi.. will make it 20 min experince paper.  Will ensure it has got 2-3 good take away for the communities.. without saying it is understood that 'no marketing'...


      • Naresh Jain
        By Naresh Jain  ~  2 years ago
        reply Reply

        Thanks. Please udpate the outline to reflect the new timeline.

        • Prasad
          By Prasad  ~  2 years ago
          reply Reply


          Updated the outline, based on the new timelines..



  • Tathagat Varma
    By Tathagat Varma  ~  2 years ago
    reply Reply

    Prasad - do you have some metrics that you can share that highlights the status before/after? Also, what were the challanges, e.g. business, cultural, engineering, etc. in helping some of these clients?


    • Prasad
      By Prasad  ~  2 years ago
      reply Reply


      also i have updated the strucutre and learning outcomes aligning to the above additional stuffs..



    • Prasad
      By Prasad  ~  2 years ago
      reply Reply


      I got your point. For sure we will discuss about the challenges we faced in the people/ culture/ org structure/ existing measure/ management reviews alignment issues/tool eco system/ vendor composition/ contracting.

      Regarding metrics, in most of the cases it was very contextual, and folks were measuring things which were not relevant. Having said this we will bring out the key performance indicators we associated with these journey like Give & Get feedback from business, Test early and frequently, Alignment with different stakeholders, continuous learning   etc..



  • Krishnamurthy Dixit
    By Krishnamurthy Dixit  ~  2 years ago
    reply Reply

    Look forword for the presentation

  • Gurtej Pal Singh
    By Gurtej Pal Singh  ~  2 years ago
    reply Reply


    Looking forward for this session!

  • Liked Zaheerabbas Contractor

    Enterprise Agile Adoption: An Organizational Change Management Journey.

    45 mins
    Experience Report

    We represent the Agile Center of Excellence at our Organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.

    We plan to share our experience on the Organization Change Management initiative that we took up to drive Agility across the organization.  Our journey towards the derived vision and strategy to increase Agility in the system to thereby achieve:

    • Nimble simplified processes.
    • Ability to respond faster to change.
    • And most critical: delivering increased customer value.

    This is a continuous improvement journey and we initiated:

    • Structured multilevel communications of CHANGE to the teams.
    • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
    • Bringing in Gamification as a tool to get millennial team members to learn quicker.
    • Approach to move from “Pyramid” to “Hour Glass” structure to align with the flat team structure.
    • Pilot: Career Development Framework Aligned to Agile structure and roles.
      • Bringing in change of G&O to align with Agile delivery
      • Enabling Talent Fulfilment to align to the Agile roles and structure
    • Pilot: Performance change management- Holistic approach to drive appropriate behavior
    • Brining in systemic changes to ease Agile adoption
  • 60 mins

    Way back in 2008, when I started working in Agile, there was enough material available on Scrum and. However when it came to distributed aspect of it, people were still struggling with it. Based on working for years in this fashion, I realised that communication, trust, transparency and innovation are the core fundamental values towards successful distributed Agile implementation.

    In other words, as most of the problems were caused by softer aspects of skills (misunderstanding, miscommunication, non-availability of people, mistrust etc), humanizing the distributed team experience looked like the key for successful distributed Agile implementation.

    Based on working with distributed teams over the years, we discovered some distributed Agile patterns. Some of them got blogged from time to time. Those already available in form of blogs are as follows:

    The session is to share the these patterns and more (when to go for distributed Agile and when not etc)

  • Liked Asheesh Mehdiratta

    Tales of (not so) successful Dev-Ops

    20 mins
    Experience Report

    Welcome to the crazy world of Dev-Ops, where the tales span the spectrum from gruesome, grizzly to the heavenly and flowery bliss!

    The silo’d structures, the agonizing buy v/s build debates, the departmental handoffs, tooling and of course the cultural barriers, which all add fuel to the story unfolding in our brave new dev-ops world. But sometimes there are silver linings and the heavens part way for the shining stars to reveal their true glory.

    Join our session to listen to the tales of our (not so) successful dev-ops, and learn the lessons from our experiences.

  • Saket Bansal
    Saket Bansal
    Lead Trainer
    schedule 2 years ago
    Sold Out!
    45 mins

    Why organizations are adapting towards agile? Is it to get most out of their resources or is it about doing the right thing?


    Traditional mind set of achieving high productivity and using resources efficiently does not change easily, even when organization moves to agile they remain more and more worried about the team velocity. When I meet agile practicing companies or I attend event on agile I find that most of

    the focus is on delivering product backlog efficiently. We see lot of talks on how to make team more self-organizing so that they can do the things faster.  Even after moving to scrum or agile we keep ignoring the warning

    “There is nothing so useless as doing efficiently that which should not be
    done at all.”  —Peter F. Drucker

    When most of the organization starts with agile they takes it as an engineering process, and most of the team focuses too much on velocity, while to get maximum out of agile we need to look at Enterprise Agility, we need to look at an organization’s entire value stream—from idea to implementation, from concept to consumption.

    My talk would be focusing on need of organization agility and will introduce one of the monitoring tool “Life Cycle Profitability “which can help organizations in getting answers of questions like :

    • Should we delay the release by one month to fix the defects ?
    • Should we reduce the cycle time by adding one more team?
    • Should we delay the release to add functionality?
    • Should we delay the project by one month to get more innovative ?

    Life Cycle Profitability is based on principle “Take an economic view” introduced in book:The Principles of Product Development Flow , Donald G. Reinertsen . In my talk I will be showing how we can convert proxy variables like cycle time , velocity , technical debts  into Life Cycle Profit.

    I presented part of this concept in one of the conference and got good response, but I will create fresh presentation for this talk, since this time I will put more focus on expanding the model to calculate the Life Cycle Profit.

  • 20 mins

    Guess there's a Slim Shady in all of us…but the real slim shady - Product Owner role - today is mostly ignored and misunderstood across most organizations. This talk highlights the confusion and the need for recognizing the product owner role as a ‘first-class’ citizen across the industry.

     The session will help you take a closer look at your current product owner team, and compare with an ideal product owner role, and in the end suggest possible ways to align your product organization better. If you are already a product owner or managing a team of product owners, you need to join this conversation and pick and/or suggest some of your own remedies.

  • 20 mins

    Leaders today are looking at “self organizing” agile teams to WIN ALL the battles on Auto-Pilot. Nice try is all I can say !!

    ...though some teams surely do succeed (lucky guys?).  But most teams are not so lucky, and get constrained by the organizational systems, processes, boundaries, and need an outside-in perspective or a divine eye to kick start their next improvement journey. Sometimes a leader takes on this divine role to guide them on this journey.

    This talk aims to provide the leaders a toolbox for using Lean conversations, to spark their next team improvement journey, by designing improvement kata’s, while slowly inching the team forward towards nirvana !! Divine Bliss !! .... So if you are a leader looking at learning and implementing the simple techniques of guiding the team on a self improvement cycle, leading to true self organizing team, join us.

  • Fred George
    Fred George
    Fred George Consulting
    schedule 2 years ago
    Sold Out!
    60 mins

    The latest new, cool tool comes along. Will you be allowed to use it? Probably not! So how can you change that?

    This presentation looks at the introduction of new technologies at three companies, The Forward Internet Group in London (a start­up originally, now grown to 400+); MailOnline, the online version of the Daily Mail newspaper from London (a very old organization with an existing IT shop); and Outpace, a Silicon Valley startup.

    In both cases, Programmer Anarchy was introduced. This managerless process (not unlike GitHub in its value propositions) empowered the programmers to make technology choices and to freely experiment with new technology. In the case of Forward, massive growth and profits ensued. In the case of MailOnline, re­development of core systems into new technology has been launched, and expectations significantly exceeded.

    This presentation will touch on the various aspects of implementing Programmer Anarchy at MailOnline:

    • Team building through programmer training

    • Pilot project without managers, BA’s or dedicated testers

    • Reinforce the model with new HR structure emphasizing skills over titles

    • Create self­organizing teams of 5­8 developers (multiple such teams)

    • Charter teams with a specific project, and let them deliver

    • Avoid artificial schedule pressure

    The intent is to provide a possible roadmap to get your latest technical toys moved into production systems.