Applying Lean and Agile Thinking across enterprisewide Value Creation Process

In my previous organization, I had the charter to implement "End to End Execution Framework". The goals behind this company-wide cross-functional strategic program were to:


- align product development with sales, delivery and operations

- orchestrate support functions such as legal and finance with product creation and selling processes

- provide visibility into process flows to ensure bottlenecks could be eliminted fast, and

- establish cycle times and provide dashboards and analytics to help improve overall lead times


In Dec 2013, we embarked on an ambitious companywide program to map process flows from pretty much all the functions: Pre-sales, Sales, Marketing, Legal, Finance, Service Delivery (SD), SD PMO, ED Engineering, Design Studio, Product Management, Product Engineering, IT, Production Ops, Analytics and finally Optimization. In the first phase, we mapped and optimized 50+ process flows that were grouped under three major value-creation heads - build product, sell solution and deliver outcomes. In several cases, the processes were not documented, and in some cases, the processes didn't exist. The activity took close to 4+ months of dedicated team of 3 process experts.

In next phase, we custom-built a workflow solution to help streamline end-to-end process flow. It was application of Lean thinking into the overall execution framework with the goal to imrpove agility through the entire value stream. We implemented workflows that allowed us to build process flows, provide visibility, management dashboard and metrics.

In this session, I will share our journey, pains and accomplishments.

This is a continuation of my work that was proposed in Agile India 2014. ( Based on this work, I will also propose a framework for addressing enterprisewide agility.


Outline/Structure of the Case Study

1. Explain the notion of enterprisewide agility

2. Describe our context ("before")

3. Descibe our goals and journey ("after")

Learning Outcome

1. What does scaling agility across the enterprise entail?

2. How do you contextualize the notion of agility in terms of sales, marketing, delivery or operations

3. Propose a framework for enterprisewide agility

Target Audience

Change leaders, Enterprisewide coaches,

schedule Submitted 5 years ago

Public Feedback

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  • Jerry Rajamoney
    By Jerry Rajamoney  ~  5 years ago
    reply Reply

    Hi TV,

    Thanks for the proposal. Will you be covering the business / market need for this transformation to kick off as part of the presentation?


    • Tathagat Varma
      By Tathagat Varma  ~  5 years ago
      reply Reply

      Yes Jerry. The key business reasons to kick-off the strategic program were:


      - due to fast and growth (both organic and inorganic) of the organization, especially the technology teams (three major centers in Bangalore and US, 2 acquisitions - one startup and one from Microsoft), there was no standard way to integrate the businesses

      - BPO side of business was a well-hammered out piece but when it came in contact with the tech business, the process needed to be established

      - The number of handoffs required to put up a proposal were mounting up, and rather too many for a company that size, with no specific process around it, or any visibility into where the process flow was

      - The lead time to put up proposals was indeterministic with multipel sources of truth

      - PRoduct development was moving towards agile development methods, but needed the organization to adopt an agile portfolio approach to align strategy and execution.

      - The service delivery process was unreasonably long with too much of manual intervention and efforts. 

      - Sales and marketing process were conventional, and needed to take advantage of agile development.


      Needless to say, we could accomplish some of them, while others were work in progress when I left (Oct 2014).