Creating clarity and focus in changing a large enterprise

Using a simple model to focus leadership on applying a cohesive set of transformational changes can improve the success of a agile adoption. This session explores how this model helped, and is continuing to help, the Boral Digital Solutions leadership team decide on a set of cohesive changes such as the adoption of Scrum, the use of Objective and Key Results, and the establishment of a culture code to accelerate its agile transformation.

Boral is a construction materials company founded in 1946. It adopted Lean practices in its manufacturing areas over 10 years ago but only recently started on a Technology/Digital transformation. Because Boral spans a diverse business from mining through to the delivery of construction materials, there are endless opportunities to pick from in building a highly engaged, autonomous workforce.
The challenge is creating clarity and focus from these choices as to what we will do, and what we won't. Using a simple model about how we work and how we engage our people, we are able to:
1) Create clarity and focus around a cohesive set of impactful changes
2) Build engagement and buy-in with executive leaders
We will explore how this model is currently helping Boral, as well as how it can help you in your own transformations. Having evolved through different industries (Campaign Monitor - Software Start-up, Commonwealth Bank of Australia - Financial Services), this model can help you create clarity and focus around what to do when you can't do everything.

 
 

Outline/Structure of the Talk

Presentation Structure
1) Setting the Stage (3 mins)
Boral and our challenges
2) Where many transformations start and end (5 mins)
I'll use the model being presented to highlight common approaches, challenges, different organisational design choices.
3) What is Boral doing differently - Exploring the model (5 mins)
4) Activity to gain group engagement (3 mins)
5) What we know about transformations and examples of choices company's make (5 mins)
6) How and Who model and how it works (15 mins)
How and why we have chosen what we are doing, the
strategies we have used to increase autonomy and
engagement
7) Summary (3 mins)
8) Q & A (5 mins)

Learning Outcome

Attendees will have learnt a conceptual model for how an organisation works. This includes "How work gets done", but also how we "engage Who does the work". They will learn how the model has been used at Boral and how it can be used in their own context to decide on their own transformational activities. They will see how this model has been used at Boral to strategically pick the key environmental changes we have made based on our current environment.

Target Audience

Individuals involved with Agile Transformations and engaging executive leaders within that change

Prerequisites for Attendees

Broad awareness around different agile frameworks and experience around driving agile transformations in different enterprises is a bonus.

schedule Submitted 10 months ago

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