Thinking of Business Agility? Think Ecosystem

Business agility requires thinking beyond making internal practices agile.

While agility at team and multi team levels are reasonably well known, making a larger enterprise – whether it is a business unit or a full business agile, requires one to think beyond the normal team and organizational boundaries.

One of the most quoted example has been the success of the iPod, which created the iTunes model for flexible licensing.

There are other, more recent examples as well, from some of the unicorns.

This session will share how two organizations – one in manufacturing and another in media tech space – approached business agility from this perspective.

 
 

Outline/Structure of the Experience Report

In this session, I will share a couple of examples from my coaching experience on how ecosystem thinking is a pre-requisite for organizational agility.

The first example is related to organizational alignment and integration.

This is a manufacturing organization, operating in what is largely dominated by the unorganized sector.

In starting their journey on increasing business agility, they looked not only within the organization but also beyond, to include their suppliers and partners in making sure that they are able to collectively focus on the brand promise to the customer.

The second is about the 2 core disciplines needed – of time and data.

This was an organization that had grown from a startup mode to playing with the bigger league players in the media tech space.

They had grown to this position based on their insightful analytics based approaches.

While they were creating value for their customers using a lot of data, their own operations were more cowboy-like, depending on a handful of Rockstar techies.

When they realized that they needed to scale the team, the first step was to be more obsessed with time – commitment dates to prospects and customers as well as internally to other teams.

That was followed by making things transparent, through a discipline of data – data from planning to releases.

Every team needed to think beyond their own ‘projects’ and ‘products’ and look at the value chain from the users’ point of view.

Learning Outcome

understand the fundamentals of designing an approach for business agility

Target Audience

leaders looking at charting a course to make their teams and organizations more agile

Prerequisites for Attendees

no prerequisites

schedule Submitted 10 months ago

Public Feedback

comment Suggest improvements to the Speaker

  • Liked Gayatri D Kalyanaraman
    keyboard_arrow_down

    Gayatri D Kalyanaraman - Second Gen Agile Transformation - Balancing standard offerings with custom solutions

    45 Mins
    Case Study
    Advanced
    The case study revolves around an enterprise responsible for back and middle office financial investment services with 550 members. Agile practices have been adopted for three years with limited improvement in their deliverables. Sev 1s and 2s were common and deliveries delayed by 6 months were commonplace.
    The case study is to provide the building blocks required
    1. Steps at the start of the 2nd gen transformation
    2. How to balance the need for standardisation and provide custom solutions
    3. Create a mirror of awareness using agile maturity assessment tools
    4. Create Jira based tools to help product teams to reduce overheads and make decisions
    Lastly sustain those practices.
    In the process of this case study, one can understand the anti-patterns that have been in place and how to enable the organization to break them up.
    The changes and interventions will be walked through with different product examples such as Tax, Analytics, Mainframe BO and Accounting applications.
  • Liked Vishweshwar Hegde
    keyboard_arrow_down

    Vishweshwar Hegde - Do you have the EI for AI Challenge?

    45 Mins
    Talk
    Intermediate

    The gist of this session is about why and how of Emotional Intelligence (EI) to deal with the Digital Technology context effectively.

    Developing Digital solutions with Technologies like AI, ML, DL, IoT, Big Data etc. needs large number of diverse skills and ecosystems collaborating together and handling significant complexities of different disciplines. Tremendous possibilities from these technologies are leading to rapid innovation which make Business Agility essential. Rapid learning curve needed to pick up new fast emerging technologies and their application in diverse areas is making Growth Mindset a survival mantra. All these aspects need higher EI at individual, team and leadership level.

    This session covers:

    • The challenges of dealing with Digital Technologies
    • Need for higher EI in the Digital age
    • Practical approaches to enhance EI at individual, team and leadership levels
    • Research showing the impact of such practices in enhancing EI
    • Some case-studies and data from application of such practices in enterprises
  • Liked Maria Cerase
    keyboard_arrow_down

    Maria Cerase - Optimist or Unrealistic? a closer look at sprint confidence

    Maria Cerase
    Maria Cerase
    Product Lead
    MiQ Ltd
    schedule 10 months ago
    Sold Out!
    20 Mins
    Experience Report
    Intermediate

    In our Agile transformation process, my team and I tracked sprint confidence every day for 2 sprints. This data allowed us to identify personal attitudes toward the sprint goal and the level of confidence different team members had in the full completion of the sprint. The result was a very interesting insight that sparked an honest conversation and acknowledgment that something was different in the way each of us interpreted the sprint goals, something that we had to clear out among ourselves before it became a bigger problem.