You Don’t Need to Reinvent the Wheel - Reusing Proven Tools for Agility Transformations
You need not completely "reinvent the wheel" to get started with company-wide business agility! Leaders outside IT often have not had exposure to many agile concepts. Therefore, an easier and faster path to influence non-IT leaders is by leveraging traditional business vocabulary and models. This presentation introduces you to some of those models and ways of adapting them for agility. You will leave with paths to explore and renewed optimism for achieving agility company-wide, not just in IT.
Outline/structure of the Session
We’ll begin with an easily understood and relatable difference between stability and agility: an arrow (“set and forget” deterministic approach) compared to a guided missile that is constantly checking and adjusting.
From there, we’ll examine some approaches to making your business work more like a guided missile:
- What is successful agility? We can get an answer by leveraging the Fortunate 500 approach: success long-term is dictated by the C.E.O.S., a balance of achieving goals for all key stakeholders of Customers, Employees, Owners/shareholders, and Significant Other Stakeholders.
- What do Customers want? Legendary products and services. How do we find out what those are? By leveraging the existing tools of Solution Anthropology/Design Thinking.
- What do Employees want? A more fulfilling work environment. What does that mean for knowledge workers? Daniel Pink published the answer in his book Drive: autonomy, mastery, and purpose. Done well, existing agile approaches can deliver on all three.
- What do Owners want? Enhanced business/share value. A3 Thinking is an existing method that systematically, systemically, and cost effectively corrects problems and exploits opportunities for improved value.
- What do Significant other Stakeholders want? A spirit of shared accountability. How can we get there? Share the C.E.O.S. concepts and implement existing win-win agreement frameworks.
- How do we get started? Not with event-driven training. Real change and real mastery demands application and coaching, not just sitting in a class. The proven Training With Industry and more advanced Peer-XL frameworks provide a path forward.
- How do we maintain momentum? Accountability. And that means adjusting existing performance management accordingly.
This presentation uses some slides and graphics as an aid for visual learners in the audience, but will not be “PowerPoint hell” in 20 minutes :-) Therefore, each of these topics are more like tapas - at most 1-2 slides each, building on the starting graphic - rather than full meals. Attendees will get value and have enough to pursue further on their own.
I indicated the executive track as my business agility experience (and content for this presentation) comes from both leading a transformation as an executive and advising other executives working on their own transformations.
- Recognize an acceptable path to business agility is adapting what we already have rather than starting everything from scratch
- Gain a list of exploration areas based on existing, proven approaches and tools
- Self-select some starting points - or accelerators - for business agility transformation in their company
Executives and practitioners either starting a business agility transformation or seeking accelerators
No prior experience required. Helpful, but not necessary, will be some experience working in a business, particularly trying to bring about change.