Landing AGILE in a non AGILE world.
So many of the Agile projects i have been involved in have failed not through any lack of enthusiasm or skill on the part of those proposing it or implementing it but because of a lack of organizational readiness. AGILE systemically impacts all parts of an organization. How do you assess an organizations appetite and readiness?
We propose a systemic multi pronged approach to assess and implement the change.
In this key note I will show how a multi faceted approach creates a smoother implementation and greatly increase the chances of success.
Outline/Structure of the Talk
How do you measure the organizational readiness for the shift to AGILE?
The six areas of focus
- Strategic Agility
- Leadership Agility
- Operational Agility
- Human Capital Agility
- Team Agility
- Technical Agility
How to measure these six areas.
How to influence these six areas.
How to build a team for designing, implementing, and running your AGILE implementation that includes technology, HR, Change, talent and Coaching.
How to use a multi faceted approach to implementing AGILE.
Working with Leadership, Talent, HC, Coaching and Technology to make it happen.
Identify the RED flags that need to be addressed before you begin.
Anyone who is experiencing resistance from their organization in their implementation of AGILE or someone who is planning on introducing AGILE to a traditional corporate and wants to assess the organizational readiness beforehand.
Prerequisites for Attendees
Ask yourself how you would measure the organizational readiness for the AGILE implementation.
schedule Submitted 1 year ago
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schedule 1 year agoSold Out!
Agile has been around for eighteen years with the agile manifesto born in February 2001. Albeit that there were agile successes, there have been many agile implementations which failed and in some circles people feel like agile has added little value to changing business delivery issues or the organisation at large to the extend where some organisations think agile is a swear word. So we should attempt to answer the question, why is it that after eighteen years there are still a large number of failed agile implementations?
It is because we missed the most important ingredient that the agile manifesto speaks about which is: individuals and interactions.
Individuals and interactions although also misses the mark as there are two words that needs to be added to individuals and interactions in order for this to really speak about the unseen that has influenced the success of agile implementations globally: health and quality. So the point should read: healthy individuals and quality interactions.
As organisations we will only ever be able to achieve the level of success we are striving for linked to the balanced average of the health of each person within our teams and organisations and how this contributes to the quality of the interactions and behaviours we can achieve within our teams, organisations and agile implementations.
During this session we will reflect on the following hidden aspects about a person and how to work with it to maximise our successes by minimising and limiting the impact it has on us. Some of these hidden aspects include: childhood experiences, conditioning and stereotypes, the ego and pain body, the conscious and subconscious mind, DNA, ancestry and awareness to name a few.