Established large firms struggle with business agility, due to fake agility. McKinsey’s agility survey shows that 90% of senior executives prioritize firms to become agile, but only 10% achieve business agility. So how to identify (and avoid) FAKE Agility; and start achieving BUSINESS Agility?

 
 

Outline/Structure of the Experience Report

This topic will be experience report from my last decade’s experience and research across multiple enterprise transformations, for conglomerate clients across the USA, Europe, ANZ, and APAC.

The audience will get a candid insight into the FAKE AGILITY and action plan to achieve BUSINESS AGILITY. It would help them to gain a pragmatic understanding of below critical elements to achieve successful business agility transformation.

  • How Agile manifesto may cause large enterprises to struggle to move at the speed of start-up?
  • Enterprises are on a never-ending journey of transformations. Modern enterprises recognize and embed agility as an essential element of their operating model - but why fails to deliver business outcomes?
  • The outcomes of the future require new thinking and new ways of working - not just for the team but at an enterprise level.
  • Practices that work at the team level - often need to be crafted differently for scaling to an enterprise-level.
  • The complexities around culture, funding models, prioritization and interaction across different groups - require a structured approach that goes beyond agile values and principles.
  • All pillars of enterprise transformation need to be reimagined to support the enterprise's vision and mission.

At the heart of any enterprise lies people, and teams are the core of the enterprise engine.

  • How we structure people in cross-functional, high performing, persistent teams determines our ability to deliver outcomes in a fast-paced, predictable and repeatable manner.
  • Joining the dots from enterprise initiatives to the portfolio to teams is one of the key aspects of scaling agility across enterprise i.e. you need to embed agility at every level of the enterprise (i.e. team level, portfolio level, and enterprise-level).

Learning Outcome

This session will give the audience insights on real client case studies (from various industries like aerospace, banking, retail, media & entertainment, etc across from USA, Australia, Singapore, and South Korea), which were in trouble due to fake agility.

It will enable the audience with practical tips from multiple business agility transformation client case studies:

  • How did Satya Nadella change Microsoft's culture to achieve Business Agility?
  • What is agility at the UK's top tier bank?
  • What is fake agility at South Korea's retail conglomerate?
  • What is business agility at the Best Bank in the World?
  • What are challenges faced to setup the high-performance team at Australia's large bank?
  • What is the cross-functional team? What were the challenges to setup the high-performance team in the USA?
  • How was the customer engagement in the Philippines media firm?
  • How wrong move by leaders can stop the business agility journey at a large services firm?
  • Why did scaling agile at the aerospace manufacturing stall?

Key takeaways that attendees can really use when they leave the session:

  1. The Product Owner is a critical role for any agile organization.
  2. Executives must take ownership of "change", as organizational transformation cannot be delegated.
  3. Actively involve Users and stakeholders through the development lifecycle.
  4. A small team's agility and empowerment are crucial for successful scaling up.
  5. Identify early about Waterfall dressed Agile.

Target Audience

CXOs, Head of Transformation, Change Agents, and Agile enthusiasts.

Prerequisites for Attendees

Open mindset

schedule Submitted 6 months ago

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