CASE STUDY: Agile Transformation at CA Technologies: Some Assembly Required

Lean, Agile, Digital, Two-speed, DevOps, DevSecOps, Enterprise Accelerators, and Lean Startup… where's a change leader to start? Company leadership around the world recognizes the opportunities, and the urgency, in driving effective change and create room for rapid innovation in their organization, and the market landscape in transformation is becoming increasingly cluttered as the market moves to try and fill that need. We've learned that it's unwise to "pick" a single model to follow, and that's especially true when you're tackling business-wide transformation, across the multiple operational value streams that comprise your modern enterprise. (The only thing that seems to be true is calling it by one of these specific things tends to be too narrow and cause multiple transformation programs with potentially overlapping or duplicative work to develop).

From leveraging lean (hoshin kanri) strategy deployment to create organizational catch-ball of corporate strategy to agile departments and “traditional” agile teams and back, to facilitating full operational value stream collaboration in large-group agile steering and working sessions, we focus on the fallacy of believing that any one “departmental” or transformation can be sustainably successful without the operational value stream increasing agility as well. In fact, transformation requires bouncing back and forth between "systemic fix" and "deep value steam fix" perspectives. In this session, we use CA's internal "agile" transformation as a backdrop to share the key mindsets of effective transformation we've learned supporting hundreds of companies in their change journeys