Rishi Srivastav
Vice President
Emergn
location_on India
Member since 7 years
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Rishi Srivastav
Specialises In (based on submitted proposals)
Agile-Lean Coach, Enterprise Architect & a Transformation Consultant
I spent first decade of my work life with system integrators and captives, developing and architecting software solutions to challenging business problems. I was on an energy trading software team at Sithe Energies, New York; Self-service banking portal development team at Wells Fargo Bank, San Francisco; Auto claims insurance product development for Mitchell, San Diego and led digital transformation of a leading UK newspaper, Times, to its online version to name a few.
As I complete my second decade, I have led transformation programs, helping teams harness rapidly changing technologies and Agile-Lean delivery methods to deliver business value to their end customers with short concept to cash lead-time. Representing HP, I co-led Agile transformation for Vodafone, UK; Via Sapient led set-up of digital centers of excellences for TUI travel in Sweden-India using Scrum-Kanban based delivery model; And recently worked with Tesco HSC to help transform delivery of retail solutions, using Emergn’s Value-Flow-Quality product and Scrum, Kanban and SAFe delivery methods.
I have experience of working in various countries and cultures including USA, UK, Sweden, Middle East and India. Am a graduate in Electrical and Electronics engineering from India and is currently pursuing my distance MBA from University of Leicester. I am married with two cute little daughters aged 6 and 3.
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Becoming Agile : Get back to first principles first
60 Mins
Talk
Intermediate
Talks about partial successes with Agile implementations. We have become iterative for sure and there is a definite sense of cadence. But concept to cash lead times are still quite high. A sense of dogma has crept in the rituals, they happen, but there is little soul.Team members are still quite stressed out; We have avoided the famous waterfall death march for sure but it is still a very tiring and painful long march. Organisations doesn't feel that they have reaped all the benefits which were promised. There is just a handful of companies who seem to be living the values and are really nimble in the market place. What went wrong?
Our focus on people, value, flow and quality instead of process,tools, cost, schedule and scope, got the attention but did not get internalised by all. So while we are adopting “Agile” methods we have not become “agile” yet.
There is a need to get back to first principles. There is a need to explain knowledge workers on the ground “Why” the principles work. Leaders need to do more than just support the change, they need to know, behave and do the right things. Lastly people do need to learn and love their craft. Yes, it is about money but is it also about autonomy, mastery and purpose.
The session takes through key concepts around people, business value, product development flow and quality via fast feedback, and invokes people to understand and let their team understand the basic principles first to lay a strong foundation, before building an Agile enterprise on top of it. It is only then the “real transformation” happens and the products get in front of the end users faster.
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