How do you accelerate your enterprise agility?

How do you accelerate
your enterprise agility?
Do Less to go Faster

The lifespan of an S&P company is shrinking
Speed to value

75%will be replaced within 15years
1company is now replaced every 2weeks
61years 18years
1958 Today
Source: “Creative Destruction Whips through Corporate America” Richard Foster, Innosight Executive Brieﬁng, Winter 2012
The lifespan of an S&P company is shrinking
Speed to value

Rapid entries & exits in the S&P 500
!!!!!!!!!!!!!!!!!!!!!!!"#$%&'($!)*+$,-.!/+-0$*!1231!4!!"
Eastman Kodak (2010), Radio Shack (2011)
and The New York Times (2010)—were
removed from the S&P 500 Index, the
barometer list of companies with the largest
U.S. stock market capitalizations.
!
This kind of churn happens regularly. Kodak
was replaced by a cloud computing firm,
while the NY Times Co. was replaced by
be a jolt that emphasizes the urgency
of a turnaround effort (as with the
Times) or it can be a prelude to de
listing and the threat of bankruptcy
(as with Kodak.) The removal in
2003 of American Airlines parent AMR
from the S&P 500 was a prelude to
the delisting of AMR on
its Chapter 11 declaration.
S&P 500 Churn Over the Past Decade
Sample companies that have entered and exited the index since 2002
Entered the index: Exited the index:
IN OUT
Speed to value
Source: “Creative Destruction Whips through Corporate America” Richard Foster, Innosight Executive Brieﬁng, Winter 2012

#1 Need for control
You become the bottleneck
Limits decision-making
Low Risk/Reward
Why is control bad for speed?

http://talkingtrafﬁc.org/wp-content/images/stack_documents.jpg
#2 BIG design
documents

#2 BIG design
documents You are in the problem-solving business and
you don’t solve problems with documentation.
You solve them with elegant, efficient and
sophisticated software.

#3 Closed culture
“The Reengineering Alternative” by William Schneider
Where does your organization fit?

How do we deal with all that and
accelerate our enterprise agility?

How do we accelerate
our enterprise agility?
#1 Engage/Inspire

The 3 factors that motivate us &
how they correlate to agile practices
Daniel Pink, Drive: The Surprising Truth about What Motivates Us
Autonomy -> Develop self-organizing teams
Mastery -> Foster technical excellence
Purpose -> Encourage product visioning
#1 Engage/Inspire

#1 Engage/Inspire
#2 Collaborate
No more one-person-team activities
No heavily silos between teams
No more is Business the outsider.
It is the part of the team
Develop in partnership

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
Got an idea for a design? Put it up on the whiteboard
Rough out the ﬂow and tell your team about it
Put it up in a public place at the oﬃce and get feedback
Faster is better, sharing is mandatory, simple is good

#4 Fail fast.
Learn faster.
http://www.alistapart.com/articles/design-criticism-creative-process

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#4 Fail fast. Learn faster.
Expect lots of mistakes…and…lots of learning.
Try something, anything, and get feedback from
the “real world”
Then change it/throw it away/adapt it to the real need.
You do NOT get it right the first time

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#5 Get customer feedback
Show your deliverables often to the customer
Capture their feedback
Incorporate their feedback in your deliverables
Get – and use – customer feedback

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#6 Iteratively ﬁll the gaps
Develop the happy path (the simplest thing that
provides business value) ﬁrst.
Fill-in gaps as they are discovered and prioritized
Don’t design for every possible eventuality
You will miss stuff.

http://www.ﬂickr.com/photos/37541410@N03/3901861703/sizes/l/
#7 Keep your team
moving forward

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#7 Keep your team moving
Nothing kills momentum faster than long times
between reviews of the team’s work.
Get your work out there sooner and more frequently.
Show progress and keep the project’s momentum
moving forward
Keep moving – forward!

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#8 Pick the right tools
5 Tips for picking tools that deliver
Your tools should change and grow with your teams
Your tools should let your teams be diﬀerent
They should help you build the right thing over following the right process
Help you deploy often and fail fast
Make real progress, not rigid plans on paper
http://www.thoughtworks-studios.com/sites/default/ﬁles/resource/ebook-challengingalm.pdf
#1
#2
#3
#4
#5

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#9 Measure value
Cost
The typical measure, the “Iron Triangle”…
Constraints
Schedule Scope

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#9 Measure value
Constraints
(cost, schedule, scope)
Quality
(Reliable, adaptable product)
…has changed.
Source: Jim Highsmith
Value
(Releasable product)

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#9 Measure value
We must measure value -‐ what is important to our customer,
and what financial benefit does this bring to our organization.
Source: Jim Highsmith
Value
(Releasable product)
Constraints
(cost, schedule, scope)
Quality
(Reliable, adaptable product)

#10 Go from doing Agile
to being agile

#1 Engage/Inspire
#2 Collaborate
#3 Design in public
#9 Measure value
#10 From doing to being
Doing Agile Being agile
Mismatched cultureSupportive culture

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ThoughtWorks pioneered the
practice of agile development. Now
we’re on a mission to share that
experience with forward-thinking
software teams.
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See how our interactive workshops and experienced
trainers can help accelerate your enterprise agility.

How do you accelerate your enterprise agility?

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How do you accelerate your enterprise agility?