This document contains slides from a presentation on aligning strategy and operating models using agile principles. Some key points include:
- Agile can be used as an operating model to maximize outcomes from new strategies and execution demands.
- The operating model serves as a bridge between strategy and execution.
- Examples of how to examine breakdowns in the operating model and use agile patterns like inspecting and adapting more frequently to address issues.
- The importance of aligning teams to a clear product vision.
- Different frameworks that can be used like Scrum, Lean Canvas, and Cynefin framework to categorize problems.
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• Why did your organization
implement Agile?
• What surprises did you have?
• Where has it fallen short of your
expectations?
• How many of you mapped the
business’ strategy into Agile?
Back to the Future
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Look for the Breakdowns
“Operational effectiveness and strategy
are both essential to superior
performance... achieving excellence in
both is related to competitive success.”
- Michael Porter, Author and Harvard Business School
1
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Any foreign innovation in a corporation will stimulate the
corporate immune system to create antibodies that destroy it.
Cuckoo Effect
“Every business regards what happened in the past
as normal, with a strong inclination to reject as
abnormal whatever does not fit the pattern.”
– Peter Drucker, Managing for Results
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• Projects with Agile are 3.5x more likely to be successful.
• Waterfall projects fail 3x more than Agile.
• What does this tell us about our Agile Teams?
Successful
39%
Challenged
52%
Failed
9%
AGILE
Successful
11%
Challenged
60%
Failed
29%
WATERFALL
Source:
Standish
Group
2016
CHAOS
report.
Data
covers
FY2011-‐2015
across
10,000
projects.
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Embrace an Agile Mindset
"If you start by saying, 'Let’s implement a practice', you will
get to the end of it very quickly and you will have changed
very little in your organization and then you will find yourself at
a dead end."
-- Gary Hamel
2
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“The biggest barrier we experienced
was lack of clarity. Like a piece of
information that maybe didn’t get
shared at all levels, or in some cases
a lack of clarity as to what success
looked like.”
– Andy Worshek, Chief of the Boat
(retired), USS Santa Fe
Aligning to a Product Vision
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• Head of Agile Practice
• Leader of 2 Agile Leadership Networks
• Founder of AgileCamp
• Former CIO/ CTO Verisk Analytics & Stewart
Technology
• Product Management at Oracle (built Oracle ERP/
CRM Suite 11i)
• Former Xerox PARC
• Led Software Development, Network Operations,
DevOps, Product Management, and PMO
Stacey Louie
Enterprise Agile Coach and Trainer
slouie@HyperdriveAgile.com
@epicstart