1. © 2014 by Gustav Toppenberg. All rights reserved.

2. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

3. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
Source: http://www.buzzes.eu/blogit/2014/06/equazione-del-cambiamento.html

4. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

5. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

6. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

7. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
82% of Fortune
500 CEO's feel
their organization
did an effective
job of strategic
planning. (Forbes
magazine)
Only 14% of the
same CEO's
indicated that their
organization did
an effective job of
implementing the
strategy.
(Forbes magazine)
2014 PMI Organizational Agility Conference - Project Management Success - A View from the Future

8. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
Highly Effective
Change Enablers
Moderately
Effective
FEW ORGANIZATIONS EFFECTIVELY
MANAGE STRATEGIC INITIATIVES
Minimally
Effective
Well-defined
milestones and
metrics
Senior management
committed to the
change
Concrete
ownership and
accountability
Standardized project
management
practices
Engaged executive
sponsors
86%
22%
86%
29%
84%
24%
81%
21%
81%
25%
Highly Effective
Minimally Effective
64%
57%
60%
60%
56%
Significantly more change enablers focus on certain
practices for managing organizational change

9. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
PROSPECT
ACQUISITION
PROSPECT
DEFINITION
EXPLORATION/
DATA
ACQUISITION
PROPERTY
APPRAISAL
SUBSURFACE
DEVELOPMENT
RESERVOIR
MODELING
AND PLANNING
FACILITIES
CONSTRUCTION
OPERATION
MANAGEMENT
PRODUCTION
MANAGEMENT
FACILITIES
MANAGEMENT
AND MAINTENANCE
MANUFACTURING
(REFINING
PROCESSING)
TRANSPORTATION
MARKETING
TRADING
STORAGE AND
DISTRIBUTION
LEASE/ CONTRACT
MANAGEMENT
JOINT VENTURE
MANAGEMENT
ENVIRONMENTAL/
HEALTH/
SAFETY MANAGEMENT
PROCUREMENT/ SUPPLY
CHAIN MANAGEMENT
TECHNOLOGY
MANAGEMENT
CORPORATE
COMMUNICATIONS
HUMAN RESOURCES
MANAGEMENT
FINANCIAL
MANAGEMENT
SHAREHOLDER
MANAGEMENT
ACQUISITION
DEVELOPMENT
OPERATIONS
CORPORATE
HIGHLIGHT STRATEGIC CAPABILITIES
UPSTREAM
MIDSTREAM DOWNSTREAM
Source: June 2012 “Begin BT Strategic Planning With Clear Business Goals”
Major Oil & Gas Company - Business Capabilities
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

10. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
Connecting Strategy & Execution
Corporate
Strategy
Business
Strategy
Business
Priorities
Planning
Program
Definition
Portfolio
Mgmt.
Design &
Execution
Operate &
Support
Ops
Priorities
Transform
Renovate
Improve
Sustain
Product
Portfolio
Development
Acquisitions
Traditional Strategy Development
Traditional Strategy
Execution
Enterprise
Architecture
Plan Transformation
Based on
Enterprise
Reference Model
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

11. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
A in an
enterprise, is an abstract
framework or domain-specific
ontology consisting of an
interlinked set of clearly
defined concepts produced in
order to encourage clear
communication.
A reference model can
represent the
of any consistent idea,
from business functions to
system components, as long
as it represents a complete
set.
Source: http://en.wikipedia.org/wiki/Reference_model
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

12. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
This frame of reference can
then be used to
among members of the
same community.
Reference models are often
illustrated as a set of
concepts with some
indication of the
relationships between the
concepts
Source: http://en.wikipedia.org/wiki/Reference_model
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

13. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

14. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
Source: http://www.gartner.com/it-
glossary/enterprise-architecture-ea/
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

15. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

16. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
Shareholder Value
Customer
Process, Technology,
Information
Organization &
People
More Customer Fewer Planes #1 U.S Airline
Flights On Time Lowest Fares Best Customer Service
Standardize
operations to
Boeing 737 aircraft
Fast Ground
Turnaround
Single Sales
Process (No-Selling
thru 3rd Parties)
No cabin
Segmentation or
Custom Tiers
Every Employee is
a Shareholder
Every Employee is
Trained/ Certified
Reward for
Collaboration and
Teamwork
Customer Focus-
Employee are the
Best Ambassadors
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

17. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
Organize the
Business
Manage Financials
Manage Marketing &
Sales
Manage Flight
Operations
Manage Human
Resources
Manage Strategy &
Planning
Manage Fiscal
Planning
Manage Offers &
Promotions
Manage Aircraft
Maintenance
Manage Talent
Acquisition
Manage Shareholders Manage Costs
Manage Social
Marketing
Manage Ground
Operations
Manage Leadership
Development
Manage
Communications
Administer Payroll
Manage Online
Commerce
Manage Baggage &
Cargo
Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew
Scheduling
Manage Benefits
Strong Capability Weak Capability
Highly Deficient
Capability
Missing Capability
Manage Ground
Operations
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

18. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
Value
Metrics
(Financial &
Customer)
Business Goals & Strategy
Enterprise Business Capability Hierarchy Model (Heat map)
Process, People, Information & Technology
Portfolio of Projects/Programs
Performance
Metrics
(Efficiency &
Effectiveness)
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

19. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

20. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise
“A poor strategy choice is the source
of 46% of business failures.
Even more common is a failure to translate
strategy into the right projects.”
2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise

21. 2014 PMI Organizational Agility Conference - Organizational Agility - Enabling the Adaptive Enterprise