Agile Transformation: The Difference Between Success and Failure
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The document discusses the distinction between agile adoption and transformation, highlighting that successful transformation emphasizes values and principles across the entire organization, whereas adoption is more focused on practices. It uses case studies from various organizations to illustrate unsuccessful versus successful transformations, emphasizing factors such as leadership alignment, collaboration, and cultural change as critical to success. Key takeaways include the importance of leaders initiating the transformation, maintaining focus on 'being' agile, and utilizing change management strategies.
Agile Transformation: The Difference Between Success and Failure
- 1. AGILE TRANSFORMATION: DIFFERENCE BETWEEN SUCCESS AND FAILURE Sunil Mundra Principal Consultant
- 2. ⢠What Is Agile Transformation ⢠Case Study: Not Successful Transformation ⢠Case Study: Successful Transformation ⢠Key Takeaways ⢠Q&A OUTLINE
- 3. ⢠Adoption ⢠Transformation ⢠Change WHAT IS THE DIFFERENCE?
- 4. 4 ADOPTION VS. TRANSFORMATION Adoption Transformation Emphasis on Practices Emphasis on Values and Principles Typically covers a part of the Organization Covers the entire Organization Focus in on âWhat You Doâ Focus is on âWho You Areâ Level of Disruption is relatively Low Level of Disruption Is relatively High Limited Impact on Business Outcomes Maximum Impact on Business Outcomes
- 5. 5 CHANGE VS. TRANSFORMATION Change Transformation Subscribes to Vision Prescribes Vision Fixes the Past and Current Creates the Future Driven by Tactics Driven by Strategy Focus on Methods & Processes Focus on Mindsets and Beliefs External Influence is High External Influence is Minimal
- 7. ď§ Health Care division of a Global Engineering Conglomerate, dealing in Medical Imaging Product ď§ Product created initially with small hospitals as target. Strategy modified to cater to large hospitals as well ď§ Senior Management mindset oriented towards traditional engineering ď§ Development Team was offshore ORG. CONTEXT
- 8. ď§ Challenges, post change in Strategy ď§ âFloodâ of new requirements ď§ Large and Unprioritized Backlog ď§ Delivery not aligned with Business needs, therefore Business unable to keep up with competition ď§ Excessive focus on speed of delivery resulted in high tech debt and therefore poor quality ď§ Vicious circle of Unhappy Business and Demotivated IT ORG. CONTEXT
- 9. ď§ Inadequate Buy-in by Leadership ď§ Poor Collaboration between Business and IT ď§ Local Optimization ď§ Lack of Engineering Practices ď§ Focus on merely âDoingâ Agile, and not on âBeingâ Agile TRANSFORMATION CHALLENGES
- 11. ď§ Insurance division of a large financial conglomerate ď§ Acquired another company twice itâs size ď§ Business started breaking down due to ď§ Misalignment between Products ď§ Disconnect in IT Applications ď§ Differences in Culture ď§ A âCourageous Leaderâ launches Agile Transformation ď§ Transformation Period: Approx. 5 years ORG. CONTEXT
- 12. SUCCESS FACTORS Solid Foundation Through Agile Adoption â˘Business and IT Collaboration â˘Engineering Practices â˘Culture of Learning and Continuous Improvement
- 13. SUCCESS FACTORS Transformation Strategy â˘Define Target State and identify gaps with Current State â˘Define the Scaling Approach â˘Create Internal Champions
- 14. SUCCESS FACTORS Change Management â˘Create Shared Vision â˘Provide extensive Training and Coaching â˘Relentless Focus on Mindset Change
- 15. SUCCESS FACTORS Encourage Right Behaviours â˘Align KPIs â˘Accountability at Team level â˘Communities of Practice
- 16. SUCCESS FACTORS Org. Level Changes â˘HR Policies â˘Transition Middle Managers â˘Agile Friendly Infrastructure
- 17. KEY TAKEAWAYS
- 18. KEY TAKEAWAYS ⢠Leaders Transform First ⢠Focus on âBeingâ Agile ⢠Itâs a Long and Tough journey. Be Patient and Persistent ⢠Introduce Change Management ASAP ⢠Adopt Systems Thinking Approach