Power of the Paradox & Trust in the Tipping Point

Transcription

1 Power of the Paradox & Trust in the Tipping Point Classification: Public Date: October 11, 2018

2 Power of the Paradox & Trust in the Tipping Point Managing Director DTC Marcel van de Lustgraaf At VIVAT since Initially as director IT Development and Change and currently Managing Director/CIO. Previously active in the Public Sector as IT director Master of Business Administration (MBA) Specialized in general IT, Change, Process Management, Program & Project Management As MD/CIO responsible for Data, Technology & Change within VIVAT. October 11,

3 VIVAT s history Classification: Page: 3 Public Date: October 11, 2018

4 Product line Share Rank Life 13% # 4 VIVAT s position and figures Non-life 5% # 4 Number of customers: Market share top 5 players: Classification: Page: 4 Public Date: October 11, 2018

5 VIVAT wants to have a leading role in the digital insurance industry and become the most innovative insurance company. To innovate and change quickly and efficiently we create an agile organization. Classification: Page: 5 Public Date: October 11, 2018

6 Strategic themes Innovation Customer Centric Data Digitalisation October 11,

7 To succeed VIVAT needs to excel in data and technology. This requires a transformation of ITC. Time to Market Quality Productivity Run IT as a business Open Platforms and Services Enterprise Agile (agility) Automate everything Compliant and Secure October 11,

8 Continuous Delivery supports by integral tooling (ServiceNow and VSTS) Portfolio Management Automation Culture & Organization Approch to an Agile VIVAT organization Business (PO) Agile Dev. Teams Developers Operators Organization Agility AGILE OPS + DEV Increased performance Alignment IT & Business Integrate DEV & OPS Fast feedback loops SAFe Agile Framework IT4IT Framework Maturity model PWC October 11,

9 VIVAT s AGILE playground Functional lines and Product lines Agile Portfolio and Project Management to drive Agile way of work Busdev to solution 30 Devop teams working Agile 30 Product Owners in development Scrum master role or function, role of Agile project manager? Mode 1 and Mode 2 Application landscape Capacity funding vs Business Case funding Quarterly release of budget by EB Classification: Page: Public Date: 9

10 Power of the Paradox 1. Stop starting to start finishing 2. Make it small to achieve big results 3. Long lived teams to realize short term outcomes 4. From Shepherd to Beekeeper Using these paradoxes creates several effects at once that are beneficial to the transformation October 11,

11 Power of the Paradox 1. Stop starting to start finishing 2. Make it small to achieve big results 3. Long lived teams to realize short term outcomes 4. From Shepherd to Beekeeper Using these paradoxes creates several effects at once that are beneficial to the transformation October 11,

12 Power of the Paradox 1. Stop starting to start finishing 2. Make it small to achieve big results 3. Long lived teams to realize short term outcomes 4. From Shepherd to Beekeeper Using these paradoxes creates several effects at once that are beneficial to the transformation October 11,

13 Power of the Paradox 1. Stop starting to start finishing 2. Make it small to achieve big results 3. Long lived teams to realize short term outcomes 4. From Shepherd to Beekeeper Using these paradoxes creates several effects at once that are beneficial to the transformation October 11,

14 Power of the Paradox 1. Stop starting to start finishing 2. Make it small to achieve big results 3. Long lived teams to realize short term outcomes 4. From Shepherd to Beekeeper Role manager.. Using these paradoxes creates several effects at once that are beneficial to the transformation 1. Clear Target 2. Give space 3. Solve problems around the teams October 11,

15 Tipping points to secure Agile Transformation People and organizations needs a sense of urgency to change and to anchor the change Starting Agile to implement speed, obtain higher quality and lower cost Use standardized toolsets to exchange and control Increment Planning to align Integrated Portfolio Management to control and collaborate Integration to DEVOPS to deliver fast Maturity model to experience and feel growth Invest in retrospective to sustain and grow October 11,

16 Lessons Learned Invest in stakeholders to understand the way Agile delivers advantage. The maturity of Stakeholder, Product Owner, scrum master and team in the Agile way of work must be aligned Understand the tension between budget control and capacity funding Invest in team development by training and coaching Invest in Center s of Excellence / Communities of Practice to cross fertilize teams in development and standardization Demand time to execute retrospectives and set up improvements Invest in solutions that support small execution and results Classification: Page: 16 Public Date: October 11, 2018

17 Thanks for your attention Classification: Page: Public Date: October 11,