The Case for Business Agility. Agile on the Beach July 2018 Jenny Bailey Ady Dike

Transcription

1 The Case for Business Agility Agile on the Beach July 2018 Jenny Bailey Ady Dike

2 Jenny Bailey Spokesperson Webinar host Organiser: Agile Business Conference - World s longest running Agile conference AgilePM Practitioner

3 Agile Business Consortium

4 Agile Business Consortium Leading, promoting and enabling Business Agility worldwide

5 What is Business Agility Adoption and evolution of values, behaviours and capabilities that enable businesses and individuals to be more adaptive, creative and resilient in turbulent times 5

6 New research into Business Agility Strategic agility MIT research shows Agile firms grew revenue 37% faster and generated 30% higher profits than non Agile companies Employee engagement - Businesses focused on passion and purpose outperformed S&P 500 companies by a factor of 14 times over a 15 year period Innovation - Google s new products such as Gmail have been powered by the 20% time concept (choosing their own projects to work on)

7 Way to improve Strategic Agility Recognise the need for certainty be explaining the strategy rationale Use storytelling to help people to imagine their part in a new way of things Create a feedback channel for responses, comments concerns Plan for short-term horizons so that strategy can adjust to market conditions Allow decisions to be made quickly by those closest to the problems

8 Ways to improve Employee Engagement Communicate the values and emotions that drive the business Make information easy to absorb through brevity and visualization Establish a common language and commonality to avoid ambiguity Invite and act on meaningful feedback, creating a safe environment for feedback as a source of personal growth Devolve power and authority to energise and motivate people and to model desirable responses and behaviours in an open and visible way

9 Ways to improve Innovation Recognise that in more unpredictable environments there is greater reliance on collaboration and iterative evolution Set up an empowering form of leadership that sets the goals and then get out of the way Create enough control and governance so that people can respond whilst staying true to the vision Wrap the organisation around a focus on the customer experience Communicate and collaborate with the customer frequently

10 Introduction Worked in a combination of strategic and operational roles for startups and established businesses Worked up to Director level in NHS and Charity sectors Throughout career working for the Charity and private sector, applied Agile principles and leadership methods Current role with Agile Business Consortium, Consultant who is managing Consortium Digital Transformation programme delivery Currently pursuing an Agile Leadership 360 Degree coaching qualification Soccer mom of two goalies who play for Tottenham Hot Spurs 10

11 Strategic Agility Product Management Insight Driven with Experimentation Flexible +Fast Agile Involves Community Allows for GTM Knowledge-driven product development 11

12 Strategic Agility Beyond Budgeting ABC no longer uses a budget BB is an alternative to traditional command and control budgeting Quarterly forecasts for FY Forecasts linked to key initiatives and products Results not financial targets Alternative measures 12

13 Benefits Improve Innovation CRM Member and Partner Journey Campaign Management Customer Insight Look and Feel Decrease Costs Lead Conversions and member upgrades Grow Revenue Partner and Membership Engagement 13

14 Innovation AgileDS Certification Positioning the project in the portfolio Strategy for iterative development with integrated testing Strategy for deployment Clarity on timescale and costs Initial project shaping and tentative schedule Planning time boxes Refining delivery plan Planning of incremental releases Planning for benefits realisation 14

15 VUCA 15

16 Employee Engagement AgilePM framework AgilePM - leading AgilePM certification (> 85,000 exams worldwide) Teamwork based on trust transparency Facilitated workshops Demos Retrospectives 16

17 Employee Engagement Organisational Communication Transparency vs information overload Slack a collaboration tool Channels around focus areas Most channels are open Daily stand ups Board team strategy meetings Weekly pulse calls 17

18 Conclusion We are great at change Having the right culture and leadership is key Open door policy Transparency Right systems, Value of experimentation Having the right systems and platforms in place is key to business agility Enhanced business agility can result in increased revenue Making staff feel valued is key securing team engagement and creates the environment for greater creativity and therefore innovation 18

19 Thank you The Case for Business Agility White Paper can be found in the news item on our website Currently in Beta awaiting your agilebusiness.org