Our purpose is The Agile Alliance of New Zealand has the primary goals of:

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1 #AgileTauranga17

2 Our purpose is to be a leading forum to create and sustain a nationwide agile community, independent of commercial drivers or any specific method/framework, guided by and actively advocating for the values and principles of the the Agile Manifesto The Agile Alliance of New Zealand has the primary goals of: Supporting the growth of the agile mindset through the industry in New Zealand, with particular emphasis on areas which are currently underserved (geographic areas as well as industries) Running programmes which have socially beneficial outcomes as well as improving the state of the industry

3 The Foundations of Business Agility Shane Hastie MIM ICE-VM Director of Agile Learning Programs

4 Agenda Introduction The need for business agility What your organisation can do What you can do Wrap-up 4

5 Business Agility Business agility describes the nimbleness of a company; that is, the ability to adapt quickly while empowering everyone associated with the brand. Forbes Agility is the ability of an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. McKinsey

6 Why Business Agility

7 The World today is in a state of VUCA Volatility Rate of change Uncertainty Unclear about future outcomes Complexity Ambiguity Many, many loosely related factors impact outcomes Lack of clarity about meaning A rapidly evolving, dynamic, chaotic complex business environment is the norm rather than the exception David Sypnieski

8 Business Agility is Necessary for Survival The ability to respond rapidly to changes in the internal and external environment without losing sight of organisational goals Adaptability Flexibility Balance Building responsiveness and change into the DNA of the organisation

9 Change Your Organisation

10 State of Business Agility State of Business Agility Report 2017 CA Technologies

11 Changed Imperatives Top-down management Leadership at every level Do more with less Process over people Centralized annual planning & budgeting Activity milestones Temporary teams on projects Do less, better Minimum viable process, empowered people Realtime value metrics Decentralized rolling-wave planning Long lived teams responsible for products or services

12 Organisations that have embraced Agile have 3 core characteristics* The law of the small team The law of the network The law of the customer *From an article by Steve Denning:

13 Great Teams

14 Create Space for Learning

15 Aligned Autonomy

16 Measuring the Right Things Value as outcomes delivered, not as work done Productivity (Value/Cost to create Value) Benefits Realized Quality Customer and Employee Engagement & Satisfaction Net Promoter Score Org Capability and Responsiveness How rapidly are we learning?

17 Beyond Budgeting New Financial Models Targets & rewards Planning & controls Resource & coordination Organisational culture Traditional Budgeting Management Model Incremental targets Fixed incentives Fixed annual plans Variance controls Pre-allocated resources Central co-ordination Central control Focus on managing numbers Beyond Budgeting Management Model Stretch goals Relative targets & rewards Continuous planning KPI s & rolling forecasts Resources on demand Dynamic coordination Local control of goals/plans Focus on value creation

18 Radical Transparency

19 Act on Feedback Truthfully and honestly examine the feedback through all channels What is the next sensible step amplify, change direction, or stop? Adapt and respond

20 Avoid Waste Partially done work Defects Extra features Task switching Relearning Delays Handoffs

21 Rethink our Organizations Respond at the speed of change Constantly listening to the voice of the customer Empower and align our people People are not resources or assets they are the primary source of value and innovation Outcomes over outputs Value over busy Innovation as a core competency #NoProjects, #NoEstimates stop pretending we can predict the unpredictable and adopt new funding models

22 This means real changes, not putting lipstick on a pig

23 Change Yourself

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25 ESTABLISHED SET OF ATTITUDES AND HABITS

26 Become a Lifelong Learner

27 Become Passionately Dissatisfied Challenge the status quo We ve always done it that way leads to entrenched failures Stop trying to do more with less focus on doing less, and doing it well Look for new ways, new ideas, new combinations of existing ideas Take ownership of your own improvements Hold yourself and your colleagues accountable Image Kenhurst Dreamstime Stock Photos & Stock Free Images

28 Become Customer Fanatical We all have customers Empathize and understand their needs We all contribute to the value stream How can I make my customers lives better?

29 30 Think like an entrepreneur Everything is an experiment Estimates are hypotheses Take calculated risks Courage to fail in order to succeed sooner Welcome challenges Embrace uncertainty and transform into knowledge Learn continuously through fact-based data analysis Create time and space for experimentation and innovation Become comfortable being uncomfortable Source: IDEO

30 Transform Yourself Personal transformation is necessary in order to achieve sustainable organisational transformation This is the responsibility of everyone in the organization, not just those at the top

31 VUCA Revisited Vision The intent to create the future Understanding Learn, hear, feedback Clarity Sense making Agility The ability to respond to change in order to profit in a turbulent world A rapidly evolving, dynamic, chaotic complex business environment is the norm rather than the exception David Sypnieski

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33 Business Agility Foundations People Marketing Finance Innovation Leadership

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35 Contact Information ICAgile.com LinkedIn: Shane Hastie, Director of Agile Learning Programs