Our Agile Journey. Freya Perez Scottish Enterprise. Andy de Vale Emergn

Transcription

1 Our Agile Journey Freya Perez Scottish Enterprise Andy de Vale Emergn

2 We ll be sharing some highlights: How it all began, getting started and going further Results and what was going on behind the scenes Themes and next steps

3 29 Offices globally 13 Offices in Scotland ROI

4 Our vision Improve the way people work. Forever. Empowering the people behind next-generation business

5 How it all began

6 2013 Nov 2014 Digital Paper Approval Go!

7 Behind the scenes Of course we need to be Digital, that s the way the world is going - it has all of our senior support!

8 Behind the scenes Does that mean we ll need to change? Blimey, that s not very practical when I ve got these targets to hit is it?

9 Behind the scenes It is of course essential to our success, I suggest a good place to start is <insert any part of the organisation outside of my control>

10 Behind the scenes We had no operational crisis driving us We were responding to requests from government We knew it was important for our organisation from the general move to digital There was a company driver - the driver for individuals was much less clear

11 Getting Started The move to action, after all this talk

12 2015 Start Innovation & Exporting Digital Teams VFQ BCS Certification Early Innovation team results ECP Education starts Wide demand for demos of how we work. CEO and Chair Sponsorship All staff showcase Org Change and decided to grow by adding more teams

13 2015 Start Innovation & Exporting Digital Teams VFQ BCS Certification Early Innovation team results ECP Education starts Wide demand for demos of how we work. CEO and Chair Sponsorship All staff showcase Org Change and decided to grow by adding more teams

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15 Exporting: successes and failures Becoming more established with much greater buy-in, digital becoming embedded in overall customer journey, with a backlog of new ideas continually being refined. Good stakeholder support and participation in Show & Tells etc. Customers fully involved throughout design and testing. Full time PO appointed. A range of new customer services launched.

16 Innovation: successes and failures Some great successes early on, with substantial improvements to customer engagement in services that were improved. But Original Product Owner moved into new role. No real buy-in to agile approach, Innovation team not able to supply PO. As a result, team now supports other areas. Ad hoc requests/demands vs collaborative team working. 85% 25% Grant Application Failure Rates

17 Behind the scenes Buy In Difficult to get the commitment and buy-in for release of staff to work in persistent cross functional teams, slowing down pace of change and impact achieved Mind-set Agile and Waterfall rubbing up against each other, and resistance in some areas to adopt approach Bottlenecks Not yet able to truly influence end-to-end, leading to bottlenecks elsewhere in the business Platform and Supply Chain Limited internal technical skills and reliance on suppliers leading to blockages; review of contractual relationships, our technical infrastructure and investment in skills development needed

18 Surprises Things that Scottish Enterprise learned that we really didn t expect.

19 Surprises Things that made a big impact I ve worked in Scottish Enterprise for 10 years. I now see, this is the first time I ve really worked in a team.

20 Digital solutions really Surprises else works. impact how everything To be successful, change must be end-to-end. We need to re-invent how we operate Things that made a big impact

21 Surprises Things that made a big impact How can the way we ve been working be so wrong? Limiting WIP works like magic

22 Going Further Growing, and moving from Digital Teams to Service Design.

23 2016 Contract Management and Inward Investment Teams CRM Team VFQ ECP group 100 day cycle & inverted governance Agreement to change the platform and supply chain New Digital Director Now

24 2016 Contract Management and Inward Investment Teams CRM Team VFQ ECP group 100 day cycle & inverted governance Agreement to change the platform and supply chain New Digital Director Now

25 Contract Management Work enabling us to map out end to end delivery for the first time, highlighting where we can improve the flow through technology and where the issues are human! Incremental approach to service improvements already delivering great results, reducing cycle time, errors and backlog of demand.

26 Inward Invesment It became clear no one owned or even fully understood the full end to end delivery in the interim, put in place 2 product owners. Moving to single full time cross functional team, with end to end PO, and senior support. The Power of NO!

27 CRM Team Issues with new CRM system causing huge backlog of demand for small team. New workflows established to manage demand and team capacity. Now managing workload more effectively and metrics supporting business case for additional resource. And the team is much happier!

28 An agile mind-set starts to spread. 100 day planning cycles; limiting WIP means we are focusing on a smaller number of priorities and getting them done! Cross-functional teams being spun up to tackle issues/opportunities, e.g. refreshing our corporate messaging Value Flow Quality Use of kanban in non-digital areas e.g. comms planning; research; events Much more collaborative, cross team working Sharing learning and ideas Value Flow Quality support and training sessions;

29 Themes & Next Steps

30 Just start Surprises start small Things that made a big impact and learn

31 Don t Surprises underestimate the Things power that made a big impact of teams

32 The difference between Surprises Digital Solutions and Digital Transformation Things that made a big impact is end-to-end change

33 Make Surprises Transformation Things that made a big impact Incremental

34 Build momentum Surprises around motivated Things people that made a big impact

35 Next steps Nov 2016 and beyond Accelerate Change New Director of Digital accelerating change Platform and Supply Chain Put in place new technology and supplier eco-system Product Management - Review of organisational approach to product development - Establishing more senior staff in PO roles, with end-to-end remits - Yet MORE customer involvement

36 Thank you