Transformation Strategy Session

Transcription

1 Transformation Strategy Session

2 Agenda Drivers for Change Business Agility Overview* Baseline Health Assessment Transformation Vision and Success Measures Transformation Scope, Backlog and Roadmap Transformation Team Design Risks & Mitigation Strategy 2

3 Agenda Example 3

4 Workshop Organizational Challenges 4

5 Drivers for Change Theme Summary Internal Collaboration IT & Business Internal Adaptation to External Change (i.e. HCR) Quality Speed to Deliver Cost Reduction/Profitability Data Needs Process Improvement / Remove Bottlenecks Competitive Edge Empower Out Staff (Servant Leaders) External Changing Marketplace Need for Speed Increased Cost of Care Transparency Cost/Data Competition: Competitive Marketplace External Partnerships Customer Experience Deliver Innovation 5

6 Enterprise Business Agility Baseline Assessment 6

7 Enterprise Business Agility Radar 7

8 Workshop Baseline EBA Assessment 8

9 Retrospective on Current State 9

10 Transformation Vision & Measures for Success 10

11 Vision & Goals 11

12 Outcomes EBA Journey 12

13 EBA Journey From To Enterprise 1. Disconnected from Customer Connected to Customer Value & Purpose 2. Hierarchy / silos local optimization Borderless Enterprise Hat/Enterprise Value 3. Learn too late, avoid failure Experiment, learn, adapt 4. Project, fragmented, bring people to the work, specialized skills Teams Teams that are focused, empowered for continuous value delivery. Bring work to the team. 1. Less empowerment Empowered people & teams, coaching / mentoring 2. Ad-Hoc complex practices Intentional & systematic practices to simplify delivery to the customer 3. Specialized skills Generalizing specialists, communities of practices *Align with CX Messaging 13

14 EBA Journey Outcomes Customer Sample Start Here To create Value for our Customers Create visibility into Enterprise priorities based on Customer Value Enable personal excellence through skill growth & acquiring new competencies so that Build focused, empowered, & teams that can deliver value continuously Design intentional & systematic practices to simplify delivery to the Customer Break work into smaller increments that enable discovery, experimentation & learning 14

15 From -> To 15

16 Start Themes Summary Visible information radiators / key performance indicators Reconfigure team working areas Cross-functional, stable & co-located teams aligned to business capabilities Automation Business POs Alignment to Enterprise goals Initiative journey planning Metrics based team maturity evaluation Enterprise command center Fully commit to solution/partner Trust employee/teams Health systems management Cascading objectives Empower PO s to execute what the business needs Storyboards Commit to follow the process Unlimited PTO AgilityHealth Educating Agile Ceremonies (i.e. daily standups) Planning ahead with roadmaps Aligning initiatives to strategic objectives Embracing cultural changes 16

17 Stop Themes Summary Project Management Status Meeting IT Product Owners Start-End Delivery Teams Action less metrics Multiple at the same time SM/PO Team Ratio Shiny objects Never ending projects Priority without fully understanding the value/cost Multiple intake processes Unproductive meetings at all levels Command & control leadership Top down decision making De-mystified policies SM s aligned to so many teams Interruptions Ignoring capacity Driving to a date Isolating Agile to IT Everything is #1 priority Changing priorities midstream Working on non value add 17

18 Portfolio Vision 18

19 Culture & Change Management Vision 19

20 Technology & Tools 20

21 Workshop Transformation Vision 21

22 Success Measures - Sliders 22

23 Transformation Guiding Principles 23

24 Agile Thinking at Scale 24

25 SAFe Lean/Agile Principles 1. Take an economic view 2. Apply systems thinking 3. Assume variability; preserve options 4. Build incrementally with fast, integrated learning cycles 5. Base milestones on objective evaluation of working systems 6. Visualize & limit WIP, reduce bath sizes, & manage queue lengths 7. Apply cadence, synchronize with cross-domain planning 8. Unlock the intrinsic motivation of knowledge workers 9. Decentralize decision-making 25

26 Exploring Common Frameworks 26

27 Frameworks We Use Team Level Agile, Scrum, Lean, Kanban Agile Estimation and Planning Agile Requirements Gathering AgilityHealth Team Health Radar Program/Product Level Lean Product Development Agile Program Planning, SAFe Release Trains Big Room Planning Lean Product Health, Program Health and SAFe Radars Portfolio/Enterprise Agile/Lean Portfolio Mgmt. Big Room Planning, SAFe Strategic Planning (quarterly) Portfolio and Business Agility (transformation) Health Radar Cultural Transformation Servant / Adaptive Leadership (Adaptive Leader Health radar) Collaboration and Facilitation Agile for Stakeholders (finance, HR, business leaders, legal, etc.) Change Management (ADKAR or custom) Emergentics, Crucial Conversations/Confrontations 27

28 Exploring the Scaling Frameworks By Kristof Horvath: 28

29 Workshop Explore Scaling Frameworks 29

30 Initial Transformation Backlog Remember the Future & HOW MIGHT WE? 30

31 Remember the Future - UBER 31

32 Remember the Future - UBER 32

33 How Might We Design Thinking 33

34 Workshop How Might We? 34

35 Initial Transformation Roadmap 35

36 Roadmap Example 36

37 Enterprise Business Agility Roadmap Q Q1 & Q Stable Teams Design Workshops BIG Room Planning Workshops (Experiment) Team Health Assessments Targeted Training & Coaching for Teams Lean Portfolio Management Training Build ECC Room Enterprise Business Agility Transformation Strategy Session Product Owner Training Initiate Internal Coach Development Program Standup Experiment Teams BIG Room Planning Workshop (Portfolio) Team Health Assessments AgilityHealth Facilitator Training Lean Product Development Training Identify & Enable Internal Coaches Coach Experiment Teams Execute the Coach the Coach Program Standup Additional Teams & Stabilize Enterprise Program Additional Workshops (As Needed) 37

38 Enterprise Business Agility Roadmap - Example Swim Lane 1 Swim Lane 2 EBA Overview & Education for Teams Identify internal coach candidates Q Q Oct Nov Dec Lean Product Development for Product Owners Servant Leadership and EBA for Leaders Launch internal EBA coach mentorship program Training to address Team Health Gaps Change Mgmt. & Marketing Campaign on EBA What, Why & How Establish organizational growth process Jan Stand-up Communities of Practice Establish organizational growth process Lean Product Dev Training Servant Leadership and EBA for leaders Launch internal EBA Coach mentorship program Feb + Overview of EBA for Capability/Program Leadership Design Capability/Program stable teams Alignment on meeting schedule & roadmap Pilot Kickoff Stand-up Capability/Program Team & Stable Teams Stakeholder engagement Address top foundational gaps for teams Multi-Team Program Planning Workshop EBA Education Effective Facilitation for Scrum Masters coaching Stabilize Capability/Program Optimize Capability/Program improve process and culture Capability/Program transformation Health Assessment, executive briefing Stand-up community of practice for scrum-masters Capability/Program Stable teams coaching and mentorship Individual role coaching and training Continue Baseline assessments of stable teams and gaps coaching Pilot Kickoff Overview of EBA for Capability/ProgramTeam Design Capability/Program Teams Alignment on meeting schedule & roadmap Multi-Team Program Planning Workshop Stand-up and Optimize the Capability/Program Stable Teams EBA Health Assessment, executive briefing Stand-up Capability/Program Team & Stable Teams 38

39 Enterprise Business Agility Roadmap 39

40 Workshop Transformation Roadmap Checkout IdeaBoardz.com or Trello! 40

41 Risks and Mitigation What will help or kill this? 41

42 Analyze Drivers and Barriers to Scaling Checkout Handout for This 42

43 Transformation Team How to eat an elephant! 43

44 The Common Tracks of a Transformation Teams & Streams Customer Experience & Lean Product Development Cultural & Leadership & Make it Stick Agile/Lean Portfolio Technical Transformation (DevOps, Tooling, Continuous Dev) 44

45 Transformation Team Structure - Sample Transformation Vision and Prioritization Backlog orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur Track Leaders orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur ATI + Others Program Mgr. 45

46 Team Design Guide Backlog Names Capacity Skills needed Gaps 46

47 EBA Program Structure Backlog Set Timebox I Iteration Planning I Sprint Planning Coordination & Syncing I Standup Information exchange *Working Sessions I Story Development *Grooming I Backlog Refinement Reviewing -> Demo -> Retro 47

48 Workshop Build YOUR Transformation Team 48

49 Workshop Team Cadence and Norms 49

50 Transformation Case Studies 50

51 Executive Perspective 51

52 Real Transformation Case Study In certain parts of the company, I can see that we ve doubled our throughput for the work we get done without rework. - CEO BCBSNE Agile has a significant ROI, we ve seen 30% -CFO BCBSNE real-transformation-stories/ 52

53 Agile Budgeting & Expanding 53

54 Our Transformation Lessons Learned Lessons Learned Educate leaders from the beginning and gain buyin Execute the transformation using Agile (quarterly iterations) Plan for the cultural transformation along side the Agile transformation Focus on the managers, educate them and help them transition to the new role Pilot Agile with the engaged and influential business partners Measure before and after and every quarter to tell the story of growth Know that Enterprise Agile means Agile Thinking has become the DNA of your company. This takes time Bring Servant Leadership, Soft Skills and Collaboration to the teams Plan for team interventions when needed for dysfunctional teams Know that you will lose people, some good people Engage an experienced partner, build internal capabilities to sustain 54