This is the pack Damian Zahra and Eduardo Nofuentes used during the 1st Conference in Melbourne to share the Vicinity Centres agile journey.

1. TRANSFORMING THE ENTERPRISE
THE VICINITY AGILE JOURNEY
@eduagileeleven

2. THANK YOU 1st CONFERENCE
@eduagileeleven

3. ABOUT US
EDUARDO
NOFUENTES
Lean and Agile Coach
| Founder @ The Agile
Contact Centre |
Founding Partner @
The Agile Eleven
DAMIAN
ZAHRA
General Manager
People & Culture
@ Vicinity Centres
@eduagileeleven

4. ABOUT VICINITY
• Vicinity was created through the merger of two of Australia’s
major retail property groups, Federation Centres and Novion
Property Group in June 2015
• Vicinity is a top 30 ASX listed business
• Vicinity own approximately $14.9 billion in retails assets and
manage some $24.5 billion in assets across 91 property’s under
management
• Assets like Chadstone, Emporium. Chatswood Chase and DFO
to name a few
• Employ approximately 1,300 people across the business
@eduagileeleven

5. The transformation was led by
the People & Culture Team and
endorsed by the EGM of People
& Culture, Marketing and Digital.
Agile ways of working was one
of the leavers in the Culture
Roadmap.
So we started working with the
People and Culture Team and
Marketing Teams.
HOW EVERYTHING STARTED…
@eduagileeleven

6. EARLY OBSERVATIONS
• Lack of TRUST in teams due to merger
• COMMAND and CONTROL management approach
• Everyone was working on the SHORT TERM
…or in other words…
THE SAME AS 95% OF WORKPLACES IN THE
WORLD
@eduagileeleven

7. THE THREE WAVES OF AGILE
The three Waves of Agile by Charlie Rudd – Solutions IQ
@eduagileeleven

8. THE FIRST WAVE
AGILE TEAMS
@eduagileeleven

9. • AGILE EDUCATION
• PURPOSE LED TEAMS
• WORK DRIVEN BY
TEAM MEMBERS
• IMPROVED TRUST &
COLLABORATION
THE FIRST WAVE – AGILE TEAMS
@eduagileeleven

10. THE FIRST WAVE
AGILE EDUCATION
@eduagileeleven

11. ag-ile
adjective
“the ability to move quickly and easily”
WHAT IS AGILE?
@eduagileeleven

12. AGILE IS A MINDSET
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals - Collaboration
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
Agile Principles and Values by Jeff Sutherland
@eduagileeleven

13. WHAT IS AGILE?
From the article “What is Agile “by Steve Denning – Image from Ahmed
Sidky
@eduagileeleven

14. THE FIRST WAVE
PURPOSE LED TEAMS
@eduagileeleven

15. VICINITY PURPOSE
@eduagileeleven

16. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

17. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

18. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

19. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

20. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

21. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

22. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

23. INDIVIDUAL TEAMS PURPOSE
@eduagileeleven

24. THE FIRST WAVE
WORK DRIVEN BY THE TEAM
@eduagileeleven

25. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

26. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

27. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

28. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

29. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

30. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

31. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

32. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

33. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

34. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

35. 90 DAYS PRIORATISATION SESSIONS
@eduagileeleven

36. VISUALISATION OF WORK
@eduagileeleven

37. 90 DAYS WALLS – FOR OPERATIONAL TEAMS
@eduagileeleven

38. 90 DAYS WALLS
PEOPLE & CULTURE
@eduagileeleven

39. 90 DAYS WALLS
GROUP STRATEGY
@eduagileeleven

40. 90 DAYS WALLS
SUSTAINABILITY
@eduagileeleven

41. 90 DAYS WALLS
CAPITAL & DEVELOPMENT ACCOUNTING
@eduagileeleven

42. 90 DAYS WALLS
PLANNING & ANALYSIS
@eduagileeleven

43. 90 DAYS WALLS
GOVERNANCE
@eduagileeleven

44. 90 DAYS WALLS
HEALTH & SAFETY
@eduagileeleven

45. 90 DAYS WALLS
LEASING ADMINISTRATION
@eduagileeleven

46. 90 DAYS WALLS
DATA & INSIGHTS
@eduagileeleven

47. 90 DAYS WALLS
TAX TEAM
@eduagileeleven

48. B.A.U. WALLS FOR B.A.U. TEAMS
TALENT ACQUISITION
@eduagileeleven

49. B.A.U. WALLS
P&C SHARED SERVICES
@eduagileeleven

50. B.A.U. WALLS
IT SERVICE DESK
@eduagileeleven

51. B.A.U. WALLS
RETAIL MEDIA
@eduagileeleven

52. B.A.U. WALLS
ACCOUNTS RECEIVABLE
@eduagileeleven

53. B.A.U. WALLS
KEY NATIONAL ACCOUNTS
@eduagileeleven

54. B.A.U. WALLS
SERVICE INCOME TEAM
@eduagileeleven

55. B.A.U. WALLS
FINANCIAL CONTROL OPERATIONS
@eduagileeleven

56. B.A.U. WALLS
ACCOUNTS PAYABLE
@eduagileeleven

57. B.A.U. WALLS
INTERNAL COMMS
@eduagileeleven

58. B.A.U. WALLS
INTERNAL AUDIT
@eduagileeleven

59. B.A.U. WALLS
BUDGET FY18
@eduagileeleven

60. B.A.U. WALLS
REVENUE ADMINISTRATION
@eduagileeleven

61. B.A.U. WALLS
REVENUE ADMINISTRATION
@eduagileeleven

62. THE FIRST WAVE
IMPROVED TRUST AND
COLLABORATION
@eduagileeleven

63. DAILY STAND UPS
@eduagileeleven

64. DAILY STAND UPS
@eduagileeleven

65. DAILY STAND UPS
@eduagileeleven

66. DAILY STAND UPS
@eduagileeleven

67. DAILY STAND UPS
@eduagileeleven

68. DAILY STAND UPS
@eduagileeleven

69. DAILY STAND UPS
@eduagileeleven

70. DAILY STAND UPS
@eduagileeleven

71. DAILY STAND UPS
@eduagileeleven

72. RETROSPECTIVES
@eduagileeleven

73. RETROSPECTIVES
@eduagileeleven

74. RETROSPECTIVES
@eduagileeleven

75. RETROSPECTIVES
@eduagileeleven

76. 100% OF PEOPLE AGREED
COMMUNICATION IMPROVED
92% AGREED COLLABORATION
WITHIN THEIR TEAM IMPROVED
92% AGREED PRODUCTIVITY
IMPROVED
75% AGREED THEY WERE MORE
ENGAGED AT WORK
61% AGREED THERE WAS BETTER
COLLABORATION WITH OTHER
DEPARTMENTS
SOME RESULTS
EXTRACTED FROM A SURVEY TO THE TEAMS
@eduagileeleven

77. THE SECOND WAVE
AGILE AT SCALE
@eduagileeleven

78. • BUILDING A LEAN
CULTURE
• ORGANIC GROWTH
• AGILE (BRAVE)
LEADERSHIP
THE SECOND WAVE – AGILE AT SCALE
@eduagileeleven

79. THE SECOND WAVE
BUILDING A LEAN CULTURE
@eduagileeleven

80. I DON’T MEAN THIS…
@eduagileeleven

81. Build a culture in
your organisation or
team where the
focus of everyone
is on: eliminating
waste, adding value
for the customer
and improving the
flow of work.
“Value is always defined by the customer”…”Any activity that is
unproductive or does not add to the value of product is waste” The Toyota
System
LEAN CULTURE: WASTE, FLOW AND VALUE
@eduagileeleven

82. LEAN CULTURE: SIMPLICITY
BUSINESS MODEL CANVAS
@eduagileeleven

83. LEAN CULTURE: SIMPLICITY
A3 INITITIVES TEMPLATE
@eduagileeleven

84. LEAN CULTURE: CONTINUOUS IMPROVEMENT
IMPROVEMENT KATA MODEL
The Lean Enterprise – Humble, Molesky & O’Reilly
@eduagileeleven

85. LEAN CULTURE: CONTINUOUS IMPROVEMENT
IMPROVEMENT KATA MODEL
@eduagileeleven

86. LEAN CULTURE: CONTINUOUS IMPROVEMENT
IMPROVEMENT KATA MODEL
@eduagileeleven

87. THE SECOND WAVE
ORGANIC GROWTH
@eduagileeleven

88. ORGANIC GROWTH
MEET ANDREW – NORTHLAND SHOPPING CENTRE MANAGER
@eduagileeleven

89. ORGANIC GROWTH
NORTHLAND TRELLO MAINTENANCE BOARD
@eduagileeleven

90. THE SECOND WAVE
AGILE (BRAVE) LEADERSHIP
@eduagileeleven

91. The role of leaders is crucial
to drive an agile
transformation of a team or
organisation; but it requires
the courage to unlearn
Command and Control
management practices and
learn a new way of leading
teams based on a Servant
Leadership style.
“It is amazing what you can accomplish if you do not
care who gets the credit” Henry Truman
AGILE LEADERSHIP
@eduagileeleven

92. Agile leaders have a clear vision
of where they want to go and are
comfortable having a vague plan
on how to get there.
Agile leaders use their strong
communication skils – storytelling
and listening – to inspire, motivate
and share the vision with others.
Agile leaders are willing to take
risks and imperfect actions,
unafraid to admit what they do not
know.
AGILE LEADERSHIP: SETTING THE VISION
@eduagileeleven

93. The primary function of an agile
leader is to nurture culture
through values and develop other
leaders.
An agile leader cultivates a
culture of trust, respect, honesty
and transparency and believes
everyone is already doing their
best.
An agile leader fosters a safe
environment where people are
willing to do the unexpected and
challenge the norm.
AGILE LEADERSHIP: BUILDING THE CULTURE
@eduagileeleven

94. An agile leader adopts and
institutes leadership aimed at
helping people to do a better job.
An agile leader has the ability to
drive, inspire and embrace
change and continuous
improvement.
An agile leader uses lateral
thinking and has the ability to find
innovative ideas and solutions to
problems.
AGILE LEADERSHIP: IMPROVING THE SYSTEM
@eduagileeleven

95. AND THEN THIS HAPPENED…
@eduagileeleven

96. AND THEN THE DIGITAL TEAM LANDED…
@eduagileeleven

97. THE THIRD WAVE
BUSINESS AGILITY
@eduagileeleven

98. • TRUE CUSTOMER FOCUS
• HORIZON BASED PORTFOLIO
MANAGEMENT
THE THIRD WAVE – BUSINESS AGILITY
@eduagileeleven

99. THE THIRD WAVE
TRUE CUSTOMER FOCUS
@eduagileeleven

100. We must shift the focus of
companies back to the
customer and away from
shareholder value.
Companies should place
customers at the center of
the firm and focus on
delighting them, while
earning an acceptable
return for shareholders.
“the only valid purpose of a firm is to create a customer ” Peter Drucker
AVOIDING THE SHAREHOLDER VALUE TRAP
@eduagileeleven

101. Use a Systems
Thinking or a
Design Thinking
approach to the
way you structure
your teams and
organisations
starting with the
customer first
AVOIDING DEPARTMENTAL SILOS
“To manage an organisation as a system means understanding how work
flows from and to the organisation’s customers.” John Seddon
@eduagileeleven

102. VICINITY’S 3RD WAVE
FROM TO
CUSTOMER FOCUSED
SHOPPING CENTRE
LANDLORD
CREATING THE MOST
VALUED RETAIL
EXPERIENCES FOR
CONSUMERS AND
RETAILERSASSET MANAGEMENT INNOVATION
PROJECT LED PRODUCT LED
SHAREHOLDER FOUCUSED
DEPARTAMENTAL SILOS CROSS FUNCTIONAL
SQUADS
@eduagileeleven

103. THE THIRD WAVE
HORIZON BASED PORTFOLIO
MANAGEMENT
@eduagileeleven

104. THE THREE HORIZONS
The Lean Enterprise – Humble, Molesky & O’Reilly
@eduagileeleven

105. WHAT HAS BEEN ACHIEVED?
@eduagileeleven

106. • IMPROVED STAFF ENGAGEMENT
• IMPROVED COLLABORATION
• SUCCESFUL INTEGRATION OF TWO LARGE
ENTERPRISES IN 12 MONTHS
WHAT HAS BEEN ACHIEVED?
@eduagileeleven

107. …AND NOW WHAT?
@eduagileeleven

108. THE THREE WAVES OF AGILE
The three Waves of Agile by Charlie Rudd – Solutions IQ
@eduagileeleven

109. • CONSOLIDATE 3RD
WAVE
• KEEP SUPPORTING
AGILE LEADERSHIP
• PEOPLE & CULTURE
BUSINESS PARTNERS
AS “AGILE
CHAMPIONS”
THE FUTURE
@eduagileeleven

110. WHAT HAVE WE LEARNT?
@eduagileeleven

111. 1. AGILE WORKS AS A CHANGE AGENT AT
ENTREPRISE LEVEL
2. LEAD WITH THE MINDSET
3. ORGANIC APPROACH – NOT TOP DOWN
1. TAILORED APPROACH TO SUIT EACH TEAM’S
NEEDS AND THE BUSINESS
2. GENTLE APPROACH
WHAT HAVE WE LEARNT?
@eduagileeleven

112. BE GENTLE…
@eduagileeleven

113. THANK YOU
Eduardo Nofuentes
The Agile Eleven
www.theagileeleven.com
eduardo@theagileeleven.co
m
Damian Zahra
Vicinity
www.vicinity.com.au
Damian.Zahra@vicinity.com.au
@eduagileeleven