Stories from the Frontlines of Agile and Digital Transformations. SXSW 2019 Panel Picker Submission. The experience age is here to stay, and now it will be bolstered by deep learning. Customers have high expectations— intelligent, personal, relentlessly relevant, connected, and consensual experiences. To create living and breathing brand systems that learn and evolve at scale, transformations must be led by customer-centred design and enabled by Agile principles and engineering. Copying Silicon Valley unicorns is not enough. A new breed of C-suite digital leaders is emerging; their capabilities are both broad and deep. In this session, we will cover the history and the current state of Agile and Digital Transformations using real stories. We will then talk about the new strategies and capabilities required to drive Agility in the large corporate businesses. Paper available here: https://medium.com/@inesalmeida/scaling-agile-is-not-the-path-to-business-agility-4ed1ed8465b6

1. Scaling Agile is not the
Path to Business Agility
Stories from the Frontlines of Agile and Digital Transformations.
2019

2. The Panel
Harriet Wakelam
DIRECTOR DESIGN
CENTRE
Inês Almeida
CHIEF TRANSFORMATION
OFFICER
Dennise Openshaw
CHIEF INFORMATION
OFFICER
Keith Dodds
DIRECTOR BUSINESS
CONSULTING
Business growth and
transformation
through the
establishment of best-
in-class software
delivery functions,
across multiple sectors.
Sustained business
growth and agility
through enterprise-
wide, customer-
centred transformation
and product
innovation.
Leading the practice of
design to build
beautiful customer
experiences and help
reinvent the insurance
needed for tomorrow.
Advising clients on
business model agility,
new management
systems, and
service/product design
for the digital era.

3. Panel Structure.
01. About Us
02. A Brief History of Enterprise Transformations—
Agile and Digital.
03. The New Landscape—Customer Expectations
and Technology Advancements.
04. Beyond Agile. The New Blueprint for
Enterprise Agility.

4. Scaling Agile is not the Path to
Business Agility
Problem Statement.

5. Business Agility.
The enterprise pursues business
agility by embarking on Agile,
digitisation, and technology
innovation initiatives.
These transformations copy the
strategies, processes, and
operating structures of Tech
companies and Silicon Valley
unicorns. Driving Business Agility
in the large corporate business
is more complicated than that.

6. Stories from the Frontlines of Agile and
Digital Transformations.
In this session, we will cover the history and the current state of Agile and
Digital Transformations using real stories. We will then talk about the new
strategies and capabilities required to drive Agility in the large corporate
businesses.

7. The New Blueprint for
Enterprise Agility.
10 Quote Teaser.

8. When companies get where they’re sort of living by
so-called making the numbers, they do a lot of
things that are really counter to the long-term
interest of the business.
Warren Buffet.Warren Buffet andJamie Dimon join forcestoconvince
CEOs toend quarterly profit forecasts. CNBC

9. The challenges of digital transformation are not
insignificant, but neither is the promise. Although
there’s no map for a digital journey that every
company can follow, understanding where you are
and where you want to go can help you identify the
right person to guide you.
The NewClass ofDigitalLeaders. Pierre Peladau, MathiasHerzog, and
OlafAcker.

10. How can we use AI to make things better for
humans? Combining data, design, and machine
learning to build intelligent products and services
that improve people’s lives.
IDEO

11. Data science isn’t woven into our culture; it is our
culture. We started with it at the heart of the
business, rather than adding it to a traditional
organizational structure, and built the company’s
algorithms around our clients and their needs.
KatrinaLake, CEO, Stitch Fix.HBR, May 2018

12. Design-driven companies have outperformed the
S&P index by 219% over 10 years.
Design Management Institute

13. We’re seeing increasing demand for products to be
delivered and scaled fast, and this need for speed is crippling
the creativity of the design process. The result is products
being delivered to market quickly (perhaps using respected
Agile processes), but that sometimes lack simplicity,
elegance, personality and — ultimately — craft, all of which
should be significant selling points of design.
FJORD Trends 2018.

14. Our goal should not be productivity, but to “Design
and deploy a great customer experience quickly —
again and again over time.”
Jim Highsmith, Velocity is Killing Agility, 2011

15. Relentlessly relevant brands consistently inspire us
and move us to action. They make smart, bold
moves that amaze customers, push competitors
out of consideration, and – at times – define entirely
new categories and markets.
Prophet

16. Hierarchies are often seen as obstacles to
innovation. However, a growing body of research
shows that the right kind of hierarchy can help
teams become better innovators and learners.
The Truth About Hierarchy, MIT Sloan, Dec 2017

17. Leadership requires two things: a vision of the world
that does not yet exist and the ability to
communicate it.
Simon Sinek, Start with the Why: How Great Leaders Inspire
Everyone to Take Action

18. Join us.
We’d love to continue the conversation at
SXSW 2019.
2019