Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
4. 4
ADOPTION VS. TRANSFORMATION
Adoption Transformation
Emphasis on Practices Emphasis on Values and
Principles
Typically covers a part of
the Organization
Covers the entire
Organization
Focus in on ‘What You Do’ Focus is on ‘Who You Are’
Level of Disruption is
relatively Low
Level of Disruption Is
relatively High
Limited Impact on
Business Outcomes
Maximum Impact on
Business Outcomes
5. 5
CHANGE VS. TRANSFORMATION
Change Transformation
Subscribes to Vision Prescribes Vision
Fixes the Past and Current Creates the Future
Driven by Tactics Driven by Strategy
Focus on Methods &
Processes
Focus on Mindsets and
Beliefs
External Influence is High External Influence is
Minimal
7. Health Care division of a Global Engineering
Conglomerate, dealing in Medical Imaging
Product
Product created initially with small hospitals as
target. Strategy modified to cater to large
hospitals as well
Senior Management mindset oriented towards
traditional engineering
Development Team was offshore
ORG. CONTEXT
8. Challenges, post change in Strategy
‘Flood’ of new requirements
Large and Unprioritized Backlog
Delivery not aligned with Business needs,
therefore Business unable to keep up with
competition
Excessive focus on speed of delivery resulted in
high tech debt and therefore poor quality
Vicious circle of Unhappy Business and
Demotivated IT
ORG. CONTEXT
9. Inadequate Buy-in by Leadership
Poor Collaboration between Business and
IT
Local Optimization
Lack of Engineering Practices
Focus on merely ‘Doing’ Agile, and not on
‘Being’ Agile
TRANSFORMATION CHALLENGES
11. Insurance division of a large financial
conglomerate
Acquired another company twice it’s size
Business started breaking down due to
Misalignment between Products
Disconnect in IT Applications
Differences in Culture
A ‘Courageous Leader’ launches Agile
Transformation
Transformation Period: Approx. 5 years
ORG. CONTEXT
12. SUCCESS FACTORS
Solid Foundation Through
Agile Adoption
•Business and IT Collaboration
•Engineering Practices
•Culture of Learning and Continuous
Improvement
18. KEY TAKEAWAYS
• Leaders Transform First
• Focus on ‘Being’ Agile
• It’s a Long and Tough journey.
Be Patient and Persistent
• Introduce Change Management
ASAP
• Adopt Systems Thinking
Approach