The agile enterprise - Digital Transformation as a practical application

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27.10.2016 / T3CON 2016 / Munich
Patrick Lobacher
www.pluswerk.ag
The agile enterprise
Digital Transformation as a
practical application

+Pluswerk AG
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Your Partner for the Digital Transformation
27.10.2016 | The agile enterprise | T3CON16

+Pluswerk AG in a nutshell
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• Founded 2010 (as legal unit, predecessor since over 20 years)
• More than 130 employees at more than 10 locations in
Germany, Poland, South Africa and Rumania
• Specialized in complex and sophisticated solutions in the area
of the “Digital Transformation”
• Our core values:
• Based on partnership
• Passionate
• Recoverable & Qualitative
• Creative & Innovative
Patrick Lobacher
Chairman of the board

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+Pluswerk AG - Fullservice Agency for the Digital Transformation
Consulting Agency Systems House

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Innovations
Design Thinking
Lean Startup
Lego Serious Play
Business Model Canvas
Value Proposition Design
Lean Canvas
Objectives & Key Results
4DX
Working Out Loud
New Work
Management 3.0
Team-Development
Leadership Coaching
Organizational Consulting
Process Consulting
Change Management
(Large Group) Moderation
IT-Consulting
Project Management
Agile / Lean
People Processes

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References

What the hell
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is an agile enterprise at all?

Agile Enterprise?
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“Agile Enterprise” is for sure just
another member of the
“Bullshit Bingo Hall of Fame”
?

Agile Enterprise?
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The Problem with BuzzWords are:
“We need them to get attraction to a
topic and they always reflect an
important aspect of our live.”

Today tools, like Waterfall, MbO, ...
Tools like Scrum, OKR, ...
Started 1993 (1989)

Complicated
Task is calculated
Knowledge
Waterfall planning
Just one try

Complex
Skills
Small iterations
On-going corrections
Learn from mistakes

Enterprises are “complex” as well
Employees are complex as…
Markets are complex…
Structures are…
Dynamics…
...

Everything is getting
more and more
unpredictable

1826.10.2016 | Objectives & Key Results | OKR
more

Agile & Lean
● Value based (Focus, Openness, Courage, Commitment, …)
● Teamwork
● Feedback
● Iterations & Increments
● Continuous Improvement
● Avoidance of waste
● Leadership (instead of Management)

The enterprise stack
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Which is the DNA of todays enterprises?

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Culture Top Down, C&C, Family/Performance/...
Strategy Annual static planning
Goals Cascading (waterfall) goals
Tactics (Products / Prozesses) Planning
Operations Waterfall development
The traditional stack
27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro

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Culture Top Down, C&C, Family/Performance/...
Strategy Anual static planning
Tactics (Products / Prozesses) Planning
Operations Agile development
Half-baked agility - Level 1
Waterfall legacy

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Culture “Agile Culture”
Tactics (Products / Prozesses) Lean Startup, Lean Production, ...
Waterfall legacy

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Waterfall legacy

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Strategy Data driven, Iterative, Hypothesis validation
Waterfall legacy

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Goals OKR (Goal Agility)
Full-stack agility

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Culture 7As of Culture
Goals OKR (Goal Agility)
Full-stack agility

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Agility Iterative, incremental, fast feedback
Agnosticism Data driven, hypothesis validation, experiments
Asymmetry Power Laws, Moonshots, 10x Talent
Autonomy Self-managed teams that question “orders”
Alignment 360º Alignment, continuous feedback
Accountability Focus on delivering value
Authenticity Purpose, consistent values
Full-stack agility - 7As of Culture

Digital Maturity Level
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How “digital” is my enterprise?

Digitale Transformation / Digitalization
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Legacy
Company
complicated
hierarchical
management
processes
knowledge
formal
rigid
...
Digital
Company
complex
network
leadership
people
skills
dynamic
agile
...
Planning, management, optimization and implementation of the
company’s value-added chain in the digital age
Agile / Lean
Scrum
Kanban
Design Thinking / LSP
Lean Startup
OKR / 4DX
Management 3.0
...
Digital Business Transformation

No. Dimension Description Example(s)
1 Strategy Digital strategy of the
company
Digital Roadmap
2 Leadership Management, CxO, Roles CIO, Servant
Leader, Agile
Coaches, ...
3 People Human Ressources, Goal
Management, HR
Development, …
OKR, 4DX, WOL, ...
4 Culture Culture & Culture Development Values, Mission
Statement, ...
5 Processes Process and their execution Scrum, Kanban, ...
6 Products Produkte,
Innovationsfähigkeit,
Geschäftsmodelle
IoT, Industrie 4.0,
Lean Startup
7 Technology In- and Out-Side Software, Cloud, ...
8 Data Data Management Big Data,
Personalization, ...
9 Customer Customer Focus Social Media, ...
10 Governance Execution of the digital
strategy
Sustainability

OKR
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Objectives & Key Results

OKR
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DML: 1 Strategy | 2 Leadership | 3 People | 4 Culture | 5 Processes
“OKRs stands for Objectives and Key Results. It is a method of defining and
tracking objectives and their outcomes.
Its main goal is to connect company, team and personal objectives to
measurable results, making people move together in the right direction - the
mission statement of the company.”

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The OKR cycle
Mission
statement
(MSC)
Moals OKR ZyklusOKR
Planning
Weekly
OKR
OKR
Review
Retros-
pektive
OKR-List
OKR
Master
Standard OKR
Extension by pluswerk:consulting
3 - 10 years 1 year
3-4 months

OKR - Examples
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• Company OKR: “Reach Top Quality” (O)
• Less than 3 escalations per Months: Oct / Nov / Dec (KR)
• 16 positive customer feedbacks (KR)
• Add at least 10 pages of documentation per month: Oct / Nov / Dez (KR)

Design Thinking
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Creative Solutions

Design Thinking
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DML: 1 Strategy | 3 People | 4 Culture | 5 Processes | 6 Products | 9 Customer
• Design Thinking has become more than just a creative process.
•
• What was originally intended as an innovation method for products and
services in Stanford, has advanced to a completely new way of seeing
people in relation to work, of imagining the concept of work and of posing
questions about how we want to live, learn, and work in the 21st century.

Design Thinking

Lean Startup
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Entrepreneurship

Lean Startup
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DML: 1 Strategy | 3 People | 5 Processes | 6 Products | 7 Technology |9 Customer
• “The Lean Startup method
teaches you how to drive a
startup - how to steer, when
to turn, and when to persevere
- and grow a business with
maximum acceleration.”

Management 3.0
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New ways

Management 3.0
DML:
1 Strategy
2 Culture
3 People
4 Culture
5 Processes
10 Governance
by Jurgen Appelo

Management 3.0
4527.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo

Management 3.0
4627.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo

Even more tools
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for mastering the digital transformation

More tools
Scrum
Kanban
New WorkHolocracy
4DX
Lego Serious Play
Servant Leadership
Complexitools
And many more...
Technology & Concepts
(like IoT, VR, AR, SH, …)
Big Data
Customer Centricity
Network-Tools
Agile
Lean (Thinking/Production/Management)
Google Sprint
XP
Culture Profile Indicator

Don’t
use
the
“old”
Tools!!
4927.10.2016 | The agile enterprise | T3CON16 Source Internet

Size of “Digital Transformation”

Next steps
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to start with the “Agile Enterprise”

Be courages and curious and…
try, try try,...
and fail (perhaps) and learn

Thank you very much!
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pluswerk.ag

Contact
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Christian Jacob
christian.jacob@pluswerk.ag
+49 89 130 145 22
Patrick Lobacher
patrick.lobacher@pluswerk.ag
+49 89 130 145 20
Magnus Schubert
magnus.schubert@pluswerk.ag
+49 2204 842662
pluswerk:okr
+Pluswerk AG
Wilhelm Hale Str. 53
80639 München
T: +49 89 130 145 0
F: +49 89 130 145 10
info@pluswerk.ag
www.okr-beratung.de
www.pluswerk.ag

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+Pluswerk AG - Fullservice Agency for Digital Transformation
Strategy Consulting Digital Technology Operations
Digitalization / Digital Transformation
Hosting
Editorial
Content
Operations
OKR / New Work
(Digital) Leadership / Management 3.0
Agile / Lean / Innovation Mgt.
Digital Vision
Coaching / Sparing
PM / Consulting
Digital Agency
CMS / CRM / PIM
E-Commerce
IoT
CI / CD / Cloud
Systemdevelopmen
t
Systemintegration

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