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Business agility
- 2. What is Business Agility? • “Business agility refers to distinct qualities that allow organizations to respond rapidly to changes in the internal and external environment without losing momentum or vision. Adaptability, flexibility and balance are three qualities essential to long-term business agility.” - HR Zone • “Business agility describes the nimbleness of a company; that is, the ability to adapt quickly while empowering everyone associated with the brand. It’s a trait many companies desire, but few possess.” - Forbes https://lh6.ggpht.com/N73qzyBU3IPBizFQQPhbfiX8Bux9q92_X1sAk8y5melx-IaxRSOxqlXWHZgHp5gb9fA=w300 http://www.hrzone.com/hr-glossary/what-is-business-agility https://www.forbes.com/sites/danielnewman/2016/07/12/does-business-agility-depend-on-company-culture/#7e47fff11ff6
- 3. What is Business Agility? • “Business Agility means sensing and responding to customer and market needs with disruptive products and services in an immediate frictionless manner.” – Solutions IQ • It is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration. Business agility can be maintained by adapting goods and services to meet customer demands, adjusting to the changes in a business environment and taking advantage of human resources. “ - Wikipedia http://www.solutionsiq.com/pinning-down-business-agility/ https://en.wikipedia.org/wiki/Business_agility
- 5. Domains of Business Agility • Your Customer is at the heart of the model and shapes your organization. • Surrounding the Customer are the three dimensions – Work – Connections – Mindset • Each of the domains in each of the dimensions are equal, necessary, interrelated, and dependent on each other. • Business agility only emerges when your organization can be agile across all the domains across all facets of your organization.
- 6. Customer • The heart of business agility is the very reason we exist - our Customer. • They provide us with a “Purpose” • Having the customer at the center does not mean the customer is always right – the work we do and the way we work, revolves around them https://www.flashbackdata.com/wp-content/uploads/2010/12/new-customer.jpg
- 8. Technical Agility • Technical practices - Keystone for “being” Agile • Increase quality and throughput, embracing uncertainty and change • Technically Agile work is designed for ambiguity, be customer centric, seamlessly respond to change and promote collaboration • XP, BDD, TDD, DevOps http://www.gmkfreelogos.com/logos/T/img/Technical_Agility.gif
- 9. Process Agility • Agile frameworks and methods - form of agility that most people think when they hear of the term “Agile”. • Focus on outcomes and products over outputs and projects • Methods such as Scrum, Kanban, SAFe, LeSS, DAD operate at this level
- 10. Enterprise Agility • Agility across divisions, departments, the organization and ultimately between organizations. • Enterprise Agility emerges when there is an agile way of working across multiple teams and divisions. • PMO, HR, Sales or Finance departments – which internalizes an Agile mindset. https://www.slideshare.net/kentjmcdonald/the-3ds-of-scaling-do-only-when-needed-decide-wisely-deal-with-dependencies
- 12. Structural Agility • the relationships between individuals, teams & divisions to create an agile organization. • Agile teams are small, cross functional , multi disciplinary teams formed around business outcomes • “Four A’s” - Alignment, Autonomy, Authority, and Accountability • E.g. Squads and Tribes, Teal Organization, Holocracy https://agilevideos.com/wp-content/uploads/2011/11/AGT-001.jpg
- 13. Leadership Agility • The relationship with between individuals and authority within an agile organization. • Start thinking of everyone in the organization as a leader - Servant Leadership • Concept of self-organization - teams or divisions with no managers. https://s-media-cache-ak0.pinimg.com/originals/90/42/bc/9042bceb7bf3e4d0a6c80d13cc055a85.jpg
- 14. Market Agility • The relationship between the organization and the marketplace. • Organization’s capability to survive in an ambiguous and uncertain market. • Key measures of market agility are speed and effectiveness to adapt to competitors and disruptors • Lean Startup, Design thinking, Lean Enterprise are examples
- 18. Learning Mindset • Agile organizations are fundamentally learning organizations at all levels • Ability to experiment, fail fast and recover faster. • Failure should not be seen as making a mistake, but rather as an opportunity to learn. • Use of Feedback loops, such as “Inspect and Adapt”, and practices such as the Retrospectives - towards continuous improvement.
- 19. Collaboration Mindset • The very construct of an Agile organization promotes collaboration and cooperation. • The complexity of collaboration is one of the fundamental reasons teams in an agile organization are kept small. • Decentralized decision making as far as possible • E.g. Social contracts, Pair Programming, Mob Programming
- 20. Ownership Mindset • Take accountability for the quality and success of both the output and outcomes of your work. • About why you are doing the work and making sure that what you produce is fit-for-purpose. • Be willing to collaborate with others; to learn from them, ask for help • Take pride in their work without being arrogant.
- 23. References • http://theagiledirector.com/article/2017/05/25/domain s-of-business-agility-v2/ • https://blog.crisp.se/2012/11/14/henrikkniberg/scaling -agile-at-spotify • http://www.holacracy.org/how-it-works/ • http://modernagile.org/ • Talk on Mindset by Eduardo Briceno https://www.youtube.com/watch?v=pN34FNbOKXc • TED talk on Mindset by Carol Dweck https://www.ted.com/talks/carol_dweck_the_power_of _believing_that_you_can_improve
- 24. Thank you @rsrinath https://in.linkedin.com/in/srinathramakrishnan ramakrishnan.srinath@gmail.com
- 26. Agile HR • Focus on creating valuable employee experience and exceeding expectations • Give people purpose, meaning and context • Create a stimulating work environment and provide necessary tools and access • Build an organization around collaborative teams and motivated people • Ensure continuous learning and exchange ideas, knowledge and information • Care about the happiness health and welfare of your people https://www.slideshare.net/meolesen/agile-leadership-introduction
- 27. Beyond Budgeting