The Case for Business Agility - Agile on the Beach€¦ · agilebusiness.org | @Agile_Biz Way to...

The Case for

Business Agility

Agile on the Beach | July 2018

Jenny Bailey | Ady Dike

agilebusiness.org | @Agile_Biz

Jenny Bailey

➢ Spokesperson

➢ Webinar host

➢ Organiser: Agile Business Conference

- World’s longest running Agile conference ➢ AgilePM® Practitioner


Agile Business Consortium


Agile Business Consortium

Leading, promoting and enabling

Business Agility worldwide


What is Business Agility

5

Adoption and evolution of

values, behaviours and

capabilities that enable

businesses and individuals

to be more adaptive ,

creative and resilient in

turbulent times


New research into Business Agility

➢Strategic agility – MIT research shows Agile firms grew revenue 37% faster and generated 30% higher profits than non Agile companies

➢Employee engagement - Businesses focused on passion and purpose outperformed S&P 500 companies by a factor of 14 times over a 15 year period

➢ Innovation - Google’s new products such as Gmail have been powered by the 20% time concept (choosing their own projects to work on)


Way to improve Strategic Agility

➢ Recognise the need for certainty be explaining the strategy rationale

➢ Use storytelling to help people to imagine their part in a new way of things

➢ Create a feedback channel for responses, comments concerns

➢ Plan for short-term horizons so that strategy can adjust to market conditions

➢Allow decisions to be made quickly by those closest to the problems


Ways to improve Employee Engagement

➢Communicate the values and emotions that drive the business

➢Make information easy to absorb through brevity and visualization

➢Establish a common language and commonality to avoid ambiguity

➢ Invite and act on meaningful feedback, creating a safe environment for feedback as a source of personal growth

➢Devolve power and authority to energise and motivate people and to model desirable responses and behaviours in an open and visible way


Ways to improve Innovation

➢Recognise that in more unpredictable environments there is greater reliance on collaboration and iterative evolution

➢Set up an empowering form of leadership that sets the goals and then get out of the way

➢Create enough control and governance so that people can respond whilst staying true to the vision

➢Wrap the organisation around a focus on the customer experience

➢Communicate and collaborate with the customer frequently


➢ Worked in a combination of strategic and operational roles for startups and established businesses

➢ Worked up to Director level in NHS and Charity sectors

➢ Throughout career working for the Charity and private sector, applied Agile principles and leadership methods

➢ Current role with Agile Business Consortium, Consultant who is managing Consortium’ Digital Transformation programme delivery

➢ Currently pursuing an Agile Leadership 360 Degree coaching qualification

➢ Soccer mom of two goalies who play for Tottenham Hot Spurs

Introduction

10


Strategic AgilityProduct Management

11

Insight Driven with Experimentation

• Flexible +Fast

• Agile

• Involves Community

• Allows for GTM

• Knowledge-driven product development


Strategic AgilityBeyond Budgeting

➢ ABC no longer uses a budget

➢ BB is an alternative to traditional

command and control budgeting

➢ Quarterly forecasts for FY

➢ Forecasts linked to key initiatives

and products

➢ Results not financial targets

➢ Alternative measures

12


InnovationCRM

Lead Conversions

and member

upgrades

Campaign

Management

Partner and

Membership

Engagement

Decrease

CostsGrow

Revenue

Be

ne

fits

Imp

rov

eLook and

Feel

Customer

Insight

Member and

Partner Journey

13


InnovationAgileDS™ Certification

14

Positioning the

project in the

portfolio

Initial project shaping and

tentative schedule

Strategy for iterative development with integrated

testing

Strategy for deployment

Clarity on timescale and costs

Planning time boxes

Refining delivery planPlanning of incremental releases

Planning for benefits realisation


VUCA

15


Employee EngagementAgilePM framework

➢ AgilePM® - leading AgilePM certification

(> 85,000 exams worldwide)

➢ Teamwork based on trust transparency

➢ Facilitated workshops

➢ Demos

➢ Retrospectives

16


Employee EngagementOrganisational Communication

➢ Transparency vs information overload

➢ Slack

• a collaboration tool

• Channels around focus areas

• Most channels are open

• Daily stand ups

➢ Board team strategy meetings

➢ Weekly pulse calls

17


Conclusion

➢ We are great at change

➢ Having the right culture and leadership is key

• Open door policy

• Transparency

• Right systems,

• Value of experimentation

➢ Having the right systems and platforms in place is key to business agility

➢ Enhanced business agility can result in increased revenue

➢ Making staff feel valued is key securing team engagement and creates the environment for greater creativity and therefore innovation

18

@Agile_Biz

agilebusiness.org

• [email protected]

• [email protected]

• The Case for Business Agility White Paper can be found in the news item on our website

• Currently in Beta – awaiting your feedback

Thank you

mailto:[email protected]

mailto:[email protected]

The Case for Business Agility - Agile on the Beach€¦ · agilebusiness.org | @Agile_Biz Way to...

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