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Leading enterprise agile transformation

In today’s digitally disruptive world, traditional business models are being made redundant and new ones are taking market share with never-before-seen customer experiences created by innovative products and services. 

Agile, a term with origins in software development is therefore increasingly becoming a core competency for organisations to enable them to effectively implement future-proof strategies.

It is no surprise therefore, that the number of organisations embarking on their transformations is growing year-on-year with Senior Executives challenged with identifying the secret for success. The Transformation Playbook approach is introduced as a competency and practice-based solution.  

Reframing Agile  

Agile is not a tool process or methodology. It is, and always has been, integral to  organisational culture and mindset. However, sometimes  the essence of this is often  lost so it is key to reframe Agile as a capability to empower change. Agile specialist, Parikshit Basrur, introduces us to the template-based approach to apply a set of competencies and practices that not only start rapid transformation but also build this as a scalable and sustainable capability for organisations, big and small, to adopt as part their DNA.      

The Transformation Playbook 

1. Key drivers 

These identify why ‘Agile’ is important to you and the organisation. What does it really mean? How do you build desire to change? This template presents a set of keywords and principles to guide the strategy and provide direction for your transformation to grow as a strategy.

2. Tailor-made approach

This is the ‘why,  the ‘who’ and the ‘what’ based on your level of influence and therefore, transformation within your organisation. Which of the  four levels of transformation are you operating at? It is organisation, portfolio, project or product? 

3. Enterprise Agile Transformation Model

This is unique, as is your organisation and your business problem and is made up of your key drivers, capabilities, influencers and approach. Identify the capability areas to build on and the team that you need to achieve them.   

4. Business benefits 

It requires rethinking rather than  traditional management which requires external and observed measures. This approach enables you to think differently by defining new ways for business benefits that will impact you as well as your organisation – for example, are teams happier and having fun? If yes/no then why?  

5. Continuous improvement 

It should be embedded within your culture. Is Agile improving your quality of life at work? If not, what do you need to do differently? Which of the enablers listed need to be reapplied?  Is it related to the process, tools, frameworks or methodologies? How do you make continuous change part of your culture? 

Parikshit comments: Organisations are living, not made of brick and mortar, they are made of people. Hence, transformation is a natural, organic process that  is created by behaviours and the culture within an organisation.

The Agile journey is unique to your organisation. In light of this evidence, ask yourself if it makes sense to use the same cookie-cutter approach that is being applied elsewhere? Pick up the Transformation Playbook, use this as a workshop within your organisation and create your own future – and most importantly, have fun. 

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