AGILE TRANSFORMATION:DIFFERENCE BETWEENSUCCESS AND FAILURE

Sunil MundraPrincipal Consultant

• What Is Agile Transformation• Case Study: Not Successful

Transformation• Case Study: Successful

Transformation• Key Takeaways• Q&A

OUTLINE

• Adoption• Transformation• Change

WHAT IS THE DIFFERENCE?

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

CHANGE VS. TRANSFORMATION

Change Transformation

Subscribes to Vision Prescribes VisionFixes the Past and Current

Creates the Future

Driven by Tactics Driven by StrategyFocus on Methods & Processes

Focus on Mindsets and Beliefs

External Influence is High External Influence is Minimal

NOT SUCCESSFUL TRANSFORMATION

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

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

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

SUCCESSFUL TRANSFORMATION

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

SUCCESS FACTORS

Solid Foundation Through Agile Adoption•Business and IT Collaboration

•Engineering Practices

•Culture of Learning and Continuous Improvement

SUCCESS FACTORS

Transformation Strategy•Define Target State and identify gaps with Current State

•Define the Scaling Approach

•Create Internal Champions

SUCCESS FACTORS

Change Management•Create Shared Vision

•Provide extensive Training and Coaching

•Relentless Focus on Mindset Change

SUCCESS FACTORS

Encourage Right Behaviours•Align KPIs

•Accountability at Team level

•Communities of Practice

SUCCESS FACTORS

Org. Level Changes•HR Policies

•Transition Middle Managers

•Agile Friendly Infrastructure

KEY TAKEAWAYS

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

THANK YOUsunilrm@thoughtworks.com

www.linkedin.com/in/sunilmundrasuniltalksagile.wordpress.com

@sunil_mundra

QUESTIONS?sunilrm@thoughtworks.com

www.linkedin.com/in/sunilmundrasuniltalksagile.wordpress.com

@sunil_mundra