So what do we consider an Agile organisation to be?

Adaptable

Flexible and able to change direction to meet customers needs

Non-hierarchical

Cohesive and aligned from the CEO to the newest starter

So why do organisations in particular those seeking scalability at an enterprise level find it hard to transform themselves in to an agile organisation?

Strategy / Vision

SBU Portfolios

Local

Portfolios

Project/

Program

Release

Timebox/

Sprint

Day

They seek excellence in all they do

Governance and control is to support the long term transformation and ensure continued business value

The culture is open, based on collaboration and where it is safe to express ideas and opinions. Positive and constructive challenge is welcomed.

Continuous learning and development is intrinsic and based on learnings both positive and negative.

Common goals with strong leadership who emboldens the values of agile.

9

An agile business responds quickly and effectively to opportunities and threats found across its internal and external environments

The key to business agility is the inspirational leadership of collaboratively autonomous teams, committed to the customers needs

This provides the essential core of a culturally fit business

An agile organisation is different to Agile delivery

What does OUR agile organisation look like?

How do we transform OUR people, who demographically and socially diverse?

How do we find the right balance between this cultural transformation and delivering critical initiatives

4 typical states of agility

Confused Interested

Determined Happy

Lack of belief in Agile

Fear of change

No transformational leadership

Culture

Conflicting demands within the organisation

Lack of skills

Its an IT process the business doesn’t need to change.