Our Agile Journey

Freya PerezScottish Enterprise

Andy de ValeEmergn

We’ll be sharing some highlights:

• How it all began, getting started and going further• Results and what was going on behind the scenes• Themes and next steps

29 Offices globally13 Offices in Scotland ROI

www.scottish-enterprise.com

Empowering the people behind next-generation business

Our vision

www.emergn.com

Improve the way people work. Forever.

How it all began

Digital Paper

Approval Go!

2013 Nov 2014

Behind the scenes

Of course we need to be Digital, that’s the way the world is going - it has all of our senior support! “

Behind the scenes

Does that mean we’ll need to change? Blimey, that’s not very practical when I’ve got these targets to hit is it?“

Behind the scenes

It is of course essential to our success, I suggest a good place to start is <insert any part of the organisation outside of my control>“

Behind the scenes

We had no operational ‘crisis’ driving us We were responding to requests from

government We knew it was important for our

organisation from the general move to digital

There was a company driver - the driver for individuals was much less clear

Getting Started

The move to action, after all this talk

Start Innovation & Exporting Digital

Teams

2015

VFQ BCS Certification

Early Innovation team results

Wide demand for demos of how we work. CEO and

Chair Sponsorship

All staff showcase

Org Change and decided to grow by adding

more teams

ECP Education starts

Start Innovation & Exporting Digital

Teams

VFQ BCS Certification

Early Innovation team results

Wide demand for demos of how we work. CEO and

Chair Sponsorship

All staff showcase

Org Change and decided to grow by adding

more teams

ECP Education starts

2015

Exporting: successes and failures

Becoming more established with much greater buy-in, digital becoming embedded in overall customer journey, with a backlog of new ideas continually being refined.

Good stakeholder support and participation in Show & Tells etc.

Customers fully involved throughout design and testing.

Full time PO appointed.

A range of new customer services launched.

Innovation: successes and failures

Some great successes early on, with substantial improvements to customer engagement in services that were improved.

But…

Original Product Owner moved into new role. No real buy-in to agile approach, Innovation team not able to supply PO. As a result, team now supports other areas.

Ad hoc requests/demands vs collaborative team working.

Grant Application Failure Rates

85%

25%

Behind the scenes

• Buy InDifficult to get the commitment and buy-in for release of staff to work in persistent cross functional teams, slowing down pace of change and impact achieved

Mind-setAgile and Waterfall ‘rubbing up against each other’, and resistance in some areas to adopt approach

BottlenecksNot yet able to truly influence end-to-end, leading to bottlenecks elsewhere in the business

Platform and Supply ChainLimited internal technical skills and reliance on suppliers leading to blockages; review of contractual relationships, our technical infrastructure and investment in skills development needed

Surprises

Things that Scottish Enterprise learned that we really didn’t expect.

Surprises

Things that made a big impact“I’ve worked in Scottish Enterprise for 10 years.

I now see, this is the first time I’ve really worked in a team.

Surprises

Things that made a big impact“Digital solutions really

impact how everything else works.

To be successful, change must be end-to-end. We need to re-invent how we operate

Surprises

Things that made a big impact“How can the way we’ve been working be so wrong?

Limiting WIP works like magic

Going Further

Growing, and moving from Digital Teams to Service Design.

Contract Management and Inward Investment

Teams

2016

CRM Team

VFQ ECP group

Agreement to change the platform

and supply chain

New Digital Director100 day cycle

& inverted governance

Now

Contract Management and

Inward Investment Teams

2016

CRM Team

VFQ ECP group

Agreement to change the platform

and supply chain

New Digital Director100 day cycle

& inverted governance

Now

Contract Management

Work enabling us to map out end to end delivery for the first time, highlighting where we can improve the flow through technology – and where the issues are human!

Incremental approach to service improvements already delivering great results, reducing cycle time, errors and backlog of demand.

Inward Invesment

It became clear no one owned or even fully understood the full end to end delivery – in the interim, put in place 2 product owners.

Moving to single full time cross functional team, with end to end PO, and senior support.

The Power of NO!

CRM Team

Issues with new CRM system causing huge backlog of demand for small team.

New workflows established to manage demand and team capacity.

Now managing workload more effectively and metrics supporting business case for additional resource.

And the team is much happier!

An agile mind-set starts to spread.

100 day planning cycles; limiting WIP – means we are focusing on a smaller number of ‘priorities’ and getting them done!

Cross-functional teams being spun up to tackle issues/opportunities, e.g. refreshing our corporate messaging

Use of kanban in non-digital areas e.g. comms planning; research; events

Much more collaborative, cross team working

Sharing learning and ideas – Value Flow Quality support and training sessions;

QualityFlowValue

Themes & Next Steps

Surprises

Things that made a big impact“Just start –

start small and learn

Surprises

Things that made a big impact“Don’t

underestimate the power of teams

Surprises

Things that made a big impact“The difference between

Digital Solutions and Digital Transformation is end-to-end change

Surprises

Things that made a big impact“Make

Transformation Incremental

Surprises

Things that made a big impact“Build momentum

around motivated people

Next steps – Nov 2016 and beyond

Accelerate ChangeNew Director of Digital accelerating change

Platform and Supply ChainPut in place new technology and supplier eco-system

Product Management - Review of organisational approach to product development- Establishing more senior staff in PO roles, with end-to-end remits- Yet MORE customer involvement

Thank you

freya.perez@scotent.co.ukandy.devale@emergn.com