Transforming the enterprise - The Vicinity Agile Journey
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Transcript of Transforming the enterprise - The Vicinity Agile Journey
AGILE
TRANSFORMING THE ENTERPRISETHE VICINITY AGILE JOURNEY
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THANK YOU 1st CONFERENCE@eduagileeleven
ABOUT USEDUARDO NOFUENTES
Lean and Agile Coach | Founder @ The Agile Contact Centre | Founding Partner @ The Agile Eleven
DAMIANZAHRAGeneral Manager People & Culture @ Vicinity Centres
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ABOUT VICINITY
Vicinity was created through the merger of two of Australias major retail property groups, Federation Centres and Novion Property Group in June 2015
Vicinity is a top 30 ASX listed business
Vicinity own approximately $14.9 billion in retails assets and manage some $24.5 billion in assets across 91 propertys under management
Assets like Chadstone, Emporium. Chatswood Chase and DFO to name a few
Employ approximately 1,300 people across the business
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The transformation was led by the People & Culture Team and endorsed by the EGM of People & Culture, Marketing and Digital.
Agile ways of working was one of the leavers in the Culture Roadmap.
So we started working with the People and Culture Team and Marketing Teams.
HOW EVERYTHING STARTED
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EARLY OBSERVATIONS
Lack of TRUST in teams due to merger
COMMAND and CONTROL management approach
Everyone was working on the SHORT TERM
or in other wordsTHE SAME AS 95% OF WORKPLACES IN THE WORLD@eduagileeleven
THE THREE WAVES OF AGILEThe three Waves of Agile by Charlie Rudd Solutions IQ
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THE FIRST WAVE
AGILE TEAMS@eduagileeleven
AGILE EDUCATION
PURPOSE LED TEAMS
WORK DRIVEN BY TEAM MEMBERS
IMPROVED TRUST & COLLABORATION
THE FIRST WAVE AGILE TEAMS
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THE FIRST WAVE
AGILE EDUCATION@eduagileeleven
ag-ileadjective
the ability to move quickly and easilyWHAT IS AGILE?
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AGILE IS A MINDSETRespect for the worth of every person
Truth in every communication
Transparency of all data, actions, and decisions
Trust that each person will support the team
Commitment to the team and to the teams goals - CollaborationKEY BEHAVIOURS THAT ENABLE THE AGILE MINDSETAgile Principles and Values by Jeff Sutherland
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WHAT IS AGILE?
From the article What is Agile by Steve Denning Image from Ahmed Sidky
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THE FIRST WAVE
PURPOSE LED TEAMS@eduagileeleven
VICINITY PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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INDIVIDUAL TEAMS PURPOSE
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THE FIRST WAVE
WORK DRIVEN BY THE TEAM@eduagileeleven
90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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90 DAYS PRIORATISATION SESSIONS
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VISUALISATION OF WORK
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90 DAYS WALLS FOR OPERATIONAL TEAMS
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90 DAYS WALLS
PEOPLE & CULTURE@eduagileeleven
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90 DAYS WALLS
GROUP STRATEGY
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90 DAYS WALLS
SUSTAINABILITY
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90 DAYS WALLS
CAPITAL & DEVELOPMENT ACCOUNTING@eduagileeleven
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90 DAYS WALLS
PLANNING & ANALYSIS
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90 DAYS WALLS
GOVERNANCE@eduagileeleven
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90 DAYS WALLS
HEALTH & SAFETY@eduagileeleven
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90 DAYS WALLS
LEASING ADMINISTRATION@eduagileeleven
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90 DAYS WALLS
DATA & INSIGHTS
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90 DAYS WALLS
TAX TEAM@eduagileeleven
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B.A.U. WALLS FOR B.A.U. TEAMS
TALENT ACQUISITION@eduagileeleven
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B.A.U. WALLS
P&C SHARED SERVICES@eduagileeleven
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B.A.U. WALLS
IT SERVICE DESK@eduagileeleven
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B.A.U. WALLS
RETAIL MEDIA@eduagileeleven
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B.A.U. WALLS
ACCOUNTS RECEIVABLE@eduagileeleven
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B.A.U. WALLS
KEY NATIONAL ACCOUNTS@eduagileeleven
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B.A.U. WALLS
SERVICE INCOME TEAM@eduagileeleven
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B.A.U. WALLS
FINANCIAL CONTROL OPERATIONS@eduagileeleven
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B.A.U. WALLS
ACCOUNTS PAYABLE@eduagileeleven
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B.A.U. WALLS
INTERNAL COMMS
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B.A.U. WALLS
INTERNAL AUDIT@eduagileeleven
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B.A.U. WALLS
BUDGET FY18
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B.A.U. WALLS
REVENUE ADMINISTRATION
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B.A.U. WALLS
REVENUE ADMINISTRATION
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THE FIRST WAVE
IMPROVED TRUST AND COLLABORATION@eduagileeleven
DAILY STAND UPS
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DAILY STAND UPS
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DAILY STAND UPS
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DAILY STAND UPS
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DAILY STAND UPS
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DAILY STAND UPS
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DAILY STAND UPS
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DAILY STAND UPS
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DAILY STAND UPS
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RETROSPECTIVES
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RETROSPECTIVES
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RETROSPECTIVES
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RETROSPECTIVES
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100% OF PEOPLE AGREED COMMUNICATION IMPROVED
92% AGREED COLLABORATION WITHIN THEIR TEAM IMPROVED
92% AGREED PRODUCTIVITY IMPROVED
75% AGREED THEY WERE MORE ENGAGED AT WORK
61% AGREED THERE WAS BETTER COLLABORATION WITH OTHER DEPARTMENTSSOME RESULTS
EXTRACTED FROM A SURVEY TO THE TEAMS
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THE SECOND WAVE
AGILE AT SCALE@eduagileeleven
BUILDING A LEAN CULTURE
ORGANIC GROWTH
AGILE (BRAVE) LEADERSHIP
THE SECOND WAVE AGILE AT SCALE
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THE SECOND WAVE
BUILDING A LEAN CULTURE@eduagileeleven
I DONT MEAN THIS
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Build a culture in your organisation or team where the focus of everyone is on: eliminating waste, adding value for the customer and improving the flow of work.Value is always defined by the customerAny activity that is unproductive or does not add to the value of product is waste The Toyota SystemLEAN CULTURE: WASTE, FLOW AND VALUE
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LEAN CULTURE: SIMPLICITY
BUSINESS MODEL CANVAS
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LEAN CULTURE: SIMPLICITY
A3 INITITIVES TEMPLATE
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LEAN CULTURE: CONTINUOUS IMPROVEMENT
IMPROVEMENT KATA MODELThe Lean Enterprise Humble, Molesky & OReilly@eduagileeleven
LEAN CULTURE: CONTINUOUS IMPROVEMENT
IMPROVEMENT KATA MODEL
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LEAN CULTURE: CONTINUOUS IMPROVEMENT
IMPROVEMENT KATA MODEL
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THE SECOND WAVE
ORGANIC GROWTH@eduagileeleven
ORGANIC GROWTH
MEET ANDREW NORTHLAND SHOPPING CENTRE MANAGER@eduagileeleven
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ORGANIC GROWTH
NORTHLAND TRELLO MAINTENANCE BOARD@eduagileeleven
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THE SECOND WAVE
AGILE (BRAVE) LEADERSHIP@eduagileeleven
The role of leaders is crucial to drive an agile transformation of a team or organisation; but it requires the courage to unlearn Command and Control management practices and learn a new way of leading teams based on a Servant Leadership style. It is amazing what you can accomplish if you do not care who gets the credit Henry TrumanAGILE LEADERSHIP
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Agile leaders have a clear vision of where they want to go and are comfortable having a vague plan on how to get there.
Agile leaders use their strong communication skils storytelling and listening to inspire, motivate and share the vision with others.
Agile leaders are willing to take risks and imperfect actions, unafraid to admit what they do not know.
AGILE LEADERSHIP: SETTING THE VISION
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The primary function of an agile leader is to nurture culture through values and develop other leaders.
An agile leader cultivates a culture of trust, respect, honesty and transparency and believes everyone is already doing their best.
An agile leader fosters a safe environment where people are willing to do the unexpected and challenge the norm.
AGILE LEADERSHIP: BUILDING THE CULTURE
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An agile leader adopts and institutes leadership aimed at helping people to do a better job.
An agile leader has the ability to drive, inspire and embrace change and continuous improvement.
An agile leader uses lateral thinking and has the ability to find innovative ideas and solutions to problems.
AGILE LEADERSHIP: IMPROVING THE SYSTEM
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AND THEN THIS HAPPENED
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AND THEN THE DIGITAL TEAM LANDED
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THE THIRD WAVE
BUSINESS AGILITY@eduagileeleven
TRUE CUSTOMER FOCUS
HORIZON BASED PORTFOLIO MANAGEMENT
THE THIRD WAVE BUSINESS AGILITY
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THE THIRD WAVE
TRUE CUSTOMER FOCUS@eduagileeleven
We must shift the focus of companies back to the customer and away from shareholder value. Companies should place customers at the center of the firm and focus on delighting them, while earning an acceptable return for shareholders.the only valid purpose of a firm is to create a customer Peter DruckerAVOIDING THE SHAREHOLDER VALUE TRAP
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Use a Systems Thinking or a Design Thinking approach to the way you structure your teams and organisations starting with the customer firstAVOIDING DEPARTMENTAL SILOS
To manage an organisation as a system means understanding how work flows from and to the organisations customers. John Seddon
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VICINITYS 3RD WAVE
FROMTOCUSTOMER FOCUSEDSHOPPING CENTRE LANDLORD CREATING THE MOST VALUED RETAIL EXPERIENCES FOR CONSUMERS AND RETAILERSASSET MANAGEMENT INNOVATIONPROJECT LED PRODUCT LED SHAREHOLDER FOUCUSEDDEPARTAMENTAL SILOSCROSS FUNCTIONAL SQUADS@eduagileeleven
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THE THIRD WAVE
HORIZON BASED PORTFOLIO MANAGEMENT@eduagileeleven
THE THREE HORIZONS
The Lean Enterprise Humble, Molesky & OReilly
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WHAT HAS BEEN ACHIEVED?
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IMPROVED STAFF ENGAGEMENT
IMPROVED COLLABORATION
SUCCESFUL INTEGRATION OF TWO LARGE ENTERPRISES IN 12 MONTHSWHAT HAS BEEN ACHIEVED?
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AND NOW WHAT?
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THE THREE WAVES OF AGILEThe three Waves of Agile by Charlie Rudd Solutions IQ
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CONSOLIDATE 3RD WAVE
KEEP SUPPORTING AGILE LEADERSHIP
PEOPLE & CULTURE BUSINESS PARTNERS AS AGILE CHAMPIONS
THE FUTURE
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WHAT HAVE WE LEARNT?
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AGILE WORKS AS A CHANGE AGENT AT ENTREPRISE LEVEL
LEAD WITH THE MINDSET
ORGANIC APPROACH NOT TOP DOWN
TAILORED APPROACH TO SUIT EACH TEAMS NEEDS AND THE BUSINESS
GENTLE APPROACHWHAT HAVE WE LEARNT?
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BE GENTLE
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THANK YOU
Eduardo NofuentesThe Agile [email protected]
Damian [email protected]
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