Storming Norming Performing Agile20Reflect Festival a view from the wings

Like many great performances there are many like me who prefer to support from the wings. I have for many years avoided the celebrities and various cults of Agile, not because I don’t respect them, but because I do Agile rather than follow others who do Agile. I also don’t want to get involved in the various fights, not because I can’t fight, but because I see no value in those fights. No one owns Agile, regardless if they think they do, it’s been running free and wild too long to be caged.

So why am I involved?

I contacted Scott Seivwright to be an author and add a chapter to Agile an Unexpected Journey a curated anthology of Agile Biographies. He commited to be involved as did many others. At that time he invited me to get involved in the Agile20Reflect Festival and I said I’d look into it. Having previously been a Founder of UCD UK Conferences and The Human Centred Design Society, I recognised the good intent but wanted to ask some direct questions.

I decided to support this because it will live briefly then die and not become a point of contention in the Agile world. What will be left will be a Reflection on the past, a Snapshot of the Current State and some Dreams and Aspirations for the future as digital recordings of Events.

What is Agile20Reflect Festival?

This is a Festival without events, in the style of Uber being a Taxi service without taxi’s. It’s focus is facilitation not organisation in a true Agile sense the outcomes belong to the participants not the facilitators. It’s the ultimate embodiment of an Agile way of celebrating Agile. Anyone can add a free event to the calendar and we will promote it as part of the festival.

We have delivery teams who support anyone who needs help, we have ambassadors who are the local facilitators for event organisers and we have organisational supporters (shown below) facilitating their members and staff in holding and adding events to the global calendar.

Agile Alliance Partnering with Agile20Reflect FestivalScrum Alliance Partnering with Agile20Reflect FestivalBusiness Agility Institute Partnering with Agile20Reflect FestivalProject Management Institute Partnering with Agile20Reflect Festival

 

What will Agile20Reflect Festival really do?

Honestly we don’t fully know, but we will measure success in February 2021 by events, their numbers, diversity of Agile related subjects, the languages and locations of the globe that are represented.

Storming the Agile20Reflect Festival up to November 2020

We built and deployed two websites, hundreds of pages of content, 57 videos on YouTube, Twitter feed, Facebook Group, LinkedIn page, over 300 volunteers on Slack, 250 volunteer speakers (many who would charge a fortune to speak offering to speak for free in the Agile20Reflect Festival), 90 ambassadors many of whom have now created local content.

Norming the Agile20Reflect Festival up to 20th January 2021

Pivot point towards facilitating event creation and addition to the Global Calendar. Ambassadors knocking on the doors of existing Agile meetings, companies and newbies to run Agile Celebration events. Ambassadors getting people involved in their countries and making the Festival a local Festival. We are working with the Agile Alliance, Scrum Alliance, Business Agility Institute and Project Management Institute to focus their members on creating events to expand their networking and engagement and to celebrate Agile.

Norming means, engage, engage, engage.

Add an Event Agile20 Reflect Festival

Performing the Agile20Reflect Festival in February 2021

Well I don’t really know what this looks like yet in previous three day conferences I’ve worked on we would have 55-60 sessions in one physical location. All I know is that post the Agile20Reflect Festival anyone who says to me they are involved in Agile I’ll be asking them if they hosted events or attended events at the Festival.

Conclusion

I personally don’t fully know yet the format of the five events I have added to the calendar, all I do know is I now have to do them, they have a priority in my life and I’m doing them to help the Agile Community grow up, look back, treasure the present and have vision for the future.

Has Agile Populism killed Agile?

Tuesday, Feb 2, 2021, 7:00 PM

Online event
,

5 Members Attending

Agile is now a commodity amongst the general business population does that mean it should freefall, how should we move forward and do we have a common meaning and focus? A look at the current state of Agile and its Commoditization as a live workshop and conversation. Facilitators will we drawn from the attendees.

Check out this Meetup →

History and Origins of Agile and the Agile Community

Thursday, Feb 4, 2021, 6:00 PM

Online event
,

15 Festivalgoers Attending

This is a panel session to talk about the History and Origins of Agile and the Agile Community. The speakers will be added later, it is expected that the agenda will be; Speakers Introduction Speakers on History and Origins of Agile and the Agile Community Questions and Answers Two hours is only a guide we may finish earlier

Check out this Meetup →

The Current State of Agile and Agile Community

Tuesday, Feb 9, 2021, 6:00 PM

Online event
,

13 Festivalgoers Attending

This is a panel session to talk about the Current State of Agile and Agile Community. The speakers will be added later, it is expected that the agenda will be; Speakers Introduction Speakers on History and Origins of Agile and the Agile Community Questions and Answers Two hours is only a guide we may finish earlier

Check out this Meetup →

Future Possibilities for Agile and the Agile Community

Thursday, Feb 18, 2021, 6:00 PM

Online event
,

21 Festivalgoers Attending

This is a panel session to talk about the Future Possibilities for Agile and the Agile Community. The speakers will be added later, it is expected that the agenda will be; Speakers Introduction Speakers on History and Origins of Agile and the Agile Community Questions and Answers Two hours is only a guide we may finish earlier

Check out this Meetup →

New Ways of Working the Human Component

Thursday, Feb 25, 2021, 6:00 PM

Online event
,

4 Members Attending

The Agile20Reflect Festival will have created a great focus on the past, present and future of Agile in Feb 2021. Taking that impetus to the next level we want to think wider about how we can establish the principles of Agile and leverage them in organisational change and new ways of working. This session is being set up to set out an agenda for ch…

Check out this Meetup →

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Combining Agile and UX in Organisational Design for Business Agility and Agile Transformation

Some things to understand before getting into the main article. Agile is based on some very human concepts around how to work and what to value. Some of these concepts are exactly the same as UX and are driven by the same desire for simplicity and functionality.

Agile in its most basic sense is about people, how they work with other people and how to maintain a continuous flow of transparent work. In Agile many people will focus on ‘continuous flow’ and ‘transparent work’ and forget the ‘how to work’ and ‘other people’ negating them to agile ceremonies, frameworks and practices. This of course creates an imbalance in organisations adopting agile, as their focus is not on how it affects people, their sense of worth, emotions and their carefully crafted mental models around work and colleagues as much as changing what work is.

Similarly in UX where once a holistic approach to defining the feature set of a product or service to align to the mental model of service consumers to business key performance indicators has become focused on user interfaces, the real value of UX has been diluted from solution creation to solution components. The combination of these two professional skills and others (as Agile Transformation is a team effort) in Organisational Design enables the delivery of Business Agility and Agile Transformation.

UX Transformation

Many people now working in professional areas of business may be unaware that UX has a transformational element and has certainly been a major catalyst and change agent in ‘how people work’ and ‘interact with others’. Much of that function moved into Customer Experience (CX) and was always focused on the mixture of the strategic customer journey and the tactical customer interactions, which has now morphed again into Service Design. While these new terminologies have created focus they have also begun to reduce the overall impact and effectiveness of UX in delivering a ‘holistic ecosystem model’ as we used to describe the key outputs of UX Transformation.

Like many other areas of business UX had adopted but refocused methods from other professional arenas including Personas, taken from Marketing and upgraded with higher levels of quantitative data and demographics, with ordered and scientifically repeatable qualitative data. Customer Journey Mapping, User Flows, Cognitive Mapping (voice and AI) and User Stories were invented in UX and have now been adopted by other areas. This is a far cry from what is now practiced where Jakob Nielsen’s big business sell out 10 user rule is used to cripple to true value of User Experience and it’s potential to deliver groundbreaking innovation and sometimes complete invention from research. Accepting that this was beginning to happen and likely to become the norm for most digital products and services, I decided in 2006 to take the substance of UX on a different pathway and bit by bit focus it on Organisational Design through Agile Transformation and the now current terminology of Business Agility. This is the subject of my current Book, Agile an Unexpected Journey due out in 2021 Paperback: ISBN 978-1-8382370-5-9 and E-book: ISBN 978-1-8382370-4-2.

Agile Transformation

While there is now a huge body of work in regard to Agile Transformation much of it has been focused on ‘continuous flow’ and ‘transparent work’ leaving the areas of ‘how to work’ and ‘other people’ in many cases without guidance so they often create anti-patterns that ultimately undermine the Agile Transformations. So I’m not going to cover CI / CD here although I recognise there is an extreme lack of actionable tools to achieve actual automation and outcome measurement at release train and scrum of scrum levels. I’m going to focus on portfolio to value transformation (specifically the holistic lifecycle) and specifically economic ordering and value slicing in relation to how it changes ‘how to work’ and ‘other people’.

Communication is Critical

It is clear that changing how people work aids the organisations involved with deeper knowledge, flexibility and measurements of everything, what is often less clear is, how one more transformation benefits the workers. They have after all seen a continuous flow of ideas, some quite mad (like JIT just in time, which was call JOT just out of time by the participants, you can’t just translate a method without the culture) being thrown at them. Often in a half baked formats and are used to seeing them fail miserably and in some cases creating a nice firework display as their proposers are escorted from the building.

So few Agile Transformations are transparent themselves and I don’t mean sharing confidential HR material which are critical parts along with regulatory compliance and Union engagement. The value pitch once made to the organisational leadership is not structured and communicated to other executives, management and workers with effective points of reference to them in their work. Rather everyone seems to get the same messages that require a thesaurus to gain a meaning, though often the wrong one as geography and culture change the meaning of words.

Planning is Critical but Lightweight

While many consultancies love the idea of charging clients for large teams to swarm (for obvious reasons) over their organisations to understand the problem its not necessary to fully understand a whole organisation the start an Agile Transformation. In fact it’s a huge waste of money, unlikely to deliver any useful outcomes to the client or in fact be relevant to the final transformation. The simple reason is that organisations, their work and their customers are not static, while they may appear to be, they are in fact changing constantly. So planning is required but in a lightweight fashion, the focus should be just enough to be able to ask questions, what are these questions, well some of them are;

Is there a vertical product, service or regulatory compliance that slices through the organisation from the portfolio level, through solutions into development and provides a customer outcome that can be measured against the portfolio outcome?

Instead of transforming the whole organisation the focus in then to deliver one end to end service, product or regulatory compliance, that touches as many parts of the organisation as possible, a banking candidate would be MiFID II.

MiFID II is a legislative framework instituted by the European Union (EU) to regulate financial markets in the bloc and improve protections for investors. Its aim is to standardize practices across the EU and restore confidence in the industry, especially after the 2008 financial crisis. Investopedia.com 2018.

The essential point is that MiFED II is aimed at delivering client confidence which can be measured, it meets a critical path for Financial Services, it impacts all processes and cultural values and creates a very diverse ecosystem of touchpoints and data that can be used to set up the first versions of metrics.

And then ….

There is of course a great deal more in this than these two steps but as an experienced Agile Transformation Director, I hope you will contact me to discuss your programme of work rather than just lift things online and expect them to work without my expertise.

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Ways of Working Organizational Design Service launched Paradigm Interactions

WoW Organization Design Consultancy – Can be remote

Paradigm Interactions offers the service of organizational design consultancy, to meticulously define and organize the structure of companies, create job titles, and allocate resources (i.e. personnel) to improve efficiency and increase productivity. Supporting the making of strategic decisions with regard to company hierarchy and personnel infrastructure.

Experience with the organization, business structuring, business process definition and deployment, recruitment policies and employee reward systems, role and title definition for both senior, mid and junior staff.

Based upon business objectives, strategy, processes and operations. Followed by meticulous planning, analysis and research.

Working with MD’s, Partners and senior managers to make sure the proposed changes are as economical and effective as possible.

Typical Benefits

No two organisations are the same even in the same sectors, but all are focused on common objectives provide product or service, create consumer engagement, transact and establish consumer engagement lifecycle.

Typical areas where value is realised;

  • Increase customer acquisition, advocacy and lifetime value
  • Improved business agility and ability to rapidly respond to change and opportunity
  • Increased credibility, confidence and influence across the business
  • Effective delivery against financial targets
  • Enabling positive behavioural change
  • Fostering a human centric, transparent, trustworthy and agile culture
  • Viable, scalable and actionable roadmap to deliver innovation and change
  • More consistent and sustainable profitability and business growth
  • Successful, timely delivery of evidence based transformative change
  • More satisfied and engaged employees with increased retention and productivity
  • Builds flexibility into business DNA
  • Supports culture of next best action
  • Creates a focus on work that delivers value
  • Reduces management overhead, bureaucracy and timelines
  • Delivers transparent and scalable working practices
  • Enables idea to value workflow for executive to customer engagement
  • Delivers flexible portfolio management
  • Enables continuous and market responsive evolution

Overview

New Ways of Working Programmes are now quite common in major organisations, this consultancy service is intended to offer a holistic approach to WoW. It is imperative to be holistic in establishing new ways of working as boundaries to old ways of working in portfolio management, finance, ITIL and HR can very quickly become an impediment to transformation if they are not considered as part of it.   

Strategy

  • Identify, agree and prioritise new ideas and opportunities to generate business value
  • Validation and endorsement of decisions and approach
  • Enhanced cross-business collaboration, communication and buy in
  • Agree and define actions and a feasible roadmap
  • Gain context and insight to enable faster, more informed decisions and actions
  • More perceived objectivity without political bias

Return on Investment

Exact returns are difficult to stipulate without a scope definition however there are a number of themes;

  • Flattened hierarchy as management becomes systemic giving a 10% to 40% FTE reduction of management and increasing the producer to non producer ratio
  • Increased throughput of value creating work (up as much as 60%) as unplanned work is revealed and dramatically reduced (down as much as 60%)
  • Increased visibility at executive leadership level with new capacity to refocus the entire organisation every three months
  • Operational measurement of all work to indicate blockages in the flow of work to provide continuous improvements
  • Operational flexibility as the focus moves to skills and teams over time served and individual role
  • Staff galvanization and focus as pay and rewards become team based and transparent

Approach

The consultancy service takes a building block approach so that the client always has a clear line of sight on what they get for their money. Each of the following steps builds a bespoke client service, responsive to both the experience and context of the client. Additionally is allows for course correction as part of an iterative engagement focused on the client Subject Matter Expertise augmented by Transformation Consultants with numerous framework experiences.  

Engagement

  • Initial consultancy to define scope – 2 to 4 weeks to be agreed in writing prior to commencement
  • Proposal presentation to refine scope – 1 to 2 weeks to be agreed in writing prior to commencement

Consultancy

The exact components and size of work will be defined during the engagement phase

  • Delivery strategy document
  • Benefits proposal document
  • Delivery model proposal document
  • Governance model proposal document
  • Scaling strategy document
  • Target operating model proposal document
  • All staff HR contracts review action
  • Pilot proposal for first area document

Delivery

  • Team building – size and locations defined in consultancy
  • Support document creation
  • Training strategy
  • Communications strategy

The delivery team will change over the course of an engagement in the following way;

  • 2% of total team in Engagement
  • 10% of total team in Consultancy
  • 30% of total team in Delivery for pilot delivery
  • 100% of total team in Delivery for scaled delivery
  • 30% of total team in Delivery for hand over to in house delivery teams
  • 10% of total team in Delivery for hand over to in house leadership teams

Example

Actuals for delivery in an organisation of 90,000 people in 8 main locations globally

  • 4 consultant team in Engagement
  • 20 consultant team in Consultancy
  • 60 consultant team in Delivery for pilot delivery
  • 200 consultant team in Delivery for scaled delivery
  • 60 consultant team in Delivery for hand over to in house delivery teams
  • 20 consultant team in Delivery for hand over to in house leadership teams

Timeline

Timelines are subject to scope, complexity and team size the above was 2 years.

Our Requirements of You

  • Ensuring an executive sponsor from your organisation is allocated to the engagement, communicates the rationale behind it and signs off any ‘Terms of Reference’
  • Assisting in all possible ways to ensure that a contract, (and confidentiality agreement where necessary) is in place, in advance of any work commencing
  • Ensuring all support is in place and access is granted for all and any required data, processes, policies, meeting rooms and nominated resources to enable successful delivery of the engagement
  • Ensuring sponsor availability within the agreed timeline, to resolve any significant issues that may impact the timely completion of the engagement, if not resolved in a timely manner.

Our Commitments to You

  • Provide support throughout service delivery using our World Class Professionals and Subject Matter Experts
  • Provide high quality deliverables in a timely manner and in line with agreements upon engagement with the client. (Any changes to this will be mutually agreed in writing, in advance, between all involved parties)
  • Provide deep insights and genuine value-add in all possible areas throughout the engagement
  • Provide progress updates and feedback at regular intervals, agreed in advance or at the engagement ‘kick off session’
  • Respect all personal and professional development of client team members throughout the engagement

Deliverables WoW Organisational Transformation

  • WoW service design of organization
  • WoW enacted service design as pilot
  • WoW enacted service design as organisational transformation
  • WoW target operating model
  • WoW replacement for ITIL
  • WoW enterprise work funding model
  • WoW enterprise roles definition
  • WoW communications
  • WoW training

Service Delivery Model Project Based Engagement

Project based engagements operate on the basis of agreeing work and any outcomes or milestones for delivery in advance of commencement of any engagement in a ‘Statement of Work’. Prices are fixed for the agreed deliverables and should changes be required, these may incur changes to delivery costs. Payment for Project Based Engagements are agreed on a case-by-case basis, giving consideration to risk, contract value, client payment history, relationship longevity and duration.

WoW Completed Projects

  • NatWest Banking Group (RBS) Retail Bank
  • NatWest Banking Group (RBS) Commercial Bank
  • NatWest Banking Group (RBS) Group
  • Wipro – Wipro Digital

Service Pdf with Contact Details below;

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Amateur Business Agility or Ways of Working will cause Business Carnage

No one would let someone have a go at Brain Surgery yet Company Boards will let both large Blue Chip consultancies (supposedly to manage risk) and Internal Staff (to save money) have a go at Business Agility (Agile Transformation, Ways of Working, Operational Transformation or Optimisation). 

No one would let someone have a go at Brain Surgery yet amateurs are playing with the future of many Companies and Organisations

Karl Smith, 2017

Things to consider in hiring Business Agility “expertise” which should be interrogated

The first and most important thing to recognise is that Business Transformation is the skill and Agile is the passion. Hiring Agile Coaches to do Business Transformation is business suicide. Likewise hiring Business Transformation people with no experience of Agile Delivery is also business suicide. Lastly business people need to accept they will be challenged by an actual expert, they will listen and try to evolve the organisation, not break it to make it, but build on what’s there. They won’t try and do what they have done before they will first try to understand your business, your objectives and strategy and then create a proposal on how and where to start. They won’t go big bang, they will propose a pilot of an end to end function that cross cuts the organisation to test what can be done and what level of benefit it will offer.

Business Agility is slow before it gets fast, small before big and wrong before it becomes right.

Karl Smith, 2018

No Business Agility programme is 100% successful 

I worked on a programme where a very well known Blue Chip consultancy claimed 100% success on a previous Business Agility programme. We asked for the name of the client and a contact, neither were available. They arrived on site through a business unit who had read their sales pitch online and believed it. We spent 6 months trying to get them to understand the basic concepts of Business Agility however their mind sets were toward creating standard patterns they could own and reuse, somewhat horrifically also reinventing Agile terminology to own it (it was very embarrassing). Due to their general ignorance on Business Agility they were on an outcomes based contract that could never be completed as professional Business Agile Transformation is not time boxed and outcomes are very hard to predict, as takes years to adopt in existing organisations.

Business Agility Transformation contracts cannot be outcomes based in the normal ways as the transformation is a mixture of mindsets and practices, artifacts can be created but they don’t denote DONE.

Karl Smith, 2017

No Business Agility programme is ever Complete

As with the previous section Business Agility, Agile Transformation and Ways of Working are all essentially the same thing. The transformation cannot be time boxed and in fact should evolve over time, adapting to meet the needs of the clients market and their business.

Business Agility Transformation is both an evolution and a revolution meaning that it keeps on going forever and adapts to enable the business to adapt

Karl Smith, 2017

No Business Agility programme is created by “Hero’s”

The notion that one person delivers Business Agility is a total fallacy, it’s a team activity where every person willing to participate aids the outcome. Avoid Agile Hero’s it’s unlikely they understood what it took to deliver Business Agility and would not be able to replicate it without their previous team.

No Business Agility programme is focused on one part of an organisation only

It’s a little odd but there is a lot of NIMBY’s in Transformation. The ‘Not in my backyard’ is quite prevalent in enterprises. Executives and Senior Managers are happy for someone else to change but are very unhappy at being asked to change themselves. Impacting their carefully crafted careers often meets extreme resistance. So Transformation is often focused on the path of least resistance.

Business Agility only works when the board, finance, legal, HR, portfolio, programme and project levels embrace it too, everyone is changed

Karl Smith, 2017.

Because Business Agility is totally interconnected, there needs to be an expectation that both Business Agility and Current Business practice will run at the same time. This will mean that Risk Management will require two taxonomies and two different processes to be run at the same time. This is essential as in flight work cannot be stopped while transformation work is piloted and then launched as the standard practice. Long term work may not also be converted to a new way of working so the management and structure of it may persist for many years until complete. Selection of these long term programmes would require a risk assessment againsts agreed deadlines or regulatory compliance.

No Business Agility programme was universally liked and did not have “Rebels and Dissidents” who were very senior

Change is unexpected in hierarchical organisations, in fact people have over the years fended off a lot of transformation and change. People have become adept at swallowing up the transformation funds and ensuring the delivery of nothing. Transformation and change are for very many organisations counter culture, to be endured till they run out of money or patronage so that the old order can reassert itself in a very public way.

There will always be rebels and dissidents in the situation of transformation and change so the question is not how to discover them but how to mitigate their impacts. In my previous experiences we have set up a taskforce to deal with the impacts of rebels and dissidents. Like them direct action is not the way, in fact we created broad strokes with wide transparency to deal with misinformation so that the purveyors of such would cripple their own networks with obvious untruths (against the now public truth). This is one method of around eight functional mitigations. If you want the rest, Business Agility as a service is available through Paradigm Interactions Inc. globally.

No Business Agility programme did not fundamentally change portfolio management 

While the primary focus of many organisations is their output it is impossible to improve this until the input is transformed also. You can’t change production or delivery of services or products until you change how its led, managed, funded and how people are contracted or valued.

No Business Agility programme did not fundamentally change how finance works

If your funding for work is based upon supporting specialist based departments being funded or portfolios with programmes and projects being funded, then Business Agility changes both these models.

No Business Agility programme did not change the contracts for all staff and vendors

Moving from a specialist based department or programmes and projects system changes what people do for a living, where they work, how they are assessed and how they are valued, hence paid.

No Business Agility programme did not create a work type taxonomy

I think many people will be asking “what is a work type taxonomy”, well its a description of work that has value to the organisation a common taxonomy would be;

  • Business initiated work
  • Technology initiated work
  • Technology maintain and support work
  • Unplanned work

Hopefully your Business Agility consultants don’t broach this subject the day after this is posted on LinkedIn.

No Business Agility programme did not change the ratio of producers to non-producers in a positive way

Something quite shocking about how organisations have evolved since the second world war is that the number of people who make money or achieve the actual intent of an organisation ‘producers’ is dropping and managers and administrators ‘non producers’ is rising. In some organisation for every 10 people only 3 are producers in commercial organisations this 30% make all the money and deliver all the services that justify the 70%. A major outcome from Business Agility is the redistribution of non producers, refocus or their loss. Most organisation have large administrations functions that can be reduced by 90% or more by the implementation of Business Agility. If you want to know how, Business Agility as a service is available through Paradigm Interactions Inc. globally.

No Business Agility programme increased the number of staff instead of redeploying them

The way most organisations deal with change and transformation is to absorb its funding mainly through hiring of staff. However in Business Agility most new staff are short term hires to deliver the guide rails for transformation and change or are converts from existing old ways of working, with the exception of a few specialists to support the transformation strategy.

No Business Agility programme was delivered by posers and playbook users

Three huge consultancies all failed to deliver on one programme because they were not focused on understanding and building the client company only proving they should be paid. We got rid of them, from the consultancy work and moved them to admin work in that they were not all that useful either.

No Business Agility programme was delivered by Agile Fanatics (Evangelists) and Framework users

Extrapolating frameworks into reality is rather difficult, but it supremely better than attempting to cookie cutter businesses or organisations into frameworks. A transformation is symbiotic not a replacement of one incomplete and nonresponsive working practice with another one. Transformation by its very nature adopts and adds to the existing, getting that balance is essential, least the essence of a business or organisation become lost.

Businesses and Organisations need some bad guys, that’s the role of external Business Agility consultants

Business Agility is Delivered by non partisan (not seeking to expand engagement) Transformation Consultants with a personal Agile story

These people are rather hard to find, impossible to find in large consultancies because this is counter culture. Staff in large consultancies infiltrate and spread it is essential to their business model.

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#BusinessAgility is about #people not #technology #mindsets not #toolsets and #value not #productivity

Business Agility is about people not technology, mindsets not toolsets and value not productivity

As mindless as many organisations think their workers, they are not in the slightest led by others. They in fact appropriate information through their own lenses, against their own rational, values, cultures and experience to date. With this much translation its not a surprise there is such a huge loss in critical path focus and interaction.

Agile

For many Agile is a thing that happens to Software and Technology people and nothing to do with Executive Management, Business Strategy or the Business in general. However there have been notable advances in how the concepts of Agile DevOps are brought into business enablement since 2016. The evolution includes Enterprise Agility and Business Agility, Agile being location agnostic can be applied anywhere.

People not Technology

It’s easy to focus on Technology as a solution to problems, but it cannot solve poor processes (or business models) and human engagement (or non engagement). The Agile DevOps focus is therefore people, being the high value resources for complex solutions and the low value for repetitive activities that could be and should be templated or automated.

Mindsets not Toolsets

What organisations need is behavioural change, digging people out of entrenched mindsets that are localised around their skillsets and work and think in ecosystems around the whole lifecycle of work that adds value to the organisation and its customers.

Value not Productivity

Not all work is valuable, in fact producers (those who do the work that bring in value) in most organisations ratio is dropping compared to non producers (managers, support functions). In some organisations for every three people who produce value there are seven non producers, all are productive but the three producers are funding the non producers.

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