Business Agility

Align your organization, from leadership to operators, around the core tenets and systems that enable agility within an organization. 

This 1-day immersive begins with an interactive overview of every aspect of Agile, complete with definitions, practices and expectations, which is designed to be an open session. 

Scrum Masters will have a separate session on how to fulfill their roles to support agile values and behaviors within an organization. 

Finally, leadership and key stakeholders will have an opportunity to understand their role is fostering an environment that drives business agility. This session covers topics such as transparency, servant leadership and outcomes driven focus to support high performing teams.

• 1-day, co-located experiential development sessions.

• Three separate sessions for teams, scrum masters and  leadership.

• Strong coaching to guide the process.

• Shared language and understanding between teams and stakeholders.

• Role recognition throughout the organization to support business agility.

• Artifacts and rituals that drive transparency.

GE Digital was experiencing hyper growth to support its digital initiatives. As a part of that growth, new development teams were spun up quickly. While agile experience was a core a requirement, many teams had different experiences and were not speaking the same language. 

Additionally, while development teams all had agile experience, leadership was not given training or guidance on how to operate in the new work management system. This caused tension between those producing the work, and those who relied on the outcomes that work supported. 

The engagement began with a whiteboard exercise involving all team members. This open session drew high attendance and engagement. 

Following, the Scrum Masters participated in a "Values and Behaviors" game, which allowed them to form a guild of practice. 

Finally, stakeholders and leaders participated in a closed door discussion that centered on agile principles. This session allowed leaders to learn from, and support their teams. We discussed common anti-patterns and pitfalls that can arise and how to lead teams through change.

Teams that participated in the agile transformation program consistently demonstrated a 35% increase in productivity over the long term. This session was a critical foundation to achieving that.

Outcomes over Output. 

This statement is core to organizational alignment, and while it is simple to understand, it is difficult to put into practice. 

Output is a function of work performed. In traditional working models there are few mechanisms to ensure that all team activities are focused toward measurable outcomes. 

This program intends to give teams the tools to ensure they are being consumer focused - whether that consumer is internal or external - and reorganize their priorities toward driving value delivery. 

• 2-days, co-located experiential development sessions.

• Open room format - hands on sessions with teams.

• Strong coaching to guide the process.

• Identification of core customers and value drivers.

• Tools that allow for continuous discovery, as teams and offerings evolve.

• Artifacts and rituals that drive consumer centricity.

A CISO was taking a new role at a Healthcare company with a mandate to join many disparate teams into one cohesive unit. Additionally, while this leader needed to deliver at an operational level, they also wanted to create commercial products that would generate revenue for the company. 

Talking a "backwards" approach, the teams identified each of their core consumers (internal / external) and their motivations. They then aligned the mission of the CISO organization to consumer needs. 

This process ensured that all initiatives within the CISO organization were clearly tied to value and allowed operational processes to be leaned out. 

During the retrospective session, one team member said "I never thought to ask what I could do for an engineer. I always told them what they needed to do to satisfy me". By taking a consumer driven approach, the teams were empowered to support the mandate of the CISO organization, in a manner that was customer focused and easy to consume. 

Each team was clear on their value drivers and understood how their work tied directly to value, in the broader picture.