 Unlocking Agility: An Insider's Guide to Agile Enterprise Transformation, First Edition

PREV NEXT
⏮ ⏭
Contents at a Glance Foreword by Bjarte Bogsnes

Contents
Forewords by Bjarte Bogsnes and Rich Sheridan

Preface

Acknowledgments

About the Author

Part I: The Case for Agility

Chapter 1: The Agile Imperative

Athens Beats Microsoft

Origins of Modern Management

Scientific Management: Building More Efficient Machines

The Rise of the Knowledge Worker: Unlocking the Creative Potential

Software Eats the World: Embracing Uncertainty and Becoming Agile

VUCA and Cynefin: Orienting Businesses in a Brave New World

The Cynefin Framework

Leadership in a Complex World

Business Agility: Accelerating Organizational Learning

Summary

Q&A

Further Resources

Footnotes

Chapter 2: Enterprise Agility

Defining Enterprise Agility

Designing Business Agility: Balancing Three Critical Levers

Building the Right Thing (Value)

Building the Thing Right (Quality)

Building at the Right Speed (Optimizing for Flow)

Unlocking Agility in the Enterprise

Performance Multipliers: Five Critical Dimensions of Agility

Summary

Q&A

Further Resources

Footnotes

Part II: Five Dimensions of Agility

Chapter 3: Technology

Building the Right Thing: Creating Products Customers Love

Business Model Canvas: An Interactive Tool for Instant Alignment

Lean Startup: A Method for Validating That You’re Building a Product

Worth Building

Cost of Delay: Understanding the Impact of Time to Life Cycle Profits

Building the Thing Right

Scrum: Building Value Incrementally and Iteratively

Kanban: Taming Chaotic Environments Through Visualization

Building at the Right Speed: Optimizing for Flow

XP

Value Stream Mapping

Summary

Q&A

Further Resources

Footnotes

Chapter 4: Organizational Design

Physical Workplace Design

Designing for Great Teams

The Science Behind High-Performing Teams

Case Study: More Effective Collaboration Spaces at NAVTEQ

Organizational Structure

Functional Structure

Divisional Structure

Matrix Structure

Emergent Organizational Structures: Sociocracy and Holacracy

An Agile Organizational Structure?

Heuristics of Agile Organizational Designs

Summary

Q&A

Further Resources

Footnotes

Chapter 5: People

Never Underestimate the Importance of People

Characteristics of People in Agile Organizations

Fostering a Growth Mind-Set

Developing an Enterprise Growth Mind-Set

Embracing Diversity

Strategies for Building an Environment Supportive of Agile People

Implications for HR in an Agile Organization

Partner with Teams to Improve Recruiting

Design Meaningful Compensation, Rewards, and Recognition Plans

Create More Relevant Roles and Define a More Flexible Career Path

Empower People by Moving Authority Closer to the Team

HR: From Controlling Function to Unlocking Enterprise Agility

Summary

Q&A

Further Resources

Footnotes

Chapter 6: Leadership

Impact of Leadership

Level 5 Leadership

Level 5 Leadership = Agile Leadership?

Teal Leadership

Red: Lead Through Force

Amber: Lead Through Fiat

Orange: Lead Through Efficiency

Green: Lead Through Responsibility

The Organization: An Organic Ecosystem of Interrelated Parts

Teal: The Organization as a Living Entity

The Teal Organization: A Blueprint for the Organization of the Future?

Beyond Budgeting: An Agile Management Model

Origins of Beyond Budgeting

Beyond Budgeting: Less Top-Down Control, More Trust and

Empowerment

The Death of the Traditional CEO?

Three Essential Themes of Agile Leadership

Summary

Q&A

Further Resources

Footnotes

Chapter 7: Culture

The Profound Impact of Culture

How We Experience Culture

The Schneider Culture Model

Collaboration—“We Succeed by Working Together”

Control—“We Succeed by Getting and Keeping Control”

Competence—“We Succeed by Being the Best”

Cultivation—“We Succeed by Growing People Who Fulfill Our Vision”

Culture’s Impact to Sustaining Change

Changing Organizational Culture

Characteristics of Business Agility Metrics

Actionable

Accessible

Auditable

Additional Heuristics

Examples of Meaningful Business Agility Metrics

Metrics That Help Support Building the Right Thing

Metrics That Help Support Building the Thing Right

Metrics That Help Support Building at the Right Speed (Flow)

Performance System Changes → Behavior Changes → Culture Changes

Summary

Q&A

Further Resources

Footnotes

Part III: Unlocking Agility

Chapter 8: Building Your Organization’s Agile Working Group

The AWG: Mission and Purpose

Characteristics of the AWG

Complementary

Dedicated

Knowledgeable

Credible

Humble

Champion

Role of External Consultants

Organizational Structure and the AWG

Whole System View

Temporary Lifespan

Dual-Boot Operating System

Recruiting for the AWG

Resistance from Managers

Hesitation from Potential Candidates

The AWG: What’s in It for You?

Summary

Q&A

Further Resources

Footnotes

Chapter 9: An Operating Model for Business Agility

Unlocking Agility: Embrace Change, Execute with Purpose

Exploration: An Engine for Embracing Change

1. Establish Partnerships with External Innovation Hubs

2. Take Ownership Interest in Potential Disruptors

3. Acquire Disruptive Competitors—and Let Their Culture and People

Flourish

4. Create an Internal Culture of Disruptive Innovation

Exploitation: Executing Proven Strategies with Purpose

Lost in Translation: How Product Strategy Turns from Vision to

Hallucination

Executing with Purpose Through Progressive Refinement

Executing with Purpose Through Fast Organizational Feedback Loops

Creating a Balance: Embracing Change and Executing with Purpose in the

Right Proportions

On Scaling Frameworks

Scaled Agile Framework (SAFe)

Large-Scale Scrum (LeSS)

 Disciplined Agile Framework

Benefits of Scaling Frameworks

Drawbacks of Leveraging Scaling Frameworks

Summary

Q&A

Further Resources

Footnotes

Chapter 10: Unlocking Agility: A Strategic Roadmap

Unlocking Enterprise Agility: A High-Level Strategic Roadmap

Partnered Transition (Wave 1)

Self-Guided (Wave 2)

Innate (Wave 3)

What Agility Looks Like in Action: Applying the Five Dimensions of

Organizational Agility

Technology

Organizational Design

People

Leadership

Culture

Identifying and Driving Change Through an Organizational Improvement

Backlog

Unlocking Agility in an Agile Manner

Step 1: Define and Communicate a Clear Purpose for the Transformation

Step 2: Identify Key Impediments Preventing Us from Reaching the Goal

Step 3: Build and Execute the Transformation Backlog

Step 4: Maintain Momentum: Continuously Monitor Progress,

Communicate Results, Seek Feedback, and Celebrate Failures

Top 10 Items Leading to Transformation Failure

Seven Signs You’re on Your Way to Unlocking Agility

The Road Ahead: Now What?

Summary

Q&A

Further Resources

Footnotes

Index

PREV NEXT
⏮ ⏭
Contents at a Glance Foreword by Bjarte Bogsnes