Business Value of Agile Organizations: Strategies, Models, & Principles for Enterprise-Level Agility
davidfrico
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56 slides
Mar 13, 2016
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About This Presentation
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organ...
Slide Content
Strategies, Models, & Principles
for Enterprise-Level Agility
Dr. David F. Rico, PMP,CSEP,FCP,FCT,ACP,CSM,SAFe
Twitter: @dr_david_f_rico
Website:http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf
Agile Resources : http://www.davidfrico.com/daves-agile-resources.htm
Agile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.p df
Business Value of
Agile Organizations
for Enterprise-Level Agility
Dr. David F. Rico, PMP,CSEP,FCP,FCT,ACP,CSM,SAFe
Twitter: @dr_david_f_rico
Website:http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf
Agile Resources : http://www.davidfrico.com/daves-agile-resources.htm
Agile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.p df
Business Value of
Agile Organizations
Dave’s Background
Gov’t contractor with
32+ years
of
IT experience
B.S.
Comp
.
Sci
., M.S.
Soft
.
Eng
., & D.M.
Info
.
Sys
.
Large gov’tprojects
in U.S., Far/Mid-East, & Europe
2
Career systems & software engineering methodologist
Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD5000
NASA, USAF, Navy, Army, DISA, & DARPA projects
Published seven books & numerous journal articles
Intn’lkeynote speaker, 134 talks to 12,000+ people
Specializes in metrics, models, & cost engineering
Cloud Computing, SOA, Web Services, FOSS, etc.
Adjunct at five Washington, DC-area universities
Gov’t contractor with
32+ years
of
IT experience
B.S.
Comp
.
Sci
., M.S.
Soft
.
Eng
., & D.M.
Info
.
Sys
.
Large gov’tprojects
in U.S., Far/Mid-East, & Europe
2
Career systems & software engineering methodologist
Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD5000
NASA, USAF, Navy, Army, DISA, & DARPA projects
Published seven books & numerous journal articles
Intn’lkeynote speaker, 134 talks to 12,000+ people
Specializes in metrics, models, & cost engineering
Cloud Computing, SOA, Web Services, FOSS, etc.
Adjunct at five Washington, DC-area universities
Business Agility—Mike Tyson
3
3
Business Agility—Related Quotes
4
●
Everybody has a plan until I punch them in the mouth -- Mike Tyson
●
It's tough to make predictions, especially about the future -- Mark Twain
●
A good plan violently executed today is better than a perfect plan tomorrow -- George Patton
●
You can't predict the future, because it's becoming more unpredictable -- William Fulmer
●
Those who have knowledge don't predict, those who predict don't have knowledge -- Lao Tzu
●
Some things are so unexpected that no one is prepared for them -- Leo Roste
●
Forecasters aren't smart, they merely have their ignorance better organized -- Anonymous
●
The herd instinct among forecasters makes sheep look like independent thinkers -- Edgar Fiedler
●
It's best to be bold instead of right, because most people are wrong anyway -- Dave Rico
4
●
Everybody has a plan until I punch them in the mouth -- Mike Tyson
●
It's tough to make predictions, especially about the future -- Mark Twain
●
A good plan violently executed today is better than a perfect plan tomorrow -- George Patton
●
You can't predict the future, because it's becoming more unpredictable -- William Fulmer
●
Those who have knowledge don't predict, those who predict don't have knowledge -- Lao Tzu
●
Some things are so unexpected that no one is prepared for them -- Leo Roste
●
Forecasters aren't smart, they merely have their ignorance better organized -- Anonymous
●
The herd instinct among forecasters makes sheep look like independent thinkers -- Edgar Fiedler
●
It's best to be bold instead of right, because most people are wrong anyway -- Dave Rico
Business Agility Drivers
5
Overruns
Attrition
Escalation
Runaways
Cancellation
Global
Competition
Demanding
Customers
Organization
Downsizing
System
Complexity
Technology
Change
Vague
Requirements
Work Life
Imbalance
Inefficiency
High O&M
Lower DoQ
Vulnerable
N-M Breach
Reduced
IT Budgets
81 Month
Cycle Times
Redundant
Data Centers
Lack of
Interoperability
Poor
IT Security
Overburdening
Legacy Systems
Obsolete
Technology & Skills
Pine, B. J. (1993). Mass customization: The new frontier in business competition . Boston, MA: Harvard Business School Press.
Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual
AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.
5
Overruns
Attrition
Escalation
Runaways
Cancellation
Global
Competition
Demanding
Customers
Organization
Downsizing
System
Complexity
Technology
Change
Vague
Requirements
Work Life
Imbalance
Inefficiency
High O&M
Lower DoQ
Vulnerable
N-M Breach
Reduced
IT Budgets
81 Month
Cycle Times
Redundant
Data Centers
Lack of
Interoperability
Poor
IT Security
Overburdening
Legacy Systems
Obsolete
Technology & Skills
Pine, B. J. (1993). Mass customization: The new frontier in business competition . Boston, MA: Harvard Business School Press.
Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual
AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.
6
Business Agility—Newton’s 3
rd
Law
THE SATIR CURVE
71%
56%
SERVICES
71%
MANUFACTURING
Exponential
Technology
Change
Exponential
Market
Destabilization
Exponential Business Failures (1990s)
Exponential Business Failures (2000s)
Singularity
Business Agility—Newton’s 3
rd
Law
THE SATIR CURVE
71%
56%
SERVICES
71%
MANUFACTURING
Exponential
Technology
Change
Exponential
Market
Destabilization
Exponential Business Failures (1990s)
Exponential Business Failures (2000s)
Singularity
Business Agility Justification
7
Langley, M. A. (2012). Organizational agility : Pulse of the profession (in-depth report). Newtown Square, PA: Project Management Institute.
Glenn, M. (2009). Organizational agility : How business can survive and thrive in turbulent times . London, UK: The Economist.
7
Langley, M. A. (2012). Organizational agility : Pulse of the profession (in-depth report). Newtown Square, PA: Project Management Institute.
Glenn, M. (2009). Organizational agility : How business can survive and thrive in turbulent times . London, UK: The Economist.
What is Agility?
A-gil-i-ty(ә-'ji-lә-tē) Property consisting of
quickness
,
lightness
, and
ease of movement
;
To be very nimble
The ability to create and respond to changein order to
profit in a turbulent global business environment
The ability to quickly reprioritizeuse of resources when
requirements, technology, and knowledge shift
A very fast responseto sudden market changes and
emerging threats by intensive customer interaction
Use of evolutionary , incremental , and iterativedelivery
to converge on an optimal customer solution
Maximizing BUSINESS VALUEwith right sized, just-
enough, and just-in-time processes and documentation
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.
8
A-gil-i-ty(ә-'ji-lә-tē) Property consisting of
quickness
,
lightness
, and
ease of movement
;
To be very nimble
The ability to create and respond to changein order to
profit in a turbulent global business environment
The ability to quickly reprioritizeuse of resources when
requirements, technology, and knowledge shift
A very fast responseto sudden market changes and
emerging threats by intensive customer interaction
Use of evolutionary , incremental , and iterativedelivery
to converge on an optimal customer solution
Maximizing BUSINESS VALUEwith right sized, just-
enough, and just-in-time processes and documentation
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.
8
What is Business Agility ?
9
People-centric
way to create innovative solutions
Product-centric
alternative to big work-in-process
Market-centric
model to maximize business value
Hearrell, R. (2015). Building enterprise agility . New York, NY: PricewaterhouseCoopers.
9
People-centric
way to create innovative solutions
Product-centric
alternative to big work-in-process
Market-centric
model to maximize business value
Hearrell, R. (2015). Building enterprise agility . New York, NY: PricewaterhouseCoopers.
Business Agility Dimensions
“Agility” has many
dimensions
other than IT
It ranges from
leadership
to
technological
agility
Today’s focus is on
organizational
&
enterprise
agility
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning
Agile Capability Analysis
Agile Program Management
Agile Tech.
Agile Information Systems
Agile Tools
Agile Processes & Practices
Agile Systems Development
Agile Project Management
10
“Agility” has many
dimensions
other than IT
It ranges from
leadership
to
technological
agility
Today’s focus is on
organizational
&
enterprise
agility
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning
Agile Capability Analysis
Agile Program Management
Agile Tech.
Agile Information Systems
Agile Tools
Agile Processes & Practices
Agile Systems Development
Agile Project Management
10
11
●
Flexible Manufacturing
●
Operations Research
●
Incremental Planning ●
Customer Focus
●
Early Beta Testing
●
Empowerment
●
Lean Thinking
●
Evolutionary Biology
●
Complex Adaptive Systems
●
New ProductDevelopment
●
Chaos Theory
●
Emergence
●
Innovation
●
Motivation
●
Strategic Planning
●
Organization Development
●
Project Management
●
Systems Engineering
●
Software Engineering ●
Quality Management
●
Information Technology
Business Agility Antecedents
●
Flexible Manufacturing
●
Operations Research
●
Incremental Planning ●
Customer Focus
●
Early Beta Testing
●
Empowerment
●
Lean Thinking
●
Evolutionary Biology
●
Complex Adaptive Systems
●
New ProductDevelopment
●
Chaos Theory
●
Emergence
●
Innovation
●
Motivation
●
Strategic Planning
●
Organization Development
●
Project Management
●
Systems Engineering
●
Software Engineering ●
Quality Management
●
Information Technology
Business Agility Antecedents
12
Business Agility Timeline
19952000 2005 201020152015
Structured Chaos
Judo Strategy
Adaptive Enterprise
Agile Organization
Good to Great
Response Ability
Mobile Business
Agile Business
Corporate Agility
Fast Strategy
Business Agility
Motivational Drive
Agility Factor
Agility Advantage
Holocracy
Agility Shift
SEAM
Government Agility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Business Agility Timeline
19952000 2005 201020152015
Structured Chaos
Judo Strategy
Adaptive Enterprise
Agile Organization
Good to Great
Response Ability
Mobile Business
Agile Business
Corporate Agility
Fast Strategy
Business Agility
Motivational Drive
Agility Factor
Agility Advantage
Holocracy
Agility Shift
SEAM
Government Agility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Business Agility Definitions
13
No Year Model AuthorDefinition
1
1997
Structured Chaos
BrownReactingresponsibly to, anticipating, and dictating the pace of change
2
1998 Judo Strategy Cusumano Using speedand agility to mitigate effects of a company's competitors
3
1999 Adaptive Enterprise Haeckel Ability of large complex organization to systematically adaptto change
4
2000
Agile Organization
FulmerSense making for successby understanding landscape, learning, and leading
5
2001 Good to Great Collins Increasing performancestanding by disciplined thought, people, and action
6
2001 Response Ability DoveIntellectualand physicalability to actupon knowledgefor business success
7
2002
Mobile Business
Evans Confluence of business processes, e-commerce, and wirelesscommunications
8
2003 Agile Business McCarthy Common ability to maintain a steadycourse in the face of economic change
9
2007 Corporate Agility Grantham Creating new productsand markets fasterthan competitors by reducing costs
10
2008
Fast Strategy
DosStrikingwith strengthand speedthrough strategy, commitment, and fluidity
11
2009 Business Agility Hugos Ability to respondand act quicklyto capitalize on new opportunities
12
2009 Motivational Drive PinkStrategyof empoweringpeople with autonomy, mastery, and purpose
13
2014
Agility Factor
Worley Ability to make timely, effective, and sustainedorganizational changes
14
2014 Agility Advantage SetiliSeeingand respondingto market changes capablyand quicklythan others
15
2015 Holacracy Robertson Governance structure for semi-autonomous teams enabling rapid adaptation
16
2015
Agility Shift
Meyer Competence, capacity, and confidence to learn, adapt, and innovate
17
2015 SEAM Worley Ability to make timely, effective, and sustainable organizational changes
18
2015
Government Agility
RicoAdaptingto changeby reducing scope , outsourcing, and collaboration
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
13
No Year Model AuthorDefinition
1
1997
Structured Chaos
BrownReactingresponsibly to, anticipating, and dictating the pace of change
2
1998 Judo Strategy Cusumano Using speedand agility to mitigate effects of a company's competitors
3
1999 Adaptive Enterprise Haeckel Ability of large complex organization to systematically adaptto change
4
2000
Agile Organization
FulmerSense making for successby understanding landscape, learning, and leading
5
2001 Good to Great Collins Increasing performancestanding by disciplined thought, people, and action
6
2001 Response Ability DoveIntellectualand physicalability to actupon knowledgefor business success
7
2002
Mobile Business
Evans Confluence of business processes, e-commerce, and wirelesscommunications
8
2003 Agile Business McCarthy Common ability to maintain a steadycourse in the face of economic change
9
2007 Corporate Agility Grantham Creating new productsand markets fasterthan competitors by reducing costs
10
2008
Fast Strategy
DosStrikingwith strengthand speedthrough strategy, commitment, and fluidity
11
2009 Business Agility Hugos Ability to respondand act quicklyto capitalize on new opportunities
12
2009 Motivational Drive PinkStrategyof empoweringpeople with autonomy, mastery, and purpose
13
2014
Agility Factor
Worley Ability to make timely, effective, and sustainedorganizational changes
14
2014 Agility Advantage SetiliSeeingand respondingto market changes capablyand quicklythan others
15
2015 Holacracy Robertson Governance structure for semi-autonomous teams enabling rapid adaptation
16
2015
Agility Shift
Meyer Competence, capacity, and confidence to learn, adapt, and innovate
17
2015 SEAM Worley Ability to make timely, effective, and sustainable organizational changes
18
2015
Government Agility
RicoAdaptingto changeby reducing scope , outsourcing, and collaboration
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
14
Business Agility Attributes
Category Attribute 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Strategic
Agility
Objective
Experiments
Vision-Strategy
Time Based
Change-Adapt
Customer Focus
Relationships
Cultural
Agility
Leadership
Talent
Purpose
Collaborative
Communication
Empowerment
Improvement
Process
Agility
Continuous
Iterative
Operational
Lightweight
Disciplined
Improving
Automation
Product &
Service
Agility
Fewer
Smaller
Modular
Flexible
Reconfigurable
Inexpensive
Throwaway
Technology
Agility
Software
Open Source
Microservices
Commercial
Reusable
Cloud Computing
Mobile
IT Infrastructure
Agility
Intranet
Internet
Text
Email
Cellphone
Video
Workflow
Organization
Design
Agility
Narrow
Flatter
Networked
Organic
Self Organizing
Cross Functional
Light Governance
Capital
Infrastructure
Agility
Virtual
Telepresence
Outsourced
Offshoring
Global
Public
Leased
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Business Agility Attributes
Category Attribute 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Strategic
Agility
Objective
Experiments
Vision-Strategy
Time Based
Change-Adapt
Customer Focus
Relationships
Cultural
Agility
Leadership
Talent
Purpose
Collaborative
Communication
Empowerment
Improvement
Process
Agility
Continuous
Iterative
Operational
Lightweight
Disciplined
Improving
Automation
Product &
Service
Agility
Fewer
Smaller
Modular
Flexible
Reconfigurable
Inexpensive
Throwaway
Technology
Agility
Software
Open Source
Microservices
Commercial
Reusable
Cloud Computing
Mobile
IT Infrastructure
Agility
Intranet
Internet
Text
Cellphone
Video
Workflow
Organization
Design
Agility
Narrow
Flatter
Networked
Organic
Self Organizing
Cross Functional
Light Governance
Capital
Infrastructure
Agility
Virtual
Telepresence
Outsourced
Offshoring
Global
Public
Leased
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
4. P
RODUCT
& S
ERVICE
A
GILITY
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Created by Dave Rico in 2015-16
Metamodelanalysis of 18 major approaches
Product
,
technology
, &
infrastructure
major themes
15
Business Agility Metamodel
Fewer
Smaller
Modular
Flexible
Reconfigurable
Inexpensive
Throwaway
6. IT I
NFRASTRUCTURE
A
GILITY
Intranet
Internet
Text
Email
Cellphone
Video
Workflow
1. S
TRATEGIC
A
GILITY
Objective
Experiments
Vision-Strategy
Time Based
Change-Adapt
Customer Focus
Relationships
7. O
RGANIZATION
D
ESIGN
A
GILITY
Narrow
Flatter
Networked
Organic
Self Organizing
Cross Functional
Light Governance
5. T
ECHNOLOGY
A
GILITY
Software
Open Source
Microservices
Commercial
Reusable
Cloud Computing
Mobile
8. C
APITAL
I
NFRASTRUCTURE
A
GILITY
Virtual
Telepresence
Outsourced
Offshoring
Global
Public
Leased
3. P
ROCESS
A
GILITY
Continuous
Iterative
Operational
Lightweight
Disciplined
Improving
Automation
B
USINESS
A
GILITY
M
ETAMODEL
S
TRATEGIC
A
GILITY
C
ULTURAL
A
GILITY
P
ROCESS
A
GILITY
P
RODUCT
& S
ERVICE
A
GILITY
T
ECHNOLOGY
A
GILITY
IT I
NFRASTRUCTURE
A
GILITY
O
RGANIZATION
D
ESIGN
A
GILITY
C
APITAL
I
NFRASTRUCTURE
A
GILITY
2. C
ULTURAL
A
GILITY
Leadership
Talent
Purpose
Collaborative
Communication
Empowerment
Improvement
RODUCT
& S
ERVICE
A
GILITY
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Created by Dave Rico in 2015-16
Metamodelanalysis of 18 major approaches
Product
,
technology
, &
infrastructure
major themes
15
Business Agility Metamodel
Fewer
Smaller
Modular
Flexible
Reconfigurable
Inexpensive
Throwaway
6. IT I
NFRASTRUCTURE
A
GILITY
Intranet
Internet
Text
Cellphone
Video
Workflow
1. S
TRATEGIC
A
GILITY
Objective
Experiments
Vision-Strategy
Time Based
Change-Adapt
Customer Focus
Relationships
7. O
RGANIZATION
D
ESIGN
A
GILITY
Narrow
Flatter
Networked
Organic
Self Organizing
Cross Functional
Light Governance
5. T
ECHNOLOGY
A
GILITY
Software
Open Source
Microservices
Commercial
Reusable
Cloud Computing
Mobile
8. C
APITAL
I
NFRASTRUCTURE
A
GILITY
Virtual
Telepresence
Outsourced
Offshoring
Global
Public
Leased
3. P
ROCESS
A
GILITY
Continuous
Iterative
Operational
Lightweight
Disciplined
Improving
Automation
B
USINESS
A
GILITY
M
ETAMODEL
S
TRATEGIC
A
GILITY
C
ULTURAL
A
GILITY
P
ROCESS
A
GILITY
P
RODUCT
& S
ERVICE
A
GILITY
T
ECHNOLOGY
A
GILITY
IT I
NFRASTRUCTURE
A
GILITY
O
RGANIZATION
D
ESIGN
A
GILITY
C
APITAL
I
NFRASTRUCTURE
A
GILITY
2. C
ULTURAL
A
GILITY
Leadership
Talent
Purpose
Collaborative
Communication
Empowerment
Improvement
Relationships Partnerships, crowdsourcing,
open innovation
Customer Focus Customer focused products and services
Change-Adapt Change and adaption proficiency
Time Based Fast lead and cycle times
Vision-Strategy Clear vision and strategy
Experiments Use of physical experiments
Objective Clear goals and objectives
Top-level plan to achieve enterprise-wide objectives
Objective, experimental, temporary, & evolutionary
Customer-focused
,
bottoms-up
, &
adaptable
16
1. StrategicAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
open innovation
Customer Focus Customer focused products and services
Change-Adapt Change and adaption proficiency
Time Based Fast lead and cycle times
Vision-Strategy Clear vision and strategy
Experiments Use of physical experiments
Objective Clear goals and objectives
Top-level plan to achieve enterprise-wide objectives
Objective, experimental, temporary, & evolutionary
Customer-focused
,
bottoms-up
, &
adaptable
16
1. StrategicAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Improvement Relentless perfection, continuous
improvement, and mastery
Empowerment Egalitarian, ownership, and authority
Communication Rich, high-context transparent dialogue
Collaborative Internal and external cooperation
Purpose Shared sense of purpose and conviction
Talent Strong technical skills and competencies
Leadership Visionary, servant leaders throughout
Organizational values, ideas, beliefs, & knowledge
Visionary leaders, talented workforce, & purposeful
Collaborate
,
empower
, &
continuous improvement
17
2. CulturalAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
improvement, and mastery
Empowerment Egalitarian, ownership, and authority
Communication Rich, high-context transparent dialogue
Collaborative Internal and external cooperation
Purpose Shared sense of purpose and conviction
Talent Strong technical skills and competencies
Leadership Visionary, servant leaders throughout
Organizational values, ideas, beliefs, & knowledge
Visionary leaders, talented workforce, & purposeful
Collaborate
,
empower
, &
continuous improvement
17
2. CulturalAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Automation One-touch automation from order
through validation and delivery
Improving Daily, weekly, and monthly retrospectives
Disciplined Strong process and quality focus
Lightweight Minimal essential processes necessary
Operational Working products and services
Iterative Time-based iterations and releases
Continuous Continuous delivery, flow, and DevOps
Operational steps to generate product & service
Lean-agile discipline, quality-focused, lightweight
Continuous flow
,
time-based
, &
highly-automated
18
3. ProcessAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
through validation and delivery
Improving Daily, weekly, and monthly retrospectives
Disciplined Strong process and quality focus
Lightweight Minimal essential processes necessary
Operational Working products and services
Iterative Time-based iterations and releases
Continuous Continuous delivery, flow, and DevOps
Operational steps to generate product & service
Lean-agile discipline, quality-focused, lightweight
Continuous flow
,
time-based
, &
highly-automated
18
3. ProcessAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Throwaway Disposable designs with short life
spans
Inexpensive Least expensive, value adding design
Reconfigurable Fast and easy reconfigurability
Flexible Flexible materials and manufacturability
Modular Highly modularized and interchangeable
Smaller Simple architecture and design
Fewer Focus on fewer core competencies
Goods or services with value organizations produce
Simplest design, rapid & inexpensive producibility
Core competencies
,
small-simple
, &
temporary
19
4. Product& ServiceAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
spans
Inexpensive Least expensive, value adding design
Reconfigurable Fast and easy reconfigurability
Flexible Flexible materials and manufacturability
Modular Highly modularized and interchangeable
Smaller Simple architecture and design
Fewer Focus on fewer core competencies
Goods or services with value organizations produce
Simplest design, rapid & inexpensive producibility
Core competencies
,
small-simple
, &
temporary
19
4. Product& ServiceAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Mobile Migrate towards mobile cellular
platforms
Cloud Computing Commercial data centers and services
Reusable Reuse of commercial middleware services
Commercial Mashups of commercial web services
Microservices Small custom web services and mobile apps
Open Source Use free and open source software
Software Compete with software vs. hardware
Underlying science, engineering, & materials used
Fast, inexpensive, flexible, malleable, & evolutionary
Software
,
free open source
, &
commercial IT services
20
5. TechnologyAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
platforms
Cloud Computing Commercial data centers and services
Reusable Reuse of commercial middleware services
Commercial Mashups of commercial web services
Microservices Small custom web services and mobile apps
Open Source Use free and open source software
Software Compete with software vs. hardware
Underlying science, engineering, & materials used
Fast, inexpensive, flexible, malleable, & evolutionary
Software
,
free open source
, &
commercial IT services
20
5. TechnologyAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Workflow Simplistic workflow enterprise
applications and portals
Video Periodic use of video conferences and webinars
Cellphone Mobile phones for synchronous communications
Email Use of email when necessary for reporting
Text Use of text, chat, and other asynchronous communications
Internet Internet services such as gmail, google docs, drop box, etc.
Intranet Small private intranets consisting of commercial mashups
Public or private network for business operations
Web services, communications, & collaboration
Internet
,
asynchronous
, &
personally-owned
21
6. IT InfrastructureAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
applications and portals
Video Periodic use of video conferences and webinars
Cellphone Mobile phones for synchronous communications
Email Use of email when necessary for reporting
Text Use of text, chat, and other asynchronous communications
Internet Internet services such as gmail, google docs, drop box, etc.
Intranet Small private intranets consisting of commercial mashups
Public or private network for business operations
Web services, communications, & collaboration
Internet
,
asynchronous
, &
personally-owned
21
6. IT InfrastructureAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Light Governance Minimal, lightweight policies,
standards, and guidelines
Cross Functional Small interdisciplinary problem solving teams
Self Organizing Self selected and governed teams and collaboration
Organic Use of temporary teams and structures
Networked Loosely networked functions, projects, and teams
Flatter Little to no organizational hierarchy
Narrow Smallest possible organizational design possible
Internal management hierarchy of organization
Flat, small, narrow, networked, & technical focus
Extremely flat
,
self-organizing
, &
light governance
22
7. Organization DesignAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
standards, and guidelines
Cross Functional Small interdisciplinary problem solving teams
Self Organizing Self selected and governed teams and collaboration
Organic Use of temporary teams and structures
Networked Loosely networked functions, projects, and teams
Flatter Little to no organizational hierarchy
Narrow Smallest possible organizational design possible
Internal management hierarchy of organization
Flat, small, narrow, networked, & technical focus
Extremely flat
,
self-organizing
, &
light governance
22
7. Organization DesignAgility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Leased Use of temporary, leased office
spaces and buildings
Public Use of public, shared collaboration spaces
Global International crowdsourcing and open innovation
Offshoring Use of offshore manufacturing and free trade zones
Outsourced Use of temporary, as-needed workforce and services
Telepresence Use of teleworking and telecommuting
Virtual Use of virtual, non-physical human resources
Capital infrastructure used for business operations
Smallest possible, outsourced, & personally owned
Virtual
,
Internet-based
, &
commercially-outsourced
23
8. Capital Infrastructure Agility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
spaces and buildings
Public Use of public, shared collaboration spaces
Global International crowdsourcing and open innovation
Offshoring Use of offshore manufacturing and free trade zones
Outsourced Use of temporary, as-needed workforce and services
Telepresence Use of teleworking and telecommuting
Virtual Use of virtual, non-physical human resources
Capital infrastructure used for business operations
Smallest possible, outsourced, & personally owned
Virtual
,
Internet-based
, &
commercially-outsourced
23
8. Capital Infrastructure Agility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
4. P
RODUCT
& S
ERVICE
A
GILITY
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Early models based on strategies & operations
Evolved into an experimental sense & response
Products
,
organization
, &
facilities
important too
24
Business AgilityMetamodelRecap
Fewer, Smaller,
& Inexpensive
6. IT I
NFRASTRUCTURE
A
GILITY
Public Internet
Services Based
1. S
TRATEGIC
A
GIILTY
Experimental
Sense & Respond
7. O
RGANIZATION
D
ESIGN
A
GILITY
Flat, Networked,
& Holocratic
5. T
ECHNOLOGY
A
GILITY
Software-Based
Microservices 8. C
APITAL
I
NFRASTRUCTURE
A
GILITY
On-Demand
Teleworkers
3. P
ROCESS
A
GILITY
Lean, Agile,
& Continuous
B
USINESS
A
GILITY
M
ETAMODEL
2. C
ULTURAL
A
GILITY
Collaborative &
Empowered
RODUCT
& S
ERVICE
A
GILITY
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
Early models based on strategies & operations
Evolved into an experimental sense & response
Products
,
organization
, &
facilities
important too
24
Business AgilityMetamodelRecap
Fewer, Smaller,
& Inexpensive
6. IT I
NFRASTRUCTURE
A
GILITY
Public Internet
Services Based
1. S
TRATEGIC
A
GIILTY
Experimental
Sense & Respond
7. O
RGANIZATION
D
ESIGN
A
GILITY
Flat, Networked,
& Holocratic
5. T
ECHNOLOGY
A
GILITY
Software-Based
Microservices 8. C
APITAL
I
NFRASTRUCTURE
A
GILITY
On-Demand
Teleworkers
3. P
ROCESS
A
GILITY
Lean, Agile,
& Continuous
B
USINESS
A
GILITY
M
ETAMODEL
2. C
ULTURAL
A
GILITY
Collaborative &
Empowered
Business Agility MetamodelKiviat
Objective
Experiments
Vision-Strategy
Time Based
Change-Adapt
Customer Focus
Relationships
Leadership
Talent
Purpose
Collaborative
Communication
Empowerment
Improvement
Continuous
Iterative
Operational
Lightweight
Disciplined
Improving
Automation
Fewer
Smaller
Modular
Flexible
Reconfigurable
Inexpensive
Throwaway
Software
Open Source
Microservices
Commercial
Reusable
Cloud Computing
Mobile
Intranet
Internet
Text
Email
Cellphone
Video
Workflow
Narrow
Flatter
Networked
Organic
Self Organizing
Cross Functional
Light Governance
Virtual
Telepresence
Outsourced
Offshoring
Global
Leased
Commercial
1
2
3
4
5
6
7
1. Strategic Agility 8. Capital Infrastructure Agility
2. Cultural
Agility
3. Process
Agility
4. Product & Service Agility 5. Technology Agility
6. IT Infrastructure
Agility
7. Organization
Design Agility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
25
Objective
Experiments
Vision-Strategy
Time Based
Change-Adapt
Customer Focus
Relationships
Leadership
Talent
Purpose
Collaborative
Communication
Empowerment
Improvement
Continuous
Iterative
Operational
Lightweight
Disciplined
Improving
Automation
Fewer
Smaller
Modular
Flexible
Reconfigurable
Inexpensive
Throwaway
Software
Open Source
Microservices
Commercial
Reusable
Cloud Computing
Mobile
Intranet
Internet
Text
Cellphone
Video
Workflow
Narrow
Flatter
Networked
Organic
Self Organizing
Cross Functional
Light Governance
Virtual
Telepresence
Outsourced
Offshoring
Global
Leased
Commercial
1
2
3
4
5
6
7
1. Strategic Agility 8. Capital Infrastructure Agility
2. Cultural
Agility
3. Process
Agility
4. Product & Service Agility 5. Technology Agility
6. IT Infrastructure
Agility
7. Organization
Design Agility
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies . Retrieved March 1, 2016, from http://davidfrico.com
25
G
OVERNMENT
A
GILITY
IT Infrastructure
Facility Infrastructure
Organization Infrastructure
Information Infrastructure
Resource Infrastructure
Collaborative Infrastructure
Cultural Infrastructure
F
ACILITY
I
NFRASTRUCTURE
Rico, D. F. (2015). Dave’s notes: U.S. government agile business model . Retrieved March 1, 2016, from http://davidfrico.com
Created by Dave Rico in 2015
Inspired by U.S. DoD 3rd offset strategy
Lean
,
collaboration
, &
outsourcing
major themes
26
Business Agility Gov’t Example
Leased Commercial Facilities
Hardened Commercial Facilities
Lease vs. Build Philosophy
Smaller Customer Facilities
Outsourced Facility Workforce
O
RGANIZATION
I
NFRASTRUCTURE
Smaller Flatter Workforce
Integrated Workforce
Outsourced Workforce
Collaborative Teams
Shared Decision Making
IT I
NFRASTRUCTURE
Leased Data Centers
Leased Web Services
Buy vs. Build Philosophy
Smaller Custom Services
Outsourced IT workforce
I
NFORMATION
I
NFRASTRUCTURE
Outsourced Data & Information
Outsourced Analytics Data
Fewer Information Sources
Outsourced Workforce
Buy vs. Build Philosophy
C
OLLABORATIVE
I
NFRASTRUCTURE
More Community Participation
More International Participation
More Information Sharing
More Commercial Participation
More Crowdsourcing
C
ULTURAL
I
NFRASTRUCTURE
Less Buyer-Supplier Barriers
Less Us vs. Them Mentality
Less Legalistic Relationships
More Cross Functional Teams
More Communication & Trust
R
ESOURCE
I
NFRASTRUCTURE
Smaller Resource Footprint
Temporary Throwaway Services
Micro Timelines & Services
Smaller Budgets & Thresholds
Few Capital Intensive Purchases
OVERNMENT
A
GILITY
IT Infrastructure
Facility Infrastructure
Organization Infrastructure
Information Infrastructure
Resource Infrastructure
Collaborative Infrastructure
Cultural Infrastructure
F
ACILITY
I
NFRASTRUCTURE
Rico, D. F. (2015). Dave’s notes: U.S. government agile business model . Retrieved March 1, 2016, from http://davidfrico.com
Created by Dave Rico in 2015
Inspired by U.S. DoD 3rd offset strategy
Lean
,
collaboration
, &
outsourcing
major themes
26
Business Agility Gov’t Example
Leased Commercial Facilities
Hardened Commercial Facilities
Lease vs. Build Philosophy
Smaller Customer Facilities
Outsourced Facility Workforce
O
RGANIZATION
I
NFRASTRUCTURE
Smaller Flatter Workforce
Integrated Workforce
Outsourced Workforce
Collaborative Teams
Shared Decision Making
IT I
NFRASTRUCTURE
Leased Data Centers
Leased Web Services
Buy vs. Build Philosophy
Smaller Custom Services
Outsourced IT workforce
I
NFORMATION
I
NFRASTRUCTURE
Outsourced Data & Information
Outsourced Analytics Data
Fewer Information Sources
Outsourced Workforce
Buy vs. Build Philosophy
C
OLLABORATIVE
I
NFRASTRUCTURE
More Community Participation
More International Participation
More Information Sharing
More Commercial Participation
More Crowdsourcing
C
ULTURAL
I
NFRASTRUCTURE
Less Buyer-Supplier Barriers
Less Us vs. Them Mentality
Less Legalistic Relationships
More Cross Functional Teams
More Communication & Trust
R
ESOURCE
I
NFRASTRUCTURE
Smaller Resource Footprint
Temporary Throwaway Services
Micro Timelines & Services
Smaller Budgets & Thresholds
Few Capital Intensive Purchases
Nadasen, D. (2015). Fiscal year 2015 fact book . Largo, MD. UMUC.
DeGruttola, M. (2015). The future of open source . Waltham, MA: North Bridge.
Sands, R. (2012). Open source by the numbers. Burlington, MA: Black Duck Software.
Virtual enterprises have reached tipping point
Many U.S. civilian agencies use virtual workforce
Online
,
large
, & have a very
small capital footprint
27
Business Agility Case Studies
Open SourceSoftwareUniv. of Maryland Univ. College
95% of IT firms use open source tools
Over 10 million open source projects
At least 10 million contributors to open source
Most contributors don’t have full-time day jobs
Most contributors work from home without pay
~ 100 billion lines of software source code
50% are "live" projects with active commits
Live projects average 6.5 million lines of code
50% of Projects are Java, C, and C++
Dozens of open source repositories worldwide
Most repositories offer st atic source code analysis
Automatic code security analysis typically done
Development process follows lean-agile paradigm
Surpasses commercial code quality
Commercial code has more severe defects
Linux is benchmark for open source quality
Open, Affordable, Quality Education
One of 11 major schools in USM
82,555 Total Students
248,104 Course Enrollments
31,378 Full-Time Students
(38,140 UMCP)
11,550 Annual Degrees Granted
(9,700 UMCP)
237,343 Degrees Since 1948
Offers more than 90 types of degrees
45% of Students are Minorities
(11% UMCP)
28% of Degrees go to Minorities
75% of Students Work Full-Time
54% of Students Have Children
63% of Students Active Duty Military
140 Worldwide Locations on Four Continents
535,480 Square Feet
(13.5m UMCP)
MTCO2e/Student < 0.72
(6.5 UMCP)
DeGruttola, M. (2015). The future of open source . Waltham, MA: North Bridge.
Sands, R. (2012). Open source by the numbers. Burlington, MA: Black Duck Software.
Virtual enterprises have reached tipping point
Many U.S. civilian agencies use virtual workforce
Online
,
large
, & have a very
small capital footprint
27
Business Agility Case Studies
Open SourceSoftwareUniv. of Maryland Univ. College
95% of IT firms use open source tools
Over 10 million open source projects
At least 10 million contributors to open source
Most contributors don’t have full-time day jobs
Most contributors work from home without pay
~ 100 billion lines of software source code
50% are "live" projects with active commits
Live projects average 6.5 million lines of code
50% of Projects are Java, C, and C++
Dozens of open source repositories worldwide
Most repositories offer st atic source code analysis
Automatic code security analysis typically done
Development process follows lean-agile paradigm
Surpasses commercial code quality
Commercial code has more severe defects
Linux is benchmark for open source quality
Open, Affordable, Quality Education
One of 11 major schools in USM
82,555 Total Students
248,104 Course Enrollments
31,378 Full-Time Students
(38,140 UMCP)
11,550 Annual Degrees Granted
(9,700 UMCP)
237,343 Degrees Since 1948
Offers more than 90 types of degrees
45% of Students are Minorities
(11% UMCP)
28% of Degrees go to Minorities
75% of Students Work Full-Time
54% of Students Have Children
63% of Students Active Duty Military
140 Worldwide Locations on Four Continents
535,480 Square Feet
(13.5m UMCP)
MTCO2e/Student < 0.72
(6.5 UMCP)
28
Business Agility Performance
Langley, M. A. (2014). High-cost of low performance: Pulse of the profession (a snapshot). Newtown Square, PA: Project Management Institute.
Business Agility Performance
Langley, M. A. (2014). High-cost of low performance: Pulse of the profession (a snapshot). Newtown Square, PA: Project Management Institute.
Hoque, F., et al. (2007). Business technology convergence . The role of business technology convergence in innovation
and adaptability and its effect on financial performance . Stamford, CT: BTM Corporation.
29
Study of 15
agile
vs.
non-agile
Fortune 500 firms
Based on models to measure
organizational agility
Agile firms
out perform
non agile firms by
up to 36%
Business Agility Benefits I
and adaptability and its effect on financial performance . Stamford, CT: BTM Corporation.
29
Study of 15
agile
vs.
non-agile
Fortune 500 firms
Based on models to measure
organizational agility
Agile firms
out perform
non agile firms by
up to 36%
Business Agility Benefits I
30
Business Agility Benefits II
Alva, H. et al. (2010). Business agility index : The characteristics of an agile enterprise and how they drive superior
financial performance by convergi ng business and technology management . Stamford, CT: BTM Corporation.
Business Agility Benefits II
Alva, H. et al. (2010). Business agility index : The characteristics of an agile enterprise and how they drive superior
financial performance by convergi ng business and technology management . Stamford, CT: BTM Corporation.
E-commerce market is model of business agility
Small footprint combined with flexible technologies
Outpacesbrick-and-mortar
retailing by
2 to 8
times
31
Business Agility Benefits III
E-commerce market is model of business agility
Small footprint combined with flexible technologies
Outpacesbrick-and-mortar
retailing by
2 to 8
times
31
Business Agility Benefits III
Business Agility—National Level
Suhy, S. (2014). Has the U.S. government moved to agile without telling anyone ? Retrieved April 24, 2015, from http://agileingov.com
Porter, M. E., & Schwab, K. (2008). The global competitiveness report : 2008 to 2009 . Geneva, Switzerland: World Economic Forum.
32
U.S. gov’t agile jobs grew by 13,000%
from 2006-2013
Adoption is higher in
U.S. DoD
than
Civilian Agencies
GDP
of countries with
high adoption
rates is
greater
High
Low
Low High
A
GILITY
COMPETITIVENESS
G
OVERNMENT
A
GILE
J
OB
G
ROWTH
PERCENTAGE
13,000%
0
2006 2013
Y
EARS
G
OVERNMENT
C
OMPETITIVENESS
Suhy, S. (2014). Has the U.S. government moved to agile without telling anyone ? Retrieved April 24, 2015, from http://agileingov.com
Porter, M. E., & Schwab, K. (2008). The global competitiveness report : 2008 to 2009 . Geneva, Switzerland: World Economic Forum.
32
U.S. gov’t agile jobs grew by 13,000%
from 2006-2013
Adoption is higher in
U.S. DoD
than
Civilian Agencies
GDP
of countries with
high adoption
rates is
greater
High
Low
Low High
A
GILITY
COMPETITIVENESS
G
OVERNMENT
A
GILE
J
OB
G
ROWTH
PERCENTAGE
13,000%
0
2006 2013
Y
EARS
G
OVERNMENT
C
OMPETITIVENESS
33
Late big bang integration increases WIP backlog
Agile testing early and often reduces WIP backlog
CI/CD/DevOps lower
WIP
,
Cycle Time
, &
Lead Time
Nightingale, C. (2015). Seven lean metrics to improve flow . Franklin, TN: LeanKit.
K
ANBAN
B
OARD
C
UMULATIVE
F
LOW
D
IAGRAM
L
EAD
T
IME
& C
YCLE
T
IME
P
UTTING IT
A
LL
T
OGETHER
Business Agility Measures I
Late big bang integration increases WIP backlog
Agile testing early and often reduces WIP backlog
CI/CD/DevOps lower
WIP
,
Cycle Time
, &
Lead Time
Nightingale, C. (2015). Seven lean metrics to improve flow . Franklin, TN: LeanKit.
K
ANBAN
B
OARD
C
UMULATIVE
F
LOW
D
IAGRAM
L
EAD
T
IME
& C
YCLE
T
IME
P
UTTING IT
A
LL
T
OGETHER
Business Agility Measures I
Increase (Commercial)
● Products & Services
● Product Safety & Reliability
● Reputation, Image, & Brand Equity
●Customers
● Marketshare
● Sales
● Revenues
● Profits
● Return on Investment
Increase (Government)
● Mission Efficiency & Effectiveness
● National Security & Safety Posture
● Identification of High-Value Targets
● Actionable Intelligence
● Intelligence Value Estimate
● Exploit Multiple Signal Sources
● Exploit Emerging Signal Sources
● Exploit Emerging Missions & Threats
● Strategic & Tactical Military Readiness
Reduce (Commercial & Gov’t)
● Technical Complexity, Scale, & Size
● Development, Test, & Evaluation Costs
● Cycle Time & Delivery Speed
● Rework, Defects, Faults, & Failures
● Cost, Schedule, & Budget Overruns
● Turnover, Attrition, & Knowledge Loss
● Programmatic & Technical Risks
● Tech Obsolescence & Legacy Sys. Cost
● Hardware & Software Purchasing Time
● Integration & Interoperability Costs
Increase (Commercial & Gov’t) ● Efficiency & Effectiveness
● Delivery Order Quantity (DoQ)
● Speed, Productivity, & Competitiveness
● Innovation, New Ideas, & Technology
● Morale, Retention, & Emp. Satisfaction
● Communication & Knowledge Sharing
● Cust. Satisfaction, Loyalty, & Retention
● Faster Tech. & Infrastructure Refresh
● Decisionmaking & Governance Speed
● Certification & Accreditation Speed
34
Business Agility Measures II
Strategic
Operational
● Products & Services
● Product Safety & Reliability
● Reputation, Image, & Brand Equity
●Customers
● Marketshare
● Sales
● Revenues
● Profits
● Return on Investment
Increase (Government)
● Mission Efficiency & Effectiveness
● National Security & Safety Posture
● Identification of High-Value Targets
● Actionable Intelligence
● Intelligence Value Estimate
● Exploit Multiple Signal Sources
● Exploit Emerging Signal Sources
● Exploit Emerging Missions & Threats
● Strategic & Tactical Military Readiness
Reduce (Commercial & Gov’t)
● Technical Complexity, Scale, & Size
● Development, Test, & Evaluation Costs
● Cycle Time & Delivery Speed
● Rework, Defects, Faults, & Failures
● Cost, Schedule, & Budget Overruns
● Turnover, Attrition, & Knowledge Loss
● Programmatic & Technical Risks
● Tech Obsolescence & Legacy Sys. Cost
● Hardware & Software Purchasing Time
● Integration & Interoperability Costs
Increase (Commercial & Gov’t) ● Efficiency & Effectiveness
● Delivery Order Quantity (DoQ)
● Speed, Productivity, & Competitiveness
● Innovation, New Ideas, & Technology
● Morale, Retention, & Emp. Satisfaction
● Communication & Knowledge Sharing
● Cust. Satisfaction, Loyalty, & Retention
● Faster Tech. & Infrastructure Refresh
● Decisionmaking & Governance Speed
● Certification & Accreditation Speed
34
Business Agility Measures II
Strategic
Operational
B
USINESS
A
GILITY
Summary
Early approaches focused on strategy & culture
Hard to make big administrative bureaucracy agile
Need to focus on
products
,
org. structure
, &
facilities
35
Agility isn'tjust for [software]coding cowboys
[Business ]agility has been around for a long time
Agility is rooted in a lot of rich theoretical traditions
Lean and agile paradigms are at root of business agility
Business agility is NOTa means of putting lipstick on a pig
The KEYto agility is to make the ENTIREorganization agile
Applies to strategy, culture, products, technologies, & facilities
True business agility is by competing with softwarevs. hardware
USINESS
A
GILITY
Summary
Early approaches focused on strategy & culture
Hard to make big administrative bureaucracy agile
Need to focus on
products
,
org. structure
, &
facilities
35
Agility isn'tjust for [software]coding cowboys
[Business ]agility has been around for a long time
Agility is rooted in a lot of rich theoretical traditions
Lean and agile paradigms are at root of business agility
Business agility is NOTa means of putting lipstick on a pig
The KEYto agility is to make the ENTIREorganization agile
Applies to strategy, culture, products, technologies, & facilities
True business agility is by competing with softwarevs. hardware
Business Agility—Related Books
Guides
to
software methods
for business leaders
Communicates
the
business value
of IT approaches
Rosetta stones
to unlocking
ROI
of
software methods
http://davidfrico.com/agile-book.htm (Description )
http://davidfrico.com/roi-book.htm (Description)
36
Guides
to
software methods
for business leaders
Communicates
the
business value
of IT approaches
Rosetta stones
to unlocking
ROI
of
software methods
http://davidfrico.com/agile-book.htm (Description )
http://davidfrico.com/roi-book.htm (Description)
36
Dave’s Professional Capabilities
37
Software
Quality
Mgt.
Technical
Project
Mgt.
Software
Development
Methods
Organization
Change
Systems
Engineering
Cost
Estimating
Government
Contracting
Government
Acquisitions
Lean
Kanban
Big Data,
Cloud, NoSQL
Workflow
Automation
Metrics,
Models, & SPC
Six
Sigma
BPR, IDEF0,
& DoDAF
DoD 5000,
TRA, & SRA
PSP, TSP, &
Code Reviews
CMMI &
ISO 9001
Innovation
Management Statistics, CFA,
EFA, & SEM
Research
Methods
Evolutionary
Design
Valuation
— Cost-Benefit Analysis, B/CR, RO I, NPV, BEP, Real Options, etc.
Lean-Agile
— Scrum, SAFe, Continuous Integr ation & Delivery, DevOps, etc.
STRENGTHS– Data Mining Gathering & Reporting Performance Data Strategic Planning Executive & Manage-
ment Briefs Brownbags & Webinars White Papers Tiger-Teams Short-Fuse Tasking Audits & Reviews Etc.
●Action-oriented. Do first (talk about it later).
●Data-mining/analysis. Collect facts (then report findings).
●Simplification. Communicating complex ideas (in simple terms).
●Git-r-done. Prefer short, high-priority tasks ( vs. long bureaucratic projects).
●Team player. Consensus-oriented collaboration (vs. top-down autocratic control).
P
MP
, C
SEP
,
A
CP
, C
SM
,
& S
AFE
32 Y
EARS
INIT
I
NDUSTRY
37
Software
Quality
Mgt.
Technical
Project
Mgt.
Software
Development
Methods
Organization
Change
Systems
Engineering
Cost
Estimating
Government
Contracting
Government
Acquisitions
Lean
Kanban
Big Data,
Cloud, NoSQL
Workflow
Automation
Metrics,
Models, & SPC
Six
Sigma
BPR, IDEF0,
& DoDAF
DoD 5000,
TRA, & SRA
PSP, TSP, &
Code Reviews
CMMI &
ISO 9001
Innovation
Management Statistics, CFA,
EFA, & SEM
Research
Methods
Evolutionary
Design
Valuation
— Cost-Benefit Analysis, B/CR, RO I, NPV, BEP, Real Options, etc.
Lean-Agile
— Scrum, SAFe, Continuous Integr ation & Delivery, DevOps, etc.
STRENGTHS– Data Mining Gathering & Reporting Performance Data Strategic Planning Executive & Manage-
ment Briefs Brownbags & Webinars White Papers Tiger-Teams Short-Fuse Tasking Audits & Reviews Etc.
●Action-oriented. Do first (talk about it later).
●Data-mining/analysis. Collect facts (then report findings).
●Simplification. Communicating complex ideas (in simple terms).
●Git-r-done. Prefer short, high-priority tasks ( vs. long bureaucratic projects).
●Team player. Consensus-oriented collaboration (vs. top-down autocratic control).
P
MP
, C
SEP
,
A
CP
, C
SM
,
& S
AFE
32 Y
EARS
INIT
I
NDUSTRY
18 Business Agility Patterns,
Models, & Other Alternatives
Models, & Other Alternatives
S
TRUCTURED
C
HAOS
Brown, S. L., & Eisenhardt, K. M. (1998). Competing on the edge: Strategy as structured chaos . Boston, MA: HBS Press.
Created by Brown et al. in 1998
Inspired by chaos & complex adaptive sys.
Time-based
,
portfolio
, &
collaboration
major themes
39
1. Structured Chaos
T
IME
P
ACING
Transitions
Choreography
Rhythm
Intervals
Time Pacing
Edge of Time
Edge of Chaos
E
DGE OF
C
HAOS
Chaos
Improvisation
Structure
Coadaptation
E
DGE OF
T
IME
Past
Regeneration
Future
Experimentation
TRUCTURED
C
HAOS
Brown, S. L., & Eisenhardt, K. M. (1998). Competing on the edge: Strategy as structured chaos . Boston, MA: HBS Press.
Created by Brown et al. in 1998
Inspired by chaos & complex adaptive sys.
Time-based
,
portfolio
, &
collaboration
major themes
39
1. Structured Chaos
T
IME
P
ACING
Transitions
Choreography
Rhythm
Intervals
Time Pacing
Edge of Time
Edge of Chaos
E
DGE OF
C
HAOS
Chaos
Improvisation
Structure
Coadaptation
E
DGE OF
T
IME
Past
Regeneration
Future
Experimentation
J
UDO
S
TRATEGY
Flexible Scaling
Flexible Strategy
Flexible Design
Flexible Process
Cusumano, M. A., & Yoffie, D. B. (1998). Competing on internet time : Lessons from netscape and its battle with micro soft. New York, NY: The Free Press.
Created by Mike Cusumanoet al. in 1998
Inspired by Silicon Valley Internet/Web firms
Planning
,
testing
, &
implementing
major themes
40
2. Judo Strategy
F
LEXIBLE
S
TRATEGY
Move to Uncontested Ground
Avoid Direct Attacks
Leverage Others Weakness
Avoid Sumo Competitions
F
LEXIBLE
D
ESIGN
Multi-Market Platforms
Modular Architectures
Reusable Components
Parallel Development
F
LEXIBLE
S
CALING
Create a Living Vision
Acquire Best Talent
Be Small, Act Big
Leverage Relationships
F
LEXIBLE
P
ROCESS
Adapt Development Priorities
Allow Features to Evolve
Fully Automate Testing
Early Beta Products
UDO
S
TRATEGY
Flexible Scaling
Flexible Strategy
Flexible Design
Flexible Process
Cusumano, M. A., & Yoffie, D. B. (1998). Competing on internet time : Lessons from netscape and its battle with micro soft. New York, NY: The Free Press.
Created by Mike Cusumanoet al. in 1998
Inspired by Silicon Valley Internet/Web firms
Planning
,
testing
, &
implementing
major themes
40
2. Judo Strategy
F
LEXIBLE
S
TRATEGY
Move to Uncontested Ground
Avoid Direct Attacks
Leverage Others Weakness
Avoid Sumo Competitions
F
LEXIBLE
D
ESIGN
Multi-Market Platforms
Modular Architectures
Reusable Components
Parallel Development
F
LEXIBLE
S
CALING
Create a Living Vision
Acquire Best Talent
Be Small, Act Big
Leverage Relationships
F
LEXIBLE
P
ROCESS
Adapt Development Priorities
Allow Features to Evolve
Fully Automate Testing
Early Beta Products
A
DAPTIVE
E
NTERPRISE
Adaptiveness
Leadership
Organization
Coordination
Automation
Haeckel, S. H. (1999). Adaptive enterprise: Creating and leading sense-and-respond organizations . Boston, MA: HBS Press.
41
L
EADERSHIP
Create Clarity
Create Context
Establish Outcomes
Reduce Ambiguity
C
OORDINATION
Define Roles
Codify Commitments
Manage Commitments
Enable Modularity
A
DAPTIVENESS
Sense
Interpret
Decide
Act
A
UTOMATION
Automate Schema
Automate Roles
Automate Decisions
Automate Commitment
Created by Stephan Haeckel in 1999
Inspired by complex adaptive systems theory
Leaders
,
governance
, &
coordination
major themes
3. Adaptive Enterprise
C
ONTEXT
Reason for Being
Governing Principles
Abstract Business Design
Refine & Adapt Context
DAPTIVE
E
NTERPRISE
Adaptiveness
Leadership
Organization
Coordination
Automation
Haeckel, S. H. (1999). Adaptive enterprise: Creating and leading sense-and-respond organizations . Boston, MA: HBS Press.
41
L
EADERSHIP
Create Clarity
Create Context
Establish Outcomes
Reduce Ambiguity
C
OORDINATION
Define Roles
Codify Commitments
Manage Commitments
Enable Modularity
A
DAPTIVENESS
Sense
Interpret
Decide
Act
A
UTOMATION
Automate Schema
Automate Roles
Automate Decisions
Automate Commitment
Created by Stephan Haeckel in 1999
Inspired by complex adaptive systems theory
Leaders
,
governance
, &
coordination
major themes
3. Adaptive Enterprise
C
ONTEXT
Reason for Being
Governing Principles
Abstract Business Design
Refine & Adapt Context
A
GILE
O
RGANIZATION
Fulmer, W. E. (2000). Shaping the adaptive organization : Landscapes, learning, and leadership in volatile times . New York, NY: Amacom.
Created by William Fulmer in 2000
Inspired by chaos & complex adaptive sys.
Marketing
,
adaptation
, &
culture
major themes
42
4. Agile Organization
U
NDERSTAND
L
ANDSCAPE
Make Sense of World
Understand Uncertainty
Understand Landscape
Understand Landscape
Learn to Adapt
Shape the Organization
S
HAPE THE
O
RGANIZATION
Attract Adaptive People
Focus on Customer
Create Success Culture
L
EARN TO
A
DAPT
Plan to Adapt
Create Adaptive Culture
Structure for Adaptation
GILE
O
RGANIZATION
Fulmer, W. E. (2000). Shaping the adaptive organization : Landscapes, learning, and leadership in volatile times . New York, NY: Amacom.
Created by William Fulmer in 2000
Inspired by chaos & complex adaptive sys.
Marketing
,
adaptation
, &
culture
major themes
42
4. Agile Organization
U
NDERSTAND
L
ANDSCAPE
Make Sense of World
Understand Uncertainty
Understand Landscape
Understand Landscape
Learn to Adapt
Shape the Organization
S
HAPE THE
O
RGANIZATION
Attract Adaptive People
Focus on Customer
Create Success Culture
L
EARN TO
A
DAPT
Plan to Adapt
Create Adaptive Culture
Structure for Adaptation
Collins, J. (2001). Good to great: Why some companies make the leap and others don’t . New York, NY: HarperCollins.
Created by Jim Collins in 2001
Study of late 20th century Fortune 500 firms
Servant leaders
,
talent
, &
objectivity
major themes
43
5. Good to Great
D
ISCIPLINED
P
EOPLE
L
EVEL
5 L
EADERSHIP
Ambition for Company
Compelling Modesty
Unwavering Resolve
Give Credit to Others
F
IRST
W
HO
, T
HEN
W
HAT
Deep Strong Teams
Who You Pay Not How
Rigorous Not Ruthless
First Who, Firm, & Life
D
ISCIPLINED
T
HOUGHT
C
ONFRONT
B
RUTAL
F
ACTS
Facts vs Dreams
Climate of Truth
Unwavering Faith
Confidence & Realism
H
EDGEHOG
C
ONCEPT
Understand Strength
Understand Economics
Understand Passion
Understand Bravado
D
ISCIPLINED
A
CTION
C
ULTURE OF
D
ISCIPLINE
Free But Responsible
Culture Not a Tyrant
Adhere to Hedgehog
Start a Stopdoing List
D
ISCIPLINE
A
CCELERATORS
Tech Induced Change
Tech Acceleration
Tech Moderation
Tech Mastery
Created by Jim Collins in 2001
Study of late 20th century Fortune 500 firms
Servant leaders
,
talent
, &
objectivity
major themes
43
5. Good to Great
D
ISCIPLINED
P
EOPLE
L
EVEL
5 L
EADERSHIP
Ambition for Company
Compelling Modesty
Unwavering Resolve
Give Credit to Others
F
IRST
W
HO
, T
HEN
W
HAT
Deep Strong Teams
Who You Pay Not How
Rigorous Not Ruthless
First Who, Firm, & Life
D
ISCIPLINED
T
HOUGHT
C
ONFRONT
B
RUTAL
F
ACTS
Facts vs Dreams
Climate of Truth
Unwavering Faith
Confidence & Realism
H
EDGEHOG
C
ONCEPT
Understand Strength
Understand Economics
Understand Passion
Understand Bravado
D
ISCIPLINED
A
CTION
C
ULTURE OF
D
ISCIPLINE
Free But Responsible
Culture Not a Tyrant
Adhere to Hedgehog
Start a Stopdoing List
D
ISCIPLINE
A
CCELERATORS
Tech Induced Change
Tech Acceleration
Tech Moderation
Tech Mastery
Dove, R. (2001). Response ability: The language, structure, and culture of the agile enterprise . New York, NY: John Wiley & Sons.
Created by Rick Dove in 2001
Inspired by lean firms from the early 1990s
Change
,
flexibility
, &
improvement
major themes
44
6. Response Ability
C
HANGE
P
ROFICIENCY
F
RAMEWORKS FOR
C
HANGE
Change Proficiency
Quality of Change
Categorizing Change
Proactive Dynamics
Reactive Dynamics
Language of Change
R
ESPONSE
S
ITUATION
A
NALYSIS
Define Problems
Identify Opportunities
Establish Requirements
Collaboration
Analyze Process
Validate Process
A
DAPTABLE
S
TRUCTURE
E
NABLING
R
ESPONSE
A
BILITY
Deferred Commitment
Distributed Control
Elastic Capacity
Redundancy & Diversity
Self Organization
Evolving Standards
R
ESPONSIVE
S
YSTEMS
Self Organized Dynamic
Response Able Product
Response Able Process
Response Able Practice
Response Able People
Just in Time
Systems
K
NOWLEDGE
& C
ULTURE
W
AKING
U
PTHE
E
NTERPRISE
Strategic Planning
Business Justification
Organization Relations
Innovation Management
Knowledge Management
Performance Me
trics
M
ANAGING THE
E
NTERPRISE
Organizational Learning
Communities of Practice
Collaborative Learning
Insightful People
Workshops & Metaphors
Portfolio Management
Created by Rick Dove in 2001
Inspired by lean firms from the early 1990s
Change
,
flexibility
, &
improvement
major themes
44
6. Response Ability
C
HANGE
P
ROFICIENCY
F
RAMEWORKS FOR
C
HANGE
Change Proficiency
Quality of Change
Categorizing Change
Proactive Dynamics
Reactive Dynamics
Language of Change
R
ESPONSE
S
ITUATION
A
NALYSIS
Define Problems
Identify Opportunities
Establish Requirements
Collaboration
Analyze Process
Validate Process
A
DAPTABLE
S
TRUCTURE
E
NABLING
R
ESPONSE
A
BILITY
Deferred Commitment
Distributed Control
Elastic Capacity
Redundancy & Diversity
Self Organization
Evolving Standards
R
ESPONSIVE
S
YSTEMS
Self Organized Dynamic
Response Able Product
Response Able Process
Response Able Practice
Response Able People
Just in Time
Systems
K
NOWLEDGE
& C
ULTURE
W
AKING
U
PTHE
E
NTERPRISE
Strategic Planning
Business Justification
Organization Relations
Innovation Management
Knowledge Management
Performance Me
trics
M
ANAGING THE
E
NTERPRISE
Organizational Learning
Communities of Practice
Collaborative Learning
Insightful People
Workshops & Metaphors
Portfolio Management
M
OBILE
B
USINESS
Strategic Considerations
Tactical Considerations
Strategic Roadmap
Architectural Frameworks
Applications
Technologies
Implementation
T
ACTICAL
C
ONSIDERATIONS
Evans, N. D. (2002). Business agility: Strategies for gaining competitive advant age through mobile business solutions . Upper Saddle River, NJ: Prentice-Hall.
Created by Nicholas Evans in 2002
Inspired by wireless mobile communications
Process
,
e-business
, &
wireless tech.
major themes
45
7. Mobile Business
Design Technical Architectures
Design Flexible Processes
Design Flexible Technologies
Focus on User Acceptance
Measure Results of Initiative
S
TRATEGIC
R
OADMAP
Assess Business & Technology
Identify Target Opportunities
Develop Business Case
Develop Project Plan
Calculate Return on Investment
S
TRATEGIC
C
ONSIDERATIONS
Merge with Business Strategy
Make IT a Strategic Partner
Pursue Holistic Strategy
Exploit and Defend Position
Design Business Processes
A
RCHITECTURAL
F
RAMEWORKS
Business Process Discovery
Enterprise Architecture
Reference Architecture
Technical Architecture
Service Architecture
T
ECHNOLOGIES
Align Strategy-Business Rules
Application Servers
Wireless Middleware
Enterprise Application Integ.
Partnership Ecosystems
A
PPLICATIONS
Executive Dashboards and BI
Sales & Field Force Automation
Customer Relationship Mgt.
Customer Service Intelligence
Supply Chain Management
I
MPLEMENTATION
Insource or Outsource
Phased Rollout
Legacy Infrastructure
Test and Evaluate
Continuous Improvement
OBILE
B
USINESS
Strategic Considerations
Tactical Considerations
Strategic Roadmap
Architectural Frameworks
Applications
Technologies
Implementation
T
ACTICAL
C
ONSIDERATIONS
Evans, N. D. (2002). Business agility: Strategies for gaining competitive advant age through mobile business solutions . Upper Saddle River, NJ: Prentice-Hall.
Created by Nicholas Evans in 2002
Inspired by wireless mobile communications
Process
,
e-business
, &
wireless tech.
major themes
45
7. Mobile Business
Design Technical Architectures
Design Flexible Processes
Design Flexible Technologies
Focus on User Acceptance
Measure Results of Initiative
S
TRATEGIC
R
OADMAP
Assess Business & Technology
Identify Target Opportunities
Develop Business Case
Develop Project Plan
Calculate Return on Investment
S
TRATEGIC
C
ONSIDERATIONS
Merge with Business Strategy
Make IT a Strategic Partner
Pursue Holistic Strategy
Exploit and Defend Position
Design Business Processes
A
RCHITECTURAL
F
RAMEWORKS
Business Process Discovery
Enterprise Architecture
Reference Architecture
Technical Architecture
Service Architecture
T
ECHNOLOGIES
Align Strategy-Business Rules
Application Servers
Wireless Middleware
Enterprise Application Integ.
Partnership Ecosystems
A
PPLICATIONS
Executive Dashboards and BI
Sales & Field Force Automation
Customer Relationship Mgt.
Customer Service Intelligence
Supply Chain Management
I
MPLEMENTATION
Insource or Outsource
Phased Rollout
Legacy Infrastructure
Test and Evaluate
Continuous Improvement
McCarthy, M. P., & Stein, J. (2003). Agile business for fragile times : Strategies for enhancing competiti ve resiliency and stakeholder trust . New York, NY: McGraw-Hill.
Created by Pat McCarthy et al. in 2003
Inspired by strategic and operational agility
Value
,
alignment
, &
operations
major themes
46
8. Agile Business
S
TRATEGIC
A
GILITY
Revenue & Profit Focus
Understand Central Priorities
Assess & Report on Value
Transparent Communication
Organizational Alignment
Frequent Test & Measurement
High Performance Culture
Shared Decision Making
Rapidly Adapt to Change
O
PERATIONAL
A
GILITY
Critical Thinking & Questions
Value & Profit Focus
Adapt Quickly to Change
Flexible Integrated Processes
Lean & Disciplined
Reflective vs. Reflexive
Trust & Relationships
Passionate Improvement
Measure & Learn from Results
Created by Pat McCarthy et al. in 2003
Inspired by strategic and operational agility
Value
,
alignment
, &
operations
major themes
46
8. Agile Business
S
TRATEGIC
A
GILITY
Revenue & Profit Focus
Understand Central Priorities
Assess & Report on Value
Transparent Communication
Organizational Alignment
Frequent Test & Measurement
High Performance Culture
Shared Decision Making
Rapidly Adapt to Change
O
PERATIONAL
A
GILITY
Critical Thinking & Questions
Value & Profit Focus
Adapt Quickly to Change
Flexible Integrated Processes
Lean & Disciplined
Reflective vs. Reflexive
Trust & Relationships
Passionate Improvement
Measure & Learn from Results
C
ORPORATE
A
GILITY
Grantham, C. E., & Ware, J. P., & Williamson, C. (2007). Corporate agility : A revolutionary new model for competing in a flat world . New York, NY: Amacom.
Created by Charles Grantham et al. in 2007
Inspired by global outsourcing and offshoring
Expense
,
talent
, &
virtualization
major themes
47
9. Corporate Agility
R
EDUCE
O
PERATING
C
OSTS
Reduce Real Estate
Reconfigure Corporate Space
Acquire Green Building
Choose Inexpensive Locale
Outsource Labor
Reduce Turnover Costs
Reduce Operating Costs
Attract Top Human Talent
Institutionalize Innovation
I
NSTITUTIONALIZE
I
NNOVATION
Online Workspaces
Customer Responsiveness
Diverse Workforce
Ergonomic Work Spaces
Balance Openness & Privacy
Creative Personal Time
A
TTRACT
T
OP
H
UMAN
T
ALENT
Collaborative Strategy
Meaningful Work & Choices
Work Anywhere & Anytime
Opportunities for Growth
Empower, Engage, & Trust
Learning & Inclusiveness
ORPORATE
A
GILITY
Grantham, C. E., & Ware, J. P., & Williamson, C. (2007). Corporate agility : A revolutionary new model for competing in a flat world . New York, NY: Amacom.
Created by Charles Grantham et al. in 2007
Inspired by global outsourcing and offshoring
Expense
,
talent
, &
virtualization
major themes
47
9. Corporate Agility
R
EDUCE
O
PERATING
C
OSTS
Reduce Real Estate
Reconfigure Corporate Space
Acquire Green Building
Choose Inexpensive Locale
Outsource Labor
Reduce Turnover Costs
Reduce Operating Costs
Attract Top Human Talent
Institutionalize Innovation
I
NSTITUTIONALIZE
I
NNOVATION
Online Workspaces
Customer Responsiveness
Diverse Workforce
Ergonomic Work Spaces
Balance Openness & Privacy
Creative Personal Time
A
TTRACT
T
OP
H
UMAN
T
ALENT
Collaborative Strategy
Meaningful Work & Choices
Work Anywhere & Anytime
Opportunities for Growth
Empower, Engage, & Trust
Learning & Inclusiveness
Dos, Y., & Kosonen, M. (2008). Fast strategy : How strategic agility will help you stay ahead of the game . Harlow, UK: Pearson Education.
Created by Yves Dos & MikkoKosonenin 2008
Inspired by four+ decades of strategy research
Sensing
,
decisions
, &
adaptation
major themes
48
10. Fast Strategy
S
HARPEN
S
TRATEGIC
S
ENSITIVITY
R
APID
S
TRATEGY
Strategic Foresight
Strategic Insight
Simple Rules
M
AKING
S
ENSE VS
. S
ENSING
External Knowledge
Utilize Experimentation
Holistically Involve All
Know Where You Stand
Provoke Thinking
High-Quality Dialogue
B
UILD
C
OLLECTIVE
C
OMMITMENT
R
APID
C
OMMITMENT
Difficult Decisions
Captains vs. Architects
Barons vs. Courtiers
U
NIFIED
T
OP
T
EAM
D
ECISIONS
Mutual Dependency
Work Together
Conflict Management
Change the Top Team
Align Leadership Style
Executive Capabilities
K
NOWLEDGE
& C
ULTURE
R
APID
A
DAPTATION
Imprisoned Resources
Identifying Resources
Prioritize Modularity
D
IRECTION VS
. S
TRUCTURE
Mobilize Resources
Foster People Mobility
Reduce Business Risk
Reduce Entry-Exit Risk
Access Resources
Grow Resources
Created by Yves Dos & MikkoKosonenin 2008
Inspired by four+ decades of strategy research
Sensing
,
decisions
, &
adaptation
major themes
48
10. Fast Strategy
S
HARPEN
S
TRATEGIC
S
ENSITIVITY
R
APID
S
TRATEGY
Strategic Foresight
Strategic Insight
Simple Rules
M
AKING
S
ENSE VS
. S
ENSING
External Knowledge
Utilize Experimentation
Holistically Involve All
Know Where You Stand
Provoke Thinking
High-Quality Dialogue
B
UILD
C
OLLECTIVE
C
OMMITMENT
R
APID
C
OMMITMENT
Difficult Decisions
Captains vs. Architects
Barons vs. Courtiers
U
NIFIED
T
OP
T
EAM
D
ECISIONS
Mutual Dependency
Work Together
Conflict Management
Change the Top Team
Align Leadership Style
Executive Capabilities
K
NOWLEDGE
& C
ULTURE
R
APID
A
DAPTATION
Imprisoned Resources
Identifying Resources
Prioritize Modularity
D
IRECTION VS
. S
TRUCTURE
Mobilize Resources
Foster People Mobility
Reduce Business Risk
Reduce Entry-Exit Risk
Access Resources
Grow Resources
B
USINESS
A
GILITY
Hugos, M. H. (2007). Business agility: Sustainable prosperity in a relentlessly competitive world . Hoboken, NJ: John Wiley & Sons.
Created by Michael Hugosin 2009
Inspired by micro-marketing segmentation
Teams
,
marketing
, &
improvement
major themes
49
11. Business Agility
C
OORDINATE VS
. C
ONTROL
Use Dynamics of Swarming
Clear Performance Objectives
Networks vs. Hierarchies
Meaningful & Stable Goals
Ample Training & Trust
Good Leadership & Structure
Coordinate vs. Control
Fast, Simple, & Courage
Balanced Strategy-Tactics
B
ALANCED
S
TRATEGY
-T
ACTICS
Driven by Strategy Awareness
Continuous Improvement
Use DMAIC Cycles
Move It or Lose It
Use Reinforcing Feedback
Balance People & Technology
F
AST
, S
IMPLE
, & C
OURAGE
Win Without Fighting
Avoid Strength, Attack Weak
Know Truth, Sow Deception
Use Speed & Momentum
Select Opponent-Battle Wisely
Observe, Orient, Decide, & Act
USINESS
A
GILITY
Hugos, M. H. (2007). Business agility: Sustainable prosperity in a relentlessly competitive world . Hoboken, NJ: John Wiley & Sons.
Created by Michael Hugosin 2009
Inspired by micro-marketing segmentation
Teams
,
marketing
, &
improvement
major themes
49
11. Business Agility
C
OORDINATE VS
. C
ONTROL
Use Dynamics of Swarming
Clear Performance Objectives
Networks vs. Hierarchies
Meaningful & Stable Goals
Ample Training & Trust
Good Leadership & Structure
Coordinate vs. Control
Fast, Simple, & Courage
Balanced Strategy-Tactics
B
ALANCED
S
TRATEGY
-T
ACTICS
Driven by Strategy Awareness
Continuous Improvement
Use DMAIC Cycles
Move It or Lose It
Use Reinforcing Feedback
Balance People & Technology
F
AST
, S
IMPLE
, & C
OURAGE
Win Without Fighting
Avoid Strength, Attack Weak
Know Truth, Sow Deception
Use Speed & Momentum
Select Opponent-Battle Wisely
Observe, Orient, Decide, & Act
M
OTIVATIONAL
D
RIVE
Pink. D. H. (2009). Drive: The surprising truth about what motivates us . New York, NY: Riverhead Books.
Created by Dan Pink in 2009
Inspired by field of motivation research
Purpose
,
autonomy
, &
mastery
major themes
50
12. Motivational Drive
I
NDIVIDUAL
P
URPOSE
Goal
Objective
Power
Policy
Culture
Rejuvenation
Individual Purpose
Individual Autonomy
Individual Mastery
I
NDIVIDUAL
M
ASTERY
Inquiring
Flow
Mindset
Learning
Challenge
Asymptotic
I
NDIVIDUAL
A
UTONOMY
Accountable
Control
Task
Time
Team
Technique
OTIVATIONAL
D
RIVE
Pink. D. H. (2009). Drive: The surprising truth about what motivates us . New York, NY: Riverhead Books.
Created by Dan Pink in 2009
Inspired by field of motivation research
Purpose
,
autonomy
, &
mastery
major themes
50
12. Motivational Drive
I
NDIVIDUAL
P
URPOSE
Goal
Objective
Power
Policy
Culture
Rejuvenation
Individual Purpose
Individual Autonomy
Individual Mastery
I
NDIVIDUAL
M
ASTERY
Inquiring
Flow
Mindset
Learning
Challenge
Asymptotic
I
NDIVIDUAL
A
UTONOMY
Accountable
Control
Task
Time
Team
Technique
A
GILITY
F
ACTOR
Strategizing
Perceiving
Testing
Implementing
Worley, C. C., Williams, T., Lawler, E. E. (2014). The agility factor : Building adaptable organizations for superior performance . Hoboken, NJ: John Wiley & Sons.
Created by Chris Worley et al. in 2014
Inspired by PDCA cycle at organization level
Planning
,
testing
, &
implementing
major themes
51
13. Agility Factor
P
ERCEIVING
Sensing the Environment
Communicating Information
Interpreting the Environment
T
ESTING
Setting Up the Test
Running the Test
Learning from the Test
S
TRATEGIZING
Developing the Strategy
Managing the Execution
Establishing the Purpose
I
MPLEMENTING
Managing the Change
Ensuring Delivery of Results
Continuous Improvement
GILITY
F
ACTOR
Strategizing
Perceiving
Testing
Implementing
Worley, C. C., Williams, T., Lawler, E. E. (2014). The agility factor : Building adaptable organizations for superior performance . Hoboken, NJ: John Wiley & Sons.
Created by Chris Worley et al. in 2014
Inspired by PDCA cycle at organization level
Planning
,
testing
, &
implementing
major themes
51
13. Agility Factor
P
ERCEIVING
Sensing the Environment
Communicating Information
Interpreting the Environment
T
ESTING
Setting Up the Test
Running the Test
Learning from the Test
S
TRATEGIZING
Developing the Strategy
Managing the Execution
Establishing the Purpose
I
MPLEMENTING
Managing the Change
Ensuring Delivery of Results
Continuous Improvement
A
GILITY
A
DVANTAGE
See Thru Customer's Eyes
Right Customers & Value
Love the Problem
Breakthrough Strategies
Manage Uncertainty
Turn Strategic Corner
Institutionalize Agility
R
IGHT
C
USTOMERS
& V
ALUE
Setili, A. (2014). Agility advantage: How to identify and act on opportun ities in a fast-changing world . San Francisco, CA: Jossey-Bass.
Created by Amanda Setiliin 2014
Inspired by Customer Active Paradigm
Market
,
alignment
, &
execution
major themes
52
14. Agility Advantage
Look Beneath Averages
Look for Opportunities
Focus on Profitable Customers
Fine-grained Customer Segments
Observe Niches and Outliers
Continuous Customer Intelligence
Automate Customization
L
OVE THE
P
ROBLEM
Know Your Problems
Understand Full Spectrum
Observe Daily Environment
Analyze B2B Markets
Collaborate with Customers
Get Personal With Customers
Study Global Preferences
S
EE
T
HRU
C
USTOMER
'S
E
YES
Ask Your Customers
Observe Your Customers
Put Customers to Work
Get Into the Field
Talk to Your Customers
Participate with Customers
Encourage the Unexpected
B
REAKTHROUGH
S
TRATEGIES
Assemble Cross-functional Teams
Look at Whole Ecosystems
Differentiate from Competitors
Fill the Whole Space
Use Open Innovation
Visualize With Early Prototypes
Leverage Cross-Industry Ideas
T
URN
S
TRATEGIC
C
ORNER
Communicate Intent
Take First Steps
Shed What Doesn't Fit
Focus on Core Competencies
Continuously Narrow Scope
Build New Capabilities
Experiment and Reinforce
I
NSTITUTIONALIZE
A
GILITY
Create Purpose and Focus
Communicate Clear Vision
Hire Right People
Deploy People Effectively
Set an Example
Enhance Autonomy
Continuously Motivate
M
ANAGE
U
NCERTAINTY
Maximize Learning
Manage Technology Risk
Manage Customer-Demand Risk
Think from Ground Up
Be the Best at Something
Employ Scenario Analysis
Test Assumptions
GILITY
A
DVANTAGE
See Thru Customer's Eyes
Right Customers & Value
Love the Problem
Breakthrough Strategies
Manage Uncertainty
Turn Strategic Corner
Institutionalize Agility
R
IGHT
C
USTOMERS
& V
ALUE
Setili, A. (2014). Agility advantage: How to identify and act on opportun ities in a fast-changing world . San Francisco, CA: Jossey-Bass.
Created by Amanda Setiliin 2014
Inspired by Customer Active Paradigm
Market
,
alignment
, &
execution
major themes
52
14. Agility Advantage
Look Beneath Averages
Look for Opportunities
Focus on Profitable Customers
Fine-grained Customer Segments
Observe Niches and Outliers
Continuous Customer Intelligence
Automate Customization
L
OVE THE
P
ROBLEM
Know Your Problems
Understand Full Spectrum
Observe Daily Environment
Analyze B2B Markets
Collaborate with Customers
Get Personal With Customers
Study Global Preferences
S
EE
T
HRU
C
USTOMER
'S
E
YES
Ask Your Customers
Observe Your Customers
Put Customers to Work
Get Into the Field
Talk to Your Customers
Participate with Customers
Encourage the Unexpected
B
REAKTHROUGH
S
TRATEGIES
Assemble Cross-functional Teams
Look at Whole Ecosystems
Differentiate from Competitors
Fill the Whole Space
Use Open Innovation
Visualize With Early Prototypes
Leverage Cross-Industry Ideas
T
URN
S
TRATEGIC
C
ORNER
Communicate Intent
Take First Steps
Shed What Doesn't Fit
Focus on Core Competencies
Continuously Narrow Scope
Build New Capabilities
Experiment and Reinforce
I
NSTITUTIONALIZE
A
GILITY
Create Purpose and Focus
Communicate Clear Vision
Hire Right People
Deploy People Effectively
Set an Example
Enhance Autonomy
Continuously Motivate
M
ANAGE
U
NCERTAINTY
Maximize Learning
Manage Technology Risk
Manage Customer-Demand Risk
Think from Ground Up
Be the Best at Something
Employ Scenario Analysis
Test Assumptions
H
OLOCRACY
Robertson, B. J. (2015). Holacracy: The revolutionary management system that abolishes hierarchy . London, UK: Portfolio-Penguin.
Created by Brian Robertson in 2015
Inspired by networked self organizing teams
Purpose
,
governance
, &
recursion
major themes
53
15. Holacracy
E
VOLVING
O
RGANIZATION
Orienting Principles
Lightweight Planning
Evolutionary Strategy
Evolving Organization
Distributing Authority
Holarchical Organization
H
OLARCHICAL
O
RGANIZATIONS
Super & Sub Circles
Leaders & Subleaders
Elected & Assigned Role
D
ISTRIBUTING
A
UTHORITY
Power to Process
Introduce Governance
Discover the Purpose
OLOCRACY
Robertson, B. J. (2015). Holacracy: The revolutionary management system that abolishes hierarchy . London, UK: Portfolio-Penguin.
Created by Brian Robertson in 2015
Inspired by networked self organizing teams
Purpose
,
governance
, &
recursion
major themes
53
15. Holacracy
E
VOLVING
O
RGANIZATION
Orienting Principles
Lightweight Planning
Evolutionary Strategy
Evolving Organization
Distributing Authority
Holarchical Organization
H
OLARCHICAL
O
RGANIZATIONS
Super & Sub Circles
Leaders & Subleaders
Elected & Assigned Role
D
ISTRIBUTING
A
UTHORITY
Power to Process
Introduce Governance
Discover the Purpose
A
GILITY
S
HIFT
Relevant
Responsive
Resilient
Resourceful
Reflective
Meyer, P. (2015) The agility shift : Creating agile and effective leaders, teams, and organizations . Brookline, MA: Bibliomotion.
54
R
ESPONSIVE
Improvisation
Communication
Decision Making
Mindfulness
Game Finding
R
ESOURCEFUL
Improvisation
Comfort with Constraints
Rapid Prototyping
Curiosity
Comfort with Change
R
ELEVANT
Inter and Intrapersonal
Networking
Social Media
Collaboration Systems
Ecosystem Mapping
R
EFLECTIVE
Learning Agility
Reflecting in Action
Reflecting on Action
Retrospectives
Process Improvement
Created by Pamela Meyer in 2015
Inspired by complex adaptive systems theory
Collaboration
,
resilience
, &
improvising
major themes
16. Agility Shift
R
ESILIENT
Self Mastery
Continuous Learning
Cognitive Reappraisal
Rest & Renewal Practices
Comfort with Uncertainty
GILITY
S
HIFT
Relevant
Responsive
Resilient
Resourceful
Reflective
Meyer, P. (2015) The agility shift : Creating agile and effective leaders, teams, and organizations . Brookline, MA: Bibliomotion.
54
R
ESPONSIVE
Improvisation
Communication
Decision Making
Mindfulness
Game Finding
R
ESOURCEFUL
Improvisation
Comfort with Constraints
Rapid Prototyping
Curiosity
Comfort with Change
R
ELEVANT
Inter and Intrapersonal
Networking
Social Media
Collaboration Systems
Ecosystem Mapping
R
EFLECTIVE
Learning Agility
Reflecting in Action
Reflecting on Action
Retrospectives
Process Improvement
Created by Pamela Meyer in 2015
Inspired by complex adaptive systems theory
Collaboration
,
resilience
, &
improvising
major themes
16. Agility Shift
R
ESILIENT
Self Mastery
Continuous Learning
Cognitive Reappraisal
Rest & Renewal Practices
Comfort with Uncertainty
SEAM
Worley, C. G., Zardet, V., & Bonnet, M., & Savall, A. (2015). Becoming agile: How the seam approach to management builds adaptability . Hoboken, NJ: John Wiley & Sons.
Created by Chris Worley et al. in 2015
Inspired by socio-economic decision making
Process
,
right-sizing
, &
governance
major themes
55
17. SEAM
P
ROCESS
I
MPROVEMENT
Diagnosis
Project Action Plan
Group Action Plan
Implementation
Evaluation
Process Improvement
Management Tools
Decision Making
D
ECISION
M
AKING
Purpose & Values
Scope & Resources
Risk, Speed, & Cost
Policy & Structure
Governance & Rights
M
ANAGEMENT
T
OOLS
Strategy & Priorities
Time Management
Competency Grid
Strategic Piloting
Negotiable Contracts
Worley, C. G., Zardet, V., & Bonnet, M., & Savall, A. (2015). Becoming agile: How the seam approach to management builds adaptability . Hoboken, NJ: John Wiley & Sons.
Created by Chris Worley et al. in 2015
Inspired by socio-economic decision making
Process
,
right-sizing
, &
governance
major themes
55
17. SEAM
P
ROCESS
I
MPROVEMENT
Diagnosis
Project Action Plan
Group Action Plan
Implementation
Evaluation
Process Improvement
Management Tools
Decision Making
D
ECISION
M
AKING
Purpose & Values
Scope & Resources
Risk, Speed, & Cost
Policy & Structure
Governance & Rights
M
ANAGEMENT
T
OOLS
Strategy & Priorities
Time Management
Competency Grid
Strategic Piloting
Negotiable Contracts
G
OVERNMENT
A
GILITY
IT Infrastructure
Facility Infrastructure
Organization Infrastructure
Information Infrastructure
Resource Infrastructure
Collaborative Infrastructure
Cultural Infrastructure
F
ACILITY
I
NFRASTRUCTURE
Rico, D. F. (2015). Dave’s notes: U.S. government agile business model . Retrieved March 1, 2016, from http://davidfrico.com
Created by Dave Rico in 2015
Inspired by U.S. DoD 3rd offset strategy
Lean
,
collaboration
, &
outsourcing
major themes
56
18. Government Agility
Leased Commercial Facilities
Hardened Commercial Facilities
Lease vs. Build Philosophy
Smaller Customer Facilities
Outsourced Facility Workforce
O
RGANIZATION
I
NFRASTRUCTURE
Smaller Flatter Workforce
Integrated Workforce
Outsourced Workforce
Collaborative Teams
Shared Decision Making
IT I
NFRASTRUCTURE
Leased Data Centers
Leased Web Services
Buy vs. Build Philosophy
Smaller Custom Services
Outsourced IT workforce
I
NFORMATION
I
NFRASTRUCTURE
Outsourced Data & Information
Outsourced Analytics Data
Fewer Information Sources
Outsourced Workforce
Buy vs. Build Philosophy
C
OLLABORATIVE
I
NFRASTRUCTURE
More Community Participation
More International Participation
More Information Sharing
More Commercial Participation
More Crowdsourcing
C
ULTURAL
I
NFRASTRUCTURE
Less Buyer-Supplier Barriers
Less Us vs. Them Mentality
Less Legalistic Relationships
More Cross Functional Teams
More Communication & Trust
R
ESOURCE
I
NFRASTRUCTURE
Smaller Resource Footprint
Temporary Throwaway Services
Micro Timelines & Services
Smaller Budgets & Thresholds
Few Capital Intensive Purchases
OVERNMENT
A
GILITY
IT Infrastructure
Facility Infrastructure
Organization Infrastructure
Information Infrastructure
Resource Infrastructure
Collaborative Infrastructure
Cultural Infrastructure
F
ACILITY
I
NFRASTRUCTURE
Rico, D. F. (2015). Dave’s notes: U.S. government agile business model . Retrieved March 1, 2016, from http://davidfrico.com
Created by Dave Rico in 2015
Inspired by U.S. DoD 3rd offset strategy
Lean
,
collaboration
, &
outsourcing
major themes
56
18. Government Agility
Leased Commercial Facilities
Hardened Commercial Facilities
Lease vs. Build Philosophy
Smaller Customer Facilities
Outsourced Facility Workforce
O
RGANIZATION
I
NFRASTRUCTURE
Smaller Flatter Workforce
Integrated Workforce
Outsourced Workforce
Collaborative Teams
Shared Decision Making
IT I
NFRASTRUCTURE
Leased Data Centers
Leased Web Services
Buy vs. Build Philosophy
Smaller Custom Services
Outsourced IT workforce
I
NFORMATION
I
NFRASTRUCTURE
Outsourced Data & Information
Outsourced Analytics Data
Fewer Information Sources
Outsourced Workforce
Buy vs. Build Philosophy
C
OLLABORATIVE
I
NFRASTRUCTURE
More Community Participation
More International Participation
More Information Sharing
More Commercial Participation
More Crowdsourcing
C
ULTURAL
I
NFRASTRUCTURE
Less Buyer-Supplier Barriers
Less Us vs. Them Mentality
Less Legalistic Relationships
More Cross Functional Teams
More Communication & Trust
R
ESOURCE
I
NFRASTRUCTURE
Smaller Resource Footprint
Temporary Throwaway Services
Micro Timelines & Services
Smaller Budgets & Thresholds
Few Capital Intensive Purchases
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