THE AGILE ENTERPRISEWhen to use which form of agile?

Bron: Deloitte

Design thinking

Experimenting

Scrum of Scrums

Lean start up

Growth Hacking

SAFE

Continuous improvement

Lean UX

Self management

Transparency

Velocity

Value Management

User Stories

Time box

Team Velocity

Sprint Review

Sprint Retrospective

Sprint planning meeting

Sprint burn-down chart

Sprint Backlog

Sprint

Servant leader

Scrum Master

Scrum

Rollen

Roadmap

Requirements

Release burn-up chart

Release burn-down chart

Reference architecture

Project Start Architecture document

Product Owner

Product backlog managementProduct backlog items

Portfolio backlog

Planning poker

Pair programming

Happiness metric

Epic

Development Team

Definition of Done

Daily Scrum

Cross-functional team

Corporate backlog

Backlog Refinement

Agile

Large Scale Scrum

Spotify model

Scaled Agile framework

Continuous delivery

Continuous learning

Waterfall

Scrum of ScrumsLESS

Lean product development

Lean marketing

WE’LL TRY… To give a high-level overview of the why, how and what

regarding the most important agile approaches.

To show you when these frameworks can help you to do your business today, tomorrow and in the near future.

“If the rate of change on the outside exceeds the rate of change from the inside, then the end is near.”

Jack Welch, Chairman & CEO, GE 1981 - 2001 (Overseeing 4000% increase in General Electric company value in 20 years)

2000 2010 2020

Cost

Availability

Adoption

TECHNOLOGY

Relations Banking

CommunicationSport TV

SOCIETY

BUSINESS?

BUSINESS

Bron: Het Eerste Huis

You will never change

something by challenging

the existing reality.

To change something, you

build a new model, that

makes the current model

redundant.

REACTIVE / INFRA RED

Small groups with family ties

• No hierarchy • No leaders • No chiefs

MAGIC MAGENTA

Tribes up to a couple of hundred

• No organizations • Minimal task division • Tribe elderly with special status

CONFORMIST AMBER: THE ARMY

States and civilizations

• Self discipline • Mid & long term planning • Stable organizational structures

Formal roles, strict hierarchy / top-down control / stability is everything / the future is a repetition of the past

ACHIEVEMENT ORANGE: THE MACHINE

Moving forward within rules of society

• Innovation • Take responsibility • Meritocracy

Beat competitors in growth and profit / innovate to stay ahead / management

by “what”

PLURALITEIT GREEN: THE FAMILY

Modern emancipation

• Every perspective is equal • Great at dismantling old structures • Practical alternatives not a strong point

Meritocratic structure, but lots of decision making by employees / culture and

employee empowerment

IMPULSIVE RED: THE WOLFPACK

Chiefs and proto-imperiums

• Meaningful division of work • Captain and soldiers • Control up to 10.000 people

Constant powerplay for control / fear keeps it together / short-term focus /

loves chaos

MAGIC MAGENTA

CONFORMIST AMBER: THE ARMY

Catholic church The army

Gouvernement institutions Educational institutions

ACHIEVEMENT ORANGE: THE MACHINE

Multinationals National corporates

PLURALITEIT GREEN: THE FAMILY

Ben & Jerry’s Southwest Airlines

Starbucks Zappos

IMPULSIVE RED: THE WOLFPACK

The maffia Street gangs Tribal militia

REACTIVE / INFRA RED

CURRENT BUSINESS

EVOLUTIONAIRY CYAN - THE LIVING ORGANISM

holistic approach of knowledge

• Self management• Effective operations based on equal relations without need for

hierarchy

• Organizations as living entities• Sense of future direction, instead of prediction and controle over it.

• Aimed at fulfilling potential• Merging ‘the employee’ with ‘the human being’

E.g: Buurtzorg, Morningstar, FAVI

Design thinking

Experimenting

Scrum of Scrums

Lean start up

Growth Hacking

SAFE

Continuous improvement

Lean UX

Self management

Transparency

Velocity

Value Management

User Stories

Time box

Team Velocity

Sprint Review

Sprint Retrospective

Sprint planning meeting

Sprint burn-down chart

Sprint Backlog

Sprint

Servant leader

Scrum Master

Scrum

Rollen

Roadmap

Requirements

Release burn-up chart

Release burn-down chart

Reference architecture

Project Start Architecture document

Product Owner

Product backlog managementProduct backlog items

Portfolio backlog

Planning poker

Pair programming

Happiness metric

Epic

Development Team

Definition of Done

Daily Scrum

Cross-functional team

Corporate backlog

Backlog Refinement

Agile

Large Scale Scrum

Spotify model

Scaled Agile framework

Continuous delivery

Continuous learning

Waterfall

Scrum of ScrumsLESS

Lean product development

Lean marketing

Organization Products

ORGANIZATIONS

WHY SCALING FRAMEWORKS?

“The way a team plays as a whole determines its success. You may have the greatest bunch of

individual starts in the world, but if they don’t play together, the club won’t be worth a dime.”

BABE RUTH

Team

Organization

Customer

C-Level

Execution

p r o c e s s

p r o c e s s

p r o c e s s

p r o c e s s

p r o c e s s

p r o c e s s

OrganizationMiddle

Management

Team

Customer

Team

Team

Team

Team

Team

Team

Team

Team

Team

Team

Team

Team Team

Team

Team

Team

Team

Team

Team

Team

Team

Team

Team

Team

PASSION TRUST

COMMITTED SELF ORGANIZING

Continuous Delivery Continuous Learning

Continuous Improvement

SCALING FRAMEWORKS

• Scrum of Scrums • SAFE (http://scaledagileframework.com) • LeSS (https://less.works)

Sprint

Sprint Planning

Sprint Review

Sprint Retrospective

Daily Scrum

Scrum Team

Product Owner

Scrum Master

Team Members

Product Backlog

Sprint Backlog

SCRUM

A B C

Sprint

Sprint Planning

Sprint Review

Sprint Retrospective

Daily Scrum

Scrum Team A

SCRUM OF SCRUMSScrum Team B

Scrum Team C

A B C

Sprint

Sprint Planning

Sprint Review

Sprint Retrospective

Daily Scrum

Scrum Team A

SCRUM OF SCRUMSScrum Team B

Scrum Team C

• Re-use Scrum Event; often Multi Standup • One individual per Scrum Team represents the Scrum Team • Shared vision • Alignment • Coordinate the outcome as a whole

KEY ELEMENTS

A B C

Sprint

Sprint Planning

Sprint Review

Sprint Retrospective

Daily Scrum

Scrum Team A

SCRUM OF SCRUMSScrum Team B

Scrum Team C

When not to use • High level of bureaucracy • When aligning Scrum teams + individual

roles (f.e. architects, scrum teams etc)

SCRUM of SCRUMSWhen to use • Max 9 teams • Looking for an easy way to scale up • Combining Scrum Teams + Traditional teams • Tackling interdependencies • Alignment between teams

http://scaledagileframework.com

• Three levels; portfolio, program & team • On team level more or less Scrum • Program & Portfolio focus on prioritizing • Mixing Agile & Lean practices • Very detailled, descriptive process

KEY ELEMENTS

When not to use • When it’s not been driven top-down • When there is not business engagement • Small organizations • Not able to identify Value Stream • When you don’t want to learn • If you’re not willing to pay for the

overhead cost

ScaledAgileFramework (SAFE)When to use • Complex Programs • Feels ‘safe’ for traditional organizations • With very big organizations • Super Agile Teams • First step in Agile for very hierarchical

organizations • Large IT Systems which are not loosely

coupled

• Focus on simplifying the organization radically • Provides elements for both rapidly growing organizations as well

as already scaled organizations • Focus on start small, inspect & adapt End-2-End Feature Teams • Actually 2 frameworks (<8 teams & above 8 teams) • Specialization in customer-centric, product direction

KEY ELEMENTS

When not to use • Super traditional organization • Low level of Agile maturity • Time constraint

Large Scale Scrum (LeSS)When to use • Scale up slowly • With < 8 teams, up to 70 teams • When you want to learn • Get rid of redundant structures • When you want to explore, provides

guidelines for scaling & interdependencies • Alignment of scrum teams • Rapidly growing organizations

• External influencers • Hierarchy • Innovation • Product Complexity • Size of Organization

not so much a lot

not so much a lot

a lot not so much

highlow

small large

PLAY POKER!

CONCLUSION

PASSION TRUST

COMMITTED SELF ORGANIZING

Continuous

Delivery

Continuous

Learning

Continuous

Improvement

KEY LEARNINGS ORGANIZATION

• It’s a toolbox; you’re free to pick and combine • There are more frameworks to add to your toolbox,

such as; Open Space Agility, NEXUS • Aim for ‘just’ enough • Start small, experiment, learn and adapt • Make it your own • Focus on organizations as a whole

Start with transparency and self management

Smart, responsive organisation

SOS SAFE LESS

PRODUCTS & SERVICES

Future businessCreating and optimizing current user journey’s

Time

Prof

it

Current business

Create and optimize

Grow

Add value in your product, process or marketing

0-12 months 12 - 24 months 24 - 48 months

Future business

Innovate

Now (70%) Later (20%) Tomorrow (10%)

Create & optimize Grow Innovate

INNOVATE

Find new value propositions (product, proces, marketing, radical) by validating the why and (part of the) how. So know resolve a pain or create a gain.GO

ALAG

ILE • Design Thinking • Lean product development • Evidence based product development

TOOL

S

• Customer interviews • Value proposition canvas • Business model canvas • Prototyping • Smoke tests, concierge experiments, feature experiments, etc.

Mozilla Firefox

Apple Safari

$X00 M / Year

Find anything It’s the default

Browser Partnerships

Searchers

Cost effective advertising

Big audiences

Advertisers

$ / click.000x / search

Mozilla Firefox

Apple Safari

$X00 M / Year

Find anything It’s the default

Browser Partnerships

Searchers

Cost effective advertising

Big audiences

Advertisers

$ / click.000x / search

Build a browser

35% browser share

Our own browser

GROW

Add value to your existing, scalable product. Strong marketing focus, only small enhancements in proposition.GO

ALAG

ILE • Growth Hacking • Lean marketing

TOOL

S

• Pirate metrics • Actionable analytics (data, data, data) • Innovation accounting • Business model canvas • ‘What business are we really in’

CREATE & OPTIMIZE

Build, maintain and optimize a validated product in a customer-centered way. Pivoting on e.g. features and design level. GO

ALAG

ILE

• Scrum • Kanban • Extreme programming • Feature driven development

TOOL

S

• Sprints • Customer reviews • Planning poker • Retrospective • and many, many more….

Stap 1a Stap 1 b Stap 2 Stap 3 Stap 4

Stap 1Stap 2

Stap 3 Stap 4

NPSCPOConversie

Stijging van de conversie

met 150%

waarvan 50% na het

oppakken van quickwins

Klant

tevredenheid

van gemiddeld

€ 42,-

naar

€ 35,-

Harde resultaten Bijgedragen aan:

Time

Prof

it

Realize and optimize the ‘what’, e.g.

• Scrum • Kanban • Extreme programming • Feature driven development

Add value to your existing products or services, e.g.

• Growth hacking • Lean marketing

0-12 months 12 - 24 months 24 - 48 months

Validating value (‘why’) and features (‘how’), e.g.

• Design Thinking • Lean product development • Evidence based product development

Optimize (70%) Grow (20%) Innovate (10%)

WRAP UP

Start with transparency and self management

Smart, responsive organisation

SOS SAFE LESS

Future businessCreating & optimizing current user journey’s

• Growth hacking • Lean marketing • Lean product development

• Design Thinking • Lean product development • Evidence based product

development

• Scrum • Kanban • Extreme programming • Feature driven development

organization

product

Static organizations Smart, responsive organisations

Customer focussed

Product focussed

DIGITAL EXCELLENCEUnable to act quick

Not the right information in the right channel at the right moment

Online customer experience is poor

Improve what you

already do today

Start with transparency and self management

Smart, responsive organisation

Future business

Create and optimizing current user journey’s

New business

possibilities

Add value

Now (70%) Later (20%) Tomorrow (10%)

Nikki de Kloe Product owner and coach

nikki@noun.nl 06-55475478

Sander Goudswaard Digital strategist

sander@noun.nl 06-41368166