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Building the Agile Enterprise

The first Scrum teams have started full of energy and business leaders have pledged to support the necessary changes. Outwardly, the organization proudly proclaims "We are now doing Scrum". Underneath the surface, all is not so rosy. For example: - Appro
by Simon Roberts on 6 July 2014

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Transcript of Building the Agile Enterprise

Board Room
Finance & Portfolio Mgmt
HR
Marketing & Sales
Product Management
Design
Development
Testing
Operations
Canteen
Reception
DevCo
Agile DevCo
Finance
Board Room
HR
Business Unit 1
Business Unit 2
Business Unit 3
Business Unit 5
Canteen
Reception
Building the
Agile Enterprise

ScrumCenter GmbH
Operations
Business Unit 4
Agile Enterprise Transition
Teams formed for projects and then dissolved - forming and re-forming
Handovers between departments
Relearning necessary because teams are temporary
Specialists recruited - impossible resource planning due to complex environment
Focus on technical skills rather than creating a balanced team
Incentives are normally contingent (doesn't work!)
Typically annual cycle
Transaction costs high
Takes too long and costs too much to prioritise the portfolio and approve budgets
Missed opportunities
Focus on heavy weight quantitative and qualitative data
Out of date by the time it is available and feedback received too late
Based on assumptions which are a form of “inventory” waste until they are validated
Missed opportunities
Business units with self-organising, cross-functional teams
Management/leadership style changes from command and control to servant leadership
Product development and customer development Scrum teams in parallel
Iterative, empirical approach to validating assumptions and testing in market as quickly as possible
Customer Development
Lean Startup
Communities of Practice provide alignment and learning across teams (intra and inter-BU)
Self-organisation at the team overarching level
Intrinsic motivation: Autonomy, Mastery, Purpose (Dan Pink)
From specialists to generalizing specialists
Job descriptions for the Scrum roles so that people have a career perspective
Low transaction costs
Prioritise projects/products often and little
Make decisions quickly
Rolling budgets
Improve customer outcomes
Network of accountable teams
Everyone should act like a leader
Empowered teams
Govern though shared values
Radical transparency
Relative goals
Inverted pyramid
Servant leadership
Gemba
Respect for people as engine for continuous improvement
Optimize the whole
Big win due to less micro-management - more time for strategy
Reward shared success based on relative targets
Continuous, inclusive planning
Relative indicators and trends rather than plan conformity
Allocate resources as needed
Coordinate interactively, not through annual planning
Beyond Budgeting - Leadership
Beyond Budgeting - Process
Michel Löhr
michel.loehr@scrumcenter.com

Simon Roberts
simon.roberts@scrumcenter.com

CEO
Managers
Workers
CEO
Managers
Workers
See the full transcript