Lead a Transformation

From Business Agility Library
Jump to: navigation, search

The adoption of business agility mindsets, structures, and practices are accelerating. Not a day goes by without a press release from a major corporation announcing their transformation. And despite the hype, it’s more than a buzzword. It is a significant, yet nuanced, change in the ways companies operate. In today’s unpredictable economy, the benefits are clear.

If you are responsible for leading a business agility transformation, you're in the right place. We have curated some of the best stories and transformation techniques to get you started.

Once you've finished with these, we recommend you visit the Running Transformations page for specific guidance, common challenges and impediments and more case studies.

Case Studies[edit | edit source]

  • The Yin and Yang of Speed and Control by Jonathan Smart [Video / 18min]. This is an experience report of the journey to adopt agile and lean principles and practices across Barclays Group (120,000 people, 40 countries, 327 years old, in the most regulated industry). We are 3 years into the firm-wide journey, This talk will share lessons that we have learnt. It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the surface, there can appear to be a conflict between speed and control.
  • The 22000 Persons Start-up by Paul Cobban [Video / 18min]. The session will see Paul Cobban share his insights into the transformational journey DBS has taken to emerge as a more agile organization. A journey that has led to Making Banking Joyful for both – Customers and Employees of the 22000 employee organization. A 360-degree approach that is inspired by some of the best technology companies in the world and redefines the way the bank works today, to replicate a truly start-up environment.
  • [email protected]: our journey to be more than a bank by Laurence Jourdain [Video / 18min]. The BNP Paribas Fortis transformation team started their roadmap towards an Agile Bank in May 2017. Their ambition to have most of headquarters activities agile by end 2020 is a journey where the Business goes from supporter to full owner of the collaboration model. Laurence Jourdain, in charge of Enterprise Agility, will share the holistic transformation approach they selected and why, what were the challenges and pitfalls they were confronted with so far, what value their transformation is expected to deliver and what are the successes so far. She will take you through this journey not only through the rational elements but also through the testimonials and feedbacks received along the way.

Guidance[edit | edit source]

  • Agile Reorgs - A Survival Guide by Katy Saulpaugh [Video / 18min]. Reorganizations are notorious for being "a wonderful method for creating the illusion of progress while producing confusion, inefficiency, and demoralization" (credit to Charlton Ogburn). Yet in many cases they are necessary to create the cross-functional, self-organizing teams that succeed the most with the agile mindset. Because reorgs are so painful, many teams and organizations are reluctant to look at team structure at all, and the agile journey is over before it even begins. The result? Organizations and teams are siloed, hierarchical, and process-heavy. If an organization is structured right, it can create fertile ground for a truly agile enterprise. This talk will outline how to approach reorgs for agile teams and minimize the pain using change management techniques.
  • Don’t Implement – Grow! by Stephen Parry [Video / 10min]. Author of "Sense and Respond: The Journey to Customer Purpose" Stephen Parry has a simple imperative: "Don't implement, grow." Organizational change isn't something you can implement, it's something the organization has to grow into. Management is so focused on "implementing the mechanics, and doing nothing with the dynamics". But Stephen advises, "You cannot implement an adaptive organization, you can only grow one."