Agile Transofrmation at The Carlyle Group by Hisham Faour and Roy Schilling
- 1. 1 An Agile Journey The Carlyle Group Please take a moment to load this URL on your PC or Mobile: PollEv.com/roys027
- 2. 2 Global Alternative Asset Management Who is The CarlyleGroup? Corporate Private Equity $80b in assets under management Global Credit ~50b in assets under management Investment Solutions $48b in assets under management Real Assets $40b in assets under management
- 3. 3 From Doing to Being Our Journey 2008 2009 2010 2011 2012 2014 2019 2020 Immature IT function operating in silos; most doing Waterfall More interaction with business, but still “black box” approach Agile stand ups with Waterfall approach CIO and IT proclaim that we are going to do Agile! “Agile IT projects are successful threetimes more often than non- agile projects!” New CIO and technology leadership changes Let’s Be Agile! Agile journey begins with many false starts and back sliding – mostly doing agile techniques on and off 2012: Bring in agile coaches to jumpstart project teams; mostly doing agile 2014-2018: Back-slide into old habits of working; hybrid mode emerges; PMO established & gates emerge 2019: Recognition that we were never reaping benefits of doing agile. Needed to do an upheaval of entire organization to be agile and realize value; groundwork to enlist sr. leadership and foundation Enterprise Agile Transformation formally kickoffs off in January 2020
- 4. 4 Practicesvs.Culture PRACTICES& ARTIFACTS: What weseeand do Standups, User Stories, Backlogs, Sprints, Reviews, CI, TDD Retrospectives PRINCIPLES: Rules thatgovern howweactbasedon ourvalues BusinessPartnership StrategicAlignment MinimumViableSolutions Focus onValue ProductsOver Projects Capacity-BasedFunding StableSelf-Organizing Teams VALUES: Qualities or standards of behavior SharedResponsibility& Accountability Empowerment Driven TeamOver Individual RiskRecoveryOver RiskAvoidance ContinuousImprovement Cultureof Experimentation Transparency& Openness OutcomeOverOutput ManyCompanies Stop Here TrueChangeStarts Here!
- 5. 6 We adapt and change every single day How We Got Here Agile Refresher Refresh knowledge of Agile practices and behaviors to a group of IT leads and business Product Owners Commitment to Transform Broader transformation starting to take place; decision made to move to an Agile transformation Pilot Program
- 6. 7 Set Goals Ensure that each focus area established focus area goals aligned to Carlyle’s annual Firm goals; direct lineage to goals established Establish Agile COE PMO transformed to al lightweight group focused on enabling agile, change, and improvement Agile pilot program stood up around key Finance related effort. Success is widely achieved and recognized Restructure Business Domains Shift organization to align around core business priorities/focus areas vs. IT platforms Roadmapping Pilot Program
- 7. 8 Implement Planning Cadence Quarterly roadmap refresh sessions planned; governance in place Fail Seniorleadership not involved and are pushing back; roadmap refresh meetings are quiet and status updates Senior business executives participating in highly interactive road- mapping workshops; setting the direction for where they want to go Jumpstart Teams Align teams to key functional areas away from IT platforms, and familiarize them with new Agile operating model and key principles Improve Leadership Engagement Roadmapping
- 8. 9 Improve Processes Stand up Communities of Practice to drive concept of continuous improvement and ensure 2-way dialogue taking place Annual Budgeting Embarking on key milestone; one that should shift focus away from dollars towards capacity and from silo’d priorities to doing what’s best for the Firm Enlist key influential leader into the Agile model and formalize role Measure Teams Begin to measure predictability, stability, and quality of teams Improve Leadership Engagement
- 9. 10 Key Attributes of the Transformation KeyChanges 01 02 03 04 05 06 Start with Goals GOALS Budget by Team Stable,Cross- functional,Self- organizingTeams Value not Projects What not to Workon Involve Leadership TEAMS PRIORITIZE VALUE LEADERSHIPBUDGET
- 10. 11 How to Make#NoProjects Work BuildStable Teams Stableteams meansstablecostandpredictableoutput. Budget = Capacity not Work Budgetpays for people,costof work isderivedfromcostof teamand velocity. It’s about What Not toWork On Decidewhatyou mustdo now,based on thecapacity yourhave. Everything elsegets deferred or cancelled. Annual Budget is a Delta Determineif theorganization needsmore,lessorsamecapacity.
- 11. 13 • Reduced dependencies • Reduced escalations • Reduced lead times • Business involvement/ownership • Transparency • Working on more of right stuff • Senior leaders allowing and having fun What Worked • Change is Hard! • Don’t take things personally • Agile Fatigue • Involve your CFO • It’s OK to be prescriptive - for a while • Big change and little change • Leadership support is critical • Some teams need to fail What We Learned • People avoiding conflict • Difficulty lettinggo of budgets • Inexperienced Scrum Masters • Discomfort with fuzzy numbers • Resistance to being measured Not So Much Retrospective • Involve the CFO earlier • Scrum Masters under CoE What We Would Do Differently
- 12. 14 Not done yet Carlyle’sNext Steps Kaizen Culture It’s not about Agile, it’s about getting better • Get out of the way • Let the teams lead the change • Facilitate and guide • Quality & DevOps • Automation and improved deployment speed • Value driven quality automation • Move to quality as a culture rather than a practice • Break the contractor/outsource model • Reduce dependence on outsource team members • Business optimization & transformation • Move further away from IT and improve the business (e.g., pilots in HR, Finance, front-office, etc.) • Rebrand transformation • Improve prioritization schemes • Make work smaller and leaner • Move from three month increments to one month • Less PowerPoint and meetings • Keep getting better • Learn and adapt; accept the reality that some things will work, and some things will need to be changed or eliminated
- 13. 15 01 02 03 04 Plan Do Act Check • Do what makes sense for your context • Big change and little change • Be prescriptive when needed • Involve leadership • Expect failures; learn and adapt • Focus on behaviors • Get out of the way Agile is not a Goal Find what works for you! This is working for Carlyle; your results may vary.
- 14. 16 WHAT WHY WHERE WHEN WHO HOW Any Questions? Hisham Faour The Carlyle Group, LLC hisham.faour@carlyle.com Roy Schilling Only Agile, LLC rschilling@onlyagile.comThank You!!!
- 15. To learn more about Agile Training, Coaching and Mentoring, please contact: Coleen Loewen Executive Vice President, Global Solutions 212-515-5110 coleen.loewen@iil.com IIL Global Companies: Amsterdam • Bangalore•Beijing• Dubai •Frankfurt• Helsinki •HongKong • London • Madrid • New York • Paris•Seoul • Singapore•Sydney • Tokyo • Toronto