Agile to boost value for customers, employees and communities

Copyright © 2020 Accenture All rights reserved.
AGILE to boost VALUE
for Customers,
Employees
and Communities
Virtual Conference
June 12th, 2020
#agileoday2020
Emiliano Soldi
Enterprise Transformation Lead - Agile & DevOps -
ITALY, CENTRAL EUROPE, GREECE

Edward Norton Lorenz was born on May 23rd,
1917 in West Hatford, Connecticut (USA); he got
graduated from Harvard with a degree in
Mathematics in 1940.
He fought in the Second World War as an Air
Force officer, preparing the weather forecast
for the pilots of the bombers.
After the war, Lorenz graduated in Meteorology
at MIT, where he remained for the rest of his
academic career.
Edward Norton Lorenz
(May 23, 1917 – April 16, 2008)

https://www.aps.org/publications/apsnews/200301/history.cfm
Lorenz, E.N. (29 Dec 1972). Predictability: does the flap of a butterfly's wings
in Brazil set off a tornado in Texas?
One day Lorenz wanted to examine a weather forecast
sequence at greater length. Instead of starting the whole run
over, he started midway through, typing the numbers straight
from the earlier test to give the machine its initial
conditions.
Instead of exactly duplicating the earlier run, the results
showed the virtual weather diverging so rapidly from the
previous pattern that all resemblance between the two had
disappeared.
To save space on the printout, instead of .506127 only three
numbers appeared .506, which he typed in.
Lorenz figured a small numerical variation was similar to a
small puff of wind, unlikely to significantly impact important,
large-scale features of the weather. Yet, such small errors
proved catastrophic.
Lorenz then created a new system with three nonlinear
differential equations, a reduced model of convection known
as the “Lorenz Attractor”.
LORENZ ATTRACTOR

Does the flap of a Butterfly’s Wings in Brazil
set off a Tornado in Texas?

The nature of complex
problems is such that
very small variations in
any aspect of the problem
can cause extremely
large and unpredictable
variations in how the
problem manifests itself
COVID-19 IS A
DRAMATIC, TANGIBLE
EXAMPLE

Everything is
INTERCONNECTED

Thriving, and surviving, in the
future means to adopt a
drastic new way of
THINKING,
LIVING,
WORKING.
But hopefully, among several
other good events, we spotted
SIGNS that have the potential
to set a NEW TRAJECTORY…Copyright © 2020 Accenture All rights reserved.

Companies are giving more
and more importance on
customers and employees…
More Focus on Customers and Employees

…and very much focus in
respecting people in
communities and protecting
the environment by embracing
sustainable practices
Supporting the Communities

Oh, that is great!
SO WHAT?!

Lean-Agile is the best “ready-to-use” platform
for rewiring organizations around the
NEW PURPOSE of corporations

Optimize
the Whole
Respect
People
Deliver
Fast
Defer
Commitment
Create
Knowledge
Built
Quality-In
Eliminate
Waste
Openness
CommitmentFocus
Respect
Courage
Providing an inspiring system of values
to lay the foundations for a new culture…

Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done
Agile processes promote sustainable
development. The sponsors, developers, and users
should be able to maintain a constant pace
indefinitely
Simplicity - the art of maximizing the amount of
work not done - is essential
..and sharp principles and a reliable framework to operationalize the change
Excerpt of Agile Manifesto Principles Scrum Framework

…or should we SCALE this UP
and ACROSS the entire
organization?
Well, is this enough?

Organizations need to change their Operating
Models according to Lean-Agile Ways of Working
An operating model drives the creation of value
to fulfill the purpose of an organization (WHY)
through the delivery of products of services (WHAT)
specifying the ways this is created (HOW)
and by what people and roles (WHO)

Purpose
Express the organization’s
why and impact on the
lives of customers, clients,
whomever the company is
trying to serve
Culture
Underlying beliefs,
assumptions, values and
ways of interacting that
contribute to the unique
social and psychological
environment of the
organization
People
How people are hired and
trained. How performance
are measured and salaries
and benefits calculated;
the ways their career could
evolve, in what roles and
following what paths
Structure
The way the organization is
arranged in terms of teams,
functions, departments,
business units, locations
Processes
Sequence of tasks that add
sequential value to
generate as a final result
the product or service
offered by the company
Components of an OPERATING MODEL
Governance
Set of principles, rules,
procedures and underlying
roles, concerning the
management and
governance of an
organization

Purpose
It is natural for humans to seek
out PURPOSE.
The more noble the purpose, the
more the people buy into it, the
greater the results.
NOBLE PURPOSE
Southwest Airline's Noble Purpose is : «DEMOCRATIZE THE SKIES»
It means that the company, in all it does, is driven by a noble purpose to set the customer free.
They decided to focus on a customer-centric plan to make it easier and cheaper for people to
travel. When a consultant told them some years back they could make another $350 million by
adding on baggage fees, Southwest officials refused, citing the noble purpose that guides them;
they would not make flying more restrictive for their customers, but instead continue with its
philosophy of freeing its customers.

Progress over Perfection
Asking over Talking
Objectives over Tasks
Trust over Control
Empowering over Directing
Challenge over Status-quo
Sharing over Hiding
Corporate culture refers to the shared
values, attitudes, standards, and beliefs
that characterize members of an
organization and define its nature
Leaders must embodies new values
and principles and publicly show new
behaviors.
The have to “walk the talk”
Culture

Generalists
Capable in various areas but not really
expert in anyone
I-Shaped
Expertise mainly and deep focused in
one area
T-Shaped
Expert in one area but capable in
several others
Working in agile, cross-functional teams, allow
people to collaborate and communicate more,
sharing knowledge and letting the organization
to accelerate delivery of value and becoming
more resilient
PeopleFromTo
Create transparency of
targets and performance
Clarify the roles that leaders
play in development and
evaluation
Focus on continuous
feedback and ongoing
development
conversations
Frequently collect input
from multiple sources when
evaluating performance
Team Objectives
Individual Growth
Peer-Feedback 360°
Performance Evaluation in Agile Organizations
ILLUSTRATIVE

Cross-functionalteams
break silos and are able to
deliver a product/service
end-to-end.
Thanks to cross-functionality,
they are faster in deliverying
value and better in decision
making
According to their expertise,
Agile teams are self-
managing and self-
organizing on how to do the
work
The ProductOwner is
responsible for maximizing
the value of the products
created by an Agile team
Product
Owner
Agile
Team 1
Product
Owner
Agile
Team 2
Product
Owner
Agile
Team 3
Product
Owner
Chapter
Lead
Chapter
Lead
Tribe
Lead
The Chapter Lead
has line management
responsibilities and
takes care of
employees’
development,
objectives, etc.
Chapter Lead
matches the right
people to the right
agile teams
The Tribe Lead is
responsible developing
the right tribe vision,
strategies and tactics to
deliver desired business,
through the work of
belonging teams
A Tribe is a
collection of
multiple agile teams
that work together
to achieve a the
tribe mission and
relted business KPI
Structure
ILLUSTRATIVE

OKRs
What we need to achieve
OBJECTIVE
KEY RESULTS
How we will achieve it.
OKRs an effective practice of setting and communicating company,
teams and employees objectives, while measuring their progress
based on achieved results, very much aligned with Agile principles
✓ Ambitious
✓ Qualitative
✓ Time bound
✓ Actionable by the team
✓ Measurable and quantifiable
✓ Realize the objective
✓ Difficult but not impossible
Organization
Teams
Personal

Governance
Strategic
Themes
Strategy Theme
Initiatives
Value Streams
C-Suite Portfolio
Agile Leadership
Initiative
Agile Leadership
Team
Agile Leadership
Themes Epics Features Stories
Clients
Clients
Governance and
Decision Making is
de-centralized
towards perifery,
where teams have
fresh local
information and
necessity to react
faster
Content is
explicited in
business language
and decomposed.
Technicalities are
managed by teams
Budget are
assigned to
themesand values
streams and
discusssed
quarterly
Strategy is
expressed also in
themes, initiatives
and values streams,
which are funded
and then populated
with teams
People + Resources
People + Resources
Team Empowerment
Agile Teams ILLUSTRATIVE

THE PANDEMIC THAT HIT US IN RECENT MONTHS, HAS SHOWN ONCE
AGAIN THAT EVERYTHING ON THIS PLANET IS INTERCONNECTED.
AS AGILISTS, WE ARE READY.
WE WERE READY SINCE A WHILE.
NOW, IT’S TIME TO REALLY CHANGE THIS WORLD.
THE CAUSE-EFFECT RELATIONSHIP OF OUR ACTIONS TOWARDS THE
PLANET, THE PEOPLE, THE ECONOMY, IT’S VISIBLE TO EVERYONE.
IT’S UNDENIABLE THAT A NEW ETHICAL AND VALUE SYSTEM IS
NEEDED TO THRIVE IN THE FUTURE.
THE NEW PURPOSE OF CORPORATIONS MUST BE THOUGHT AS A
MANIFESTO TO WHICH ALL COMPANIES SHALL INSPIRE, TO PRODUCE A
REAL CHANGE IN THE BUSINESS AND ECONOMIC FIELDS.

THANK YOU!
@AgileTriathlete
Emiliano Soldi
Enterprise Transformation Lead - Agile & DevOps -
ITALY, CENTRAL EUROPE, GREECE
https://www.linkedin.com/in/emilianosoldi/

BUSINESS AGILITY
TRANSFORMATION SOLUTIONS
BUSINESS AGILITY
AGILE TEAMS
& SCALING
LEAN SOFTWARE
ENGINEERING
TRANSFORMATION
ARCHITECTURE
LEADERSHIP
IN AGILEORGS
ORG STRATEGY
& FUNCTION
INSPIRING
INNOVATION
THE CAPABILITIES OF
BUSINESS
AGILITY
Business agility is the ability of a business to
REALIZE AND SUSTAIN ITS FULL POTENTIAL both
in terms of its profits and its people, regardless of
internal or external environment changes

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