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Scaled Agility Strategy.
Meet Jason.
Individual teams appear to have agility, but the overall group that creates business results is not.
The Situation.
Instead of being able to change direction fortnightly, this is only partially possible quarterly. By the end of the quarter, changing priorities and narrow focuses mean that not all teams are working on the right things. Due to dependencies, teams working on lower priorities are slowing down teams working on high priorities. It is like a collection of speedboats that are turning like a tanker.
Jason fears that as the product group grows, they are losing the dynamic startup culture he’s been striving to cultivate with Agile.
The Breakthrough.
Strategy and Capability Review
Organisational Performance Study
Outcome Alignment
Organisational Design
Framework Guidance
Facilitation of Reorganisation
The Results.
Organisational Performance Study.
Full Understanding of how we Operate and Why.
Choices Optimised to Context.
As Jason told us:
“You’re not like other consultancies. You don’t dictate your preferred solution. You want us to understand and own our choices.”
Strong Commitment Across the Organisation Involved.
How to Get Started:
Step 1
Step 2
Step 3
Step 4
Step 5
What's Next?
Frequently Asked Questions:
Can this result in a customised way of working without any off-the-shelf framework?
Yes, it certainly can if the capabilities needed mean that is appropriate. We guide you through using well established organisational design principles to design a custom way of working that fits your context closely.
Is this relevant if we already have a scaling approach?
Definitely yes if there is a view that the current scaling approach could be more effective in your context.
Most likely yes if you have adopted one of the popular scaling frameworks without that being based on clear capability choices and leveraging skill in organisational design.
For example, if multi-team product agility is the capability needed, a typical SAFe adoption will not allow you to optimise for that. If working on the highest customer value items at all times is important, a typical adoption of the so-called “Spotify model” will not achieve that.
Why not just adopt the most popular scaling framework?
Popularity does not mean it is the right fit to your unique context. Also, the most popular scaled agile frameworks are far from optimal if you need whole of product agility and maximisation of customer value. See the previous FAQ for a couple of examples.
How is this different from a consultancy recommending its preferred solution?
We don’t have a preferred solution. Instead, we believe that our clients will ultimately be most successful and most appreciative of our efforts if the solution is right fit for their context.
Our approach is to uplift the understanding of your leaders to actively co-design the new organisation and own decisions related to this. If our expertise is a good fit, we are very happy to support adoption with our Scaled Agility Adoption service. When this is not the case, we will happily recommend the best fit provider.
Will this service address the needs of a big complex enterprise?
Yes. The principles and general approach scale up with no known limit. They have been used for groups developing a single solution with 1,000+ developers. Depending on the capabilities chosen, adoption may involve simplification of a big complex enterprise whilst increasing the value realised.