Agile Transformation

Teams and trains shift from crawling to flying

Are you aware of the challenges you’ll face once you embark on your Agile transformation journey?

We at Dr. Agile believe that Agile is much more than cookbooks and methodologies – it’s an organizational mindset that boils down to the individuals and teams participating in the value chain.

 

A typical process consists of all or some of the following elements:

  • Agility evaluation & assessment: where are we now? Where do we want to be?
  • Coaching & mentoring staff and managers at all levels and roles
  • Organizational development: counseling HR and management on the changes implied by the journey
  • Workshops and training for senior leadership, mid-level management, POs, SMs and teams
  • Designing, configuring & supporting Agile tools (such as Jira, Azure Boards - TFS)

Wherever you are in your Agile transformation, talk to our coaches to understand where you need to go.

Enterprise Scale

Fast trains synchronize at regular intervals

Have you implemented Agile at the team level, but hit a stumbling block when attempting to scale? 

 

Team level Agile excellence is an essential foundation in the Agile house. But scaling Agile is a whole different ballgame! It requires leadership to zoom out from optimizing isolated cogwheels to a system wide view. How often does your “production machine” generate value to customers? Is the feedback loop from customers channeled back into the decision-making process? Are you prepared to make the shift from silo-based functional organization to market-driven cross-functional release teams?

 

Scaled Agile is addressed by a number of industry tested frameworks and methodologies, Scale Agile Framework (SAFe)Spotify FrameworkLarge-Scale Scrum (LeSS), to name a few. The implementation journey is customized for every organization based on its business goals and DNA:

  • Select a methodology that best suits your organizational needs, culture and business goals
  • Customize “out-of-the-box” roles and responsibilities and ceremonies to avoid the “overhead effect” most organizations encounter
  • Build an implementation plan that takes into account organizational barriers, culture challenges, business metrics and objectives
  • Follow the execution via a number of program increments/quarters
  • Instill a culture of measurable objectives and continuous improvement at the team, program and portfolio level

Your cogwheels turn fast but the system runs slow?

Business Agility

Organizations adapt quickly to market changes

“Learn from yesterday, live for today and hope for tomorrow. The important thing is not to stop questioning.”

--Albert Einstein

 

 

How long does it take your organization to validate a business hypothesis? How quickly can you test an idea, discover that it doesn’t work, and move to the next one?

The essence of Business Agility is reacting to change cost-effectively. Organizations that continuously practice Business Agility gain internal mutual trust between all elements of the value chain. But further, they gain the chance to continuously be the leaders in their market. By building  small experiments and small delivery chunks a culture of learning and of safety is being constructed. 


For almost two decades our coaching teams have been working with business departments in various organizations across industries, undergoing digital transformation or a disruption in their markets. We’ve seen magic happen

 

Business Agility transformation aligns value chains to serve the customers with minimal wait time and minimal waste – from business through R&D to production to operations. Silos are gradually dismantled. The organization becomes a rapid-delivery machine which learns how to identify and remove  impediments. A “can do” spirit is formed. Suddenly, managers praise their ability to focus on true business priorities. 

 

Our recommendation to large organizations wishing to improve their Business Agility, is to think big, but act in small, valuable steps. Focus on what not to do. Above all – Business Agility initiatives must be given highest priority – your door as a CEO and top-level management must be open to cross-enterprise teams sprinting to achieve their goals.

 

Dr. Agile can work with you on piloting a business agility journey pilot in one of your high priority value chains end to end. Or have you already realized that your entire organization should shift in that direction? We’re here to share our experience with you and guide you to the Business Agility path that prominent industry players have taken.

 

Let's talk Business Agility. Our coaches can help you identify and gradually remove the organizational barriers to streamline the flow of value to your customers.

DevOps Consulting and Implementation

IT release is not a Drama! Market feedback loops shorten

Can you imagine releasing a version weekly? Daily? Whenever it is needed, and when a new capability is ready? Will this accelerate your business and your learning?

Agile principles call for frequent software releases to the market, to allow for valuable feedback and ensure that software is being used as early as possible. However, in many organizations, releasing is a drama. The enterprise architecture and delivery pipeline are not designed for frequent, safe and sustainable releases.


If your teams deliver Potentially Shippable Products every sprint, but updates are batched and introduced to production infrequently – you need to reconsider your DevOps strategy and implementation.

 

What are your key pain points? Which business metrics do you wish to improve – lead time, deployment frequency, Mean Time Between Failures (MTTR), time to restore service? 


Dr. Agile brings expertise to help you define your goals and metrics and push you to relentlessly improve over time. A host of best practices can be applied and perfected as the pipeline expands and becomes more robust. System architects need to be pulled in, develop a vision of where the pipeline needs to go, and spend much of their time understanding which pavement in the runway needs to be fixed next.


Keep in mind: the one common characteristic of high DevOps performers is that they always get better at what they do, attempt to achieve quick wins and propagate their learning across the organization; velocity of version updates does not contradict reliability, on the contrary – in high performing Tech organizations, improvements of these two key metrics are correlated.

 

We’d be happy to bring our DevOps expertise to your organization too!

Start a journey to remove the barriers between development and operations and streamline releases. We can assist you.