Summary:
Who gets to say what an agile transformation should look like?
Who should play a leading role in setting system-optimizing goals for a big organizational change?
Who should take a main seat at the table, where the real products defined?
Of course, the business people!
Business agility is paramount to success.
The ability of the business to ‘turn on a dime for a dime‘ is critical for organizational adaptiveness.
But of course, the adaptiveness of a business alone is not sufficient to achieve success. Many other organizational structures should be striving to become more adaptive in unison with the business: HR, budgeting, site strategies, R&D, vendor management, etc. Altogether, this is referred to as eco-systemic (a.k.a. organizational) agility – united and indivisible, and this is what Gene Gendel is going to talk about in this session.
Video File / Presentation File
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Takeaways:
- Organizational STRUCTURE – is the 1st Order Factor (Variable) that has an impact on everything else in an ECOSYSTEM: behaviors, norms, values, principles, policies
- Business Agility, is not a sandbox or get-away playground for “non-technical” people that also “wanna do agile”. It is NOT agile for NON-IT
- True business agility elements that matter and make your business more adaptive, must be identified at a very early stage
- Business Agility, must be treated, as a part of the overall Organizational Agility, not as an alternative or opposition
About the Speaker:
Gene Gendel is a widely recognized, world-class trainer/instructor/consultant, and independent adviser to senior leadership who is mainly focused on organizational design and product centricity. Gene operates through his company KSTS Consulting, and his clients represent a wide industry spectrum. Gene has dedicated 15 of 20+ years of his professional experience working with companies of various sizes and lines of business, helping them improve internal dynamics, the organizational structure and becoming a better place in which people can work. Gene engages at all organizational levels: senior- and mid-level management, teams, and individuals. In his work, he uses various methods, tools, and techniques to amplify the learning of other people and to ensure that his followers gain autonomy after Gene “coaches himself out of the job”. Over the last decade, Gene’s big focus has been on large financial institutions and consulting companies that struggle with moving away from traditional budgets and portfolio/program/project work decomposition towards more adaptive/flexible budgeting and better products (product-centric, customer-focused development).
