The first step is to shift our focus to building new organizational structures that are better suited to the realities of the digital landscape. These should be flexible, adaptive, and designed to promote cross-functional collaboration.

We should also aim for light-touch governance. This doesn't mean less oversight, but rather smarter, more effective oversight. This approach involves empowering teams with a degree of autonomy, cutting down on bureaucracy, and encouraging a culture of transparency and accountability.

Furthermore, we need to rethink our metrics. While traditional measurements of performance are still important, we should also consider metrics that validate our strategic assumptions. In other words, we need to establish parameters that can confirm 'what needs to be true for this strategy to work'. This shift will allow us to track progress more accurately and make data-driven decisions that steer our organizations towards desired outcomes.

Ultimately, the goal of all these changes should be to create continuous value. In the digital age, this means more than just delivering products or services. It means enhancing user experiences, fostering innovation, promoting sustainability, and driving business growth in a way that is consistent, scalable, and sustainable.

The legacy approach to organizing work served us well in the past, but it's time we reconsider its relevance in a world that's rapidly evolving. By embracing new organizational structures, light-touch governance, and smarter metrics, we can navigate the complexities of the digital era and optimize for what truly matters – creating continuous value.

When we reflect on the history of organizational structures and business strategies, we find that they have deep roots in methodologies from two industrial revolutions ago. Our approaches have often focused on optimizing efficiency, saving time, and maximizing output – all hallmarks of a bygone era. We've built our systems around annual planning cycles, an arrangement that, while perfect for accountants, may not necessarily align with today's digital world's fast-paced, dynamic nature.

But we must ask ourselves: have we truly optimized for any of these things? Or have we merely applied an antiquated model to a modern context, hoping for the best?

The truth is that the legacy approach to organizing work has led to an intricate network of silos that create extensive external dependencies between teams. This structural inefficiency has often resulted in the opposite of what we initially aimed for – rather than fostering collaboration and rapid delivery, it has led to bottlenecks and slow decision-making. Our well-intentioned attempts to stuff more work into the system of delivery have only exacerbated these problems.

I recall one place I worked where a third (yes, a third) of the whole workforce was employed to manage coms and collaboration, and reporting between silos!!

What a waste !!!

Not only do we need to move to fresh silos, but we need to remove the whole structures that are all about people being employed to manage the disorganized chaos.

Check out my next post, which talks about what we should organize for instead

sdafTitle: Advocating Change in Large Enterprises: The How & Why

Introduction

Promoting change is crucial in large enterprises. It encourages innovation, efficiency, employee satisfaction, and adaptability. Here are some practical strategies for successfully driving change within your organization.

Why Advocate Change in Large Enterprises

Large enterprises face unique challenges, such as slow decision-making processes, resistance to change, and layers of bureaucracy. Advocating for change can help address these challenges and yield various benefits:

1. Foster innovation: Encouraging new ideas and processes can give enterprises a competitive edge in the market. It keeps organizations up-to-date and relevant in their industry.

2. Improve efficiency: Streamlining operations and implementing modern systems can save time and resources, which ultimately increases profitability.

3. Boost employee satisfaction: Empowering employees to contribute to change can increase their engagement and job satisfaction. An open environment where ideas are welcome can lead to higher employee retention and a more productive workforce.

4. Enhance adaptability: Enterprises that are open to change can better respond to evolving markets and customer needs. A flexible organization can pivot quickly when faced with unexpected challenges or opportunities.

How to Advocate Change in Large Enterprises

To effectively advocate for change in a large enterprise, follow these five key steps:

1. Identify the need for change

Start by recognizing areas of improvement within the organization. Are there outdated processes or areas that are lagging in performance? Engage in conversations with colleagues, gather data, and conduct research to build a strong case for change. By understanding the current pain points and limitations, you'll be better equipped to present your case for change.

2. Develop a clear vision

Once you've identified the need for change, develop a clear, concise vision of the desired outcome. This should include specific goals, timelines, and any resources needed. Make sure your vision aligns with the organization's mission and values. A well-defined vision will make it easier to communicate your ideas and rally support from others.

3. Communicate your vision

Now, it's time to share your vision with key stakeholders. Use persuasive language and data-driven evidence to highlight the benefits of change. Tailor your message to different audiences, addressing their concerns and showing how the change will positively impact them. Effective communication can be the difference between change being embraced or ignored, so take the time to craft a compelling narrative.

4. Build a coalition

Change is more likely to succeed with a strong support system. Identify allies within the organization who share your vision and can help drive the change. These can be colleagues, supervisors, or even external partners. Collaborate to refine your vision, create momentum, and gain credibility. A diverse coalition can provide different perspectives and resources to help make your case for change more robust.

5. Be persistent and adaptable

Advocating for change in a large enterprise can be challenging. Be prepared for resistance and setbacks. Stay persistent, continue refining your message, and be willing to adapt your approach when needed. Remember, lasting change often requires patience and resilience. Keep an open mind, listen to feedback, and be willing to adjust your strategy as you learn from your experiences.

Conclusion

Advocating for change in large enterprises is essential for growth, adaptability, and long-term success. By following the steps outlined in this article, you can effectively drive change and make a meaningful impact within your organization. Remember to identify the need for change, develop a clear vision, communicate your vision persuasively, build a strong coalition, and remain persistent and adaptable. Embrace the challenge of change and help your organization thrive in today's fast-paced business landscape.

The quickest way to get some traction on your Agile transformation is to bring in one of the big four consultancies. And bring in 30 people from the firm to ‘work with your teams’

That's what I used to think 15 years ago when I was commissioning consultancies to do work for my employer.

Turns out I was getting a short-term gain for long-term pain.

The critical lesson I learned was

There is only one place to keep your company’s crown jewels. That’s inside your company, not in the hands of a consultancy.

Picture this: Your company is facing a new challenge, and as a C-suite executive, you're tasked with finding the best solution to overcome it. You've heard much about the benefits of agile methodologies and transformational leadership, but your organization hasn't yet mastered these skills. The idea of hiring an external consultancy seems tempting, as they promise quick and effective results. However, before making a decision, let's have a chat about the risks of relying on external consultancies for your company's agile and transformational mastery.

I realized that for an agile transformation, having in-house Coaches and Scrum Masters and having in-house Product and Portfolio Managers all tunes to the new ways of working is essential for the long term.

I suggest lots of leaders start with the intention of getting the big four consultancies to exit. Let’s just put it politely - that is not the consultancies intention. Their intention is always to land and expand.

There are four things to juggle in your strategic thinking :

1. Short-term gains vs. long-term dependency

2. Loss of control over the company's transformation process

3. Potential for misalignment between the company's culture and the consultancy's approach

4. Costs that grow faster than the knotweed in your garden (that’s very fast, BTW)

Let's look at each of these for a moment or two :

Short-term gains vs long-term dependency

It's true that external consultancies can provide valuable expertise, especially if your company is new to the world of agile and transformation. They can offer a fresh perspective and tried-and-tested methods to help you navigate the initial stages of the transformation process. However, it's essential to understand that these short-term gains can come at the cost of long-term dependency.

Think of it like learning to ride a bike. If you always have someone holding the bike for you, you might feel more secure, but you'll never learn to balance on your own. Similarly, relying too much on external consultancies can hinder your organization's ability to independently develop its agile and transformational capabilities. The more you depend on them, the less likely it is that your organization will become self-sufficient in these areas.

Loss of control over the company's transformation process

By outsourcing your organisation's agile and transformational aspects, you're effectively handing over the reins of your company's future to an external party. While this might not seem like a big deal initially, it can have significant repercussions down the line. Your company's unique culture, values, and strategic goals may not align perfectly with the external consultancy's approach, leading to clashes and misunderstandings that could derail the entire transformation process.

Moreover, the long-term success of any transformation depends on your organization's ability to adapt and evolve in response to new challenges and opportunities. If your company's agile and transformational expertise lies outside its walls, it becomes much harder to make those critical pivots and adjustments when they're needed most.

Potential for misalignment between the company's culture and the consultancy's approach

Every organization has its own unique culture and way of doing things. When you bring in an external consultancy, there's always the risk of a culture clash, which could undermine the success of the transformation process. The consultancy may have a one-size-fits-all approach that doesn't gel with your organization's culture, values, or needs.

For example, a consultancy that emphasizes top-down decision-making may struggle to integrate its approach within a company that values decentralized, employee-driven innovation. This disconnect could lead to resistance from your employees, who might feel that their voices are not being heard or that the changes being implemented don't align with the organization's identity.

To avoid these pitfalls and ensure that the transformation process reflects your organization's unique character, it's crucial to develop in-house agile and transformational mastery skills. This way, you can be confident that the changes being implemented are a good fit for your company, and you can address any potential cultural clashes head-on.

Costs

Now, let's address the elephant in the room: cost. Engaging external consultancies for your company's agile and transformational needs can be expensive. While it's true that you might see quick results, these short-term gains might not justify the long-term financial investment. Moreover, if your company becomes dependent on external consultancies for its transformation initiatives, you'll likely incur even more significant costs over time. By contrast, investing in building your organization's agile and transformational capabilities in-house can be a more cost-effective approach in the long run, as you'll be equipping your company with the skills and expertise needed to handle future challenges independently.

The Way Forward

So, how can your organization break free from the risks associated with external consultancies and start building its in-house agile and transformational mastery? The first step is recognizing that this journey won't be quick or easy. Building a strong foundation for agile and transformational capabilities requires time, commitment, and investment. However, the potential benefits of developing these skills in-house far outweigh the risks and costs associated with relying on external consultancies.

To begin, fostering a culture of continuous learning and improvement within your organization is essential. Encourage your employees to embrace new ideas, take risks, and learn from their mistakes. This mindset can help your company become more resilient and adaptable, allowing it to navigate the ever-changing business landscape more effectively.

So how do you force your company’s long-term objective of building your own crown jewels into the transformation roadmap?

The answer is to develop your factories.

A Coaching Factory and a Product Owner Factory would be my first two to set up

Yes, I mean a factory.

Create an internal factory with learning and development paths, training, certification etc., that produces xx coaches per year. (xx is your figure dependent on the size of the company and the speed of transformation needed.)

Let’s assume you determine that you need 40 coaches for the agile transformation of your company at peak and then ten ongoing, and you have three. Not enough, but you have to get on with it.

You 'buy in' 35 coaches to help with the move, but at the same time, set up a factory in your company that produces at least ten coaches a year minimum from internal candidates who can transfer to the new skill set.

If you want to know more, I'll be writing more about this in my next piece. Subscribe to my writing to see the next post: Developing your Coaching Factory

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The learning objectives that underpin ICAgile’s lean portfolio management course are brilliant.

I can say that because I didn’t come up with them :)

But the one question that comes up every time on the course is …

How do I start?

It’s a great question, so I came up with a 5 step playbook for starting to implement LPM in your organization, and it’s the following 5 steps:

• Advocate for the need for change.

• Build an alliance

• Define the LPM function.

• Establish the portfolio scope.

• Set up the events.

In the above diagram, I take these 5 steps and cross-reference them to the learning objectives of the course.

In future posts, I will in detail write about each step and what’s involved.

There are two things you can do right now to help yourself with this.

1. Suggest some colleagues go on the LPM course, The next one is never more than a few weeks away, and you can find the date for the next course here. At the time of writing, the next course is 5 days away and is on weekday evenings for the UK timezone. The more colleagues and teams you have that ‘get this’ - the easier it will be to change your company for the better.

2. Subscribe to these posts by clicking the subscribe button below.

Next LPM course

Thanks for reading my stuff! Subscribe for free to receive new posts and evolving writing on lean portfolio management. They will come from ‘Ian - the Agile LPM Guy’. Make sure they don’t get into your spam folder !!

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Networking opportunities.

Our courses provide access to global communities of learners, allowing you to network with individuals from various backgrounds and industries. These connections can help you gain valuable insights, expand your professional network, and even create new career opportunities.

Especially in the digital age, you meet people from all around the world.

I have had people from every continent come on courses, and even though the times are for UK and American time zones, I have had people from India, Australia, and New Zealand, etc.

Only last week, I introduced someone who was starting to use JIRA Align in Washington, DC to the Product Lead from Atlassian, who lives and works in Scandinavia.

Great Value.

I hear many trainers saying how great it is to be back in person.

I disagree.

If I were doing my courses in person, I would only meet people who could come to a hotel in London. I can instantly think of 30 people who I would not have trained or even met. I would be missing out on such a rich group of friends and contacts.

The course gathers ‘my kind of people’.

• Agile Coaches

• Project Managers

• Product Managers

• Change Agents

The LPM course we run most months has brought into my circulation hundreds of fabulous people that I might not have ever met any other way.

From all around the world ……

And I am definitely in the benefit of every one of those relationships.

Why not join us on the next course starting in a few days?

You can always find out the exact details here - just select LPM

Is that you? It was certainly me.
The problem with being so ‘busy’ is you can forget to take a step back and confirm whether you are ‘so busy’ with the right stuff.
We all know that being busy does not necessarily mean progress, improvement, or even impact.

It just means being busy.

I always think if my young son, who would always want to race off on his bike. It didn't matter if the direction was right - he just wanted speed.

Travelling in the wrong direction is still the wrong direction, whether you are travelling at 50%, 100% or 110%

As a leader - how do you take a pause and check if you're doing the right thing? More importantly, how can you help your organisation to do the right thing? Are there frameworks to help?

I'm the Lean Portfolio Management Guy - which means I spend all my time obsessing about how to make sure that the time we spend as leaders - the resources we use and have available - are deployed on the right things - the things that will move the dial for our company.

Lean Portfolio Management (LPM) is all about managing organisational strategy and investment funding, particularly in Agile and Lean organisations.

The main benefits? There are loads. Today's post is about improved decision-making, but it could be about

-Better alignment with business strategy
-Faster delivery (TTM)
-Enhanced collaboration
- Better Risk management
- Increased adaptability

Bottom line? It helps organisations prioritise their investments.

Here is a link to the course that starts in just over a week. The course runs for 4 UK evenings or USA afternoons.

https://lnkd.in/ePETVugb

I'm convinced this is the answer to the age-old question: - are we spending the money on the right things?

If you're interested in connecting with me to talk more, then DM me, or get booked on one of the fabulous LPM courses organised by Agile Visa and ICAgile.