The agile enterprise - Digital Transformation as a practical application

27.10.2016 / T3CON 2016 / MunichPatrick Lobacher

www.pluswerk.ag

The agile enterpriseDigital Transformation as a practical application

+Pluswerk AG

Your Partner for the Digital Transformation

27.10.2016 | The agile enterprise | T3CON16

+Pluswerk AG in a nutshell

• Founded 2010 (as legal unit, predecessor since over 20 years)

• More than 130 employees at more than 10 locations in

Germany, Poland, South Africa and Rumania

• Specialized in complex and sophisticated solutions in the area

of the “Digital Transformation”

• Our core values:

• Based on partnership

• Passionate

• Recoverable & Qualitative

• Creative & Innovative

Patrick LobacherChairman of the board

+Pluswerk AG - Fullservice Agency for the Digital Transformation

Consulting Agency Systems House

Innovations

Design Thinking

Lean Startup

Lego Serious Play

Business Model Canvas

Value Proposition Design

Lean Canvas

Objectives & Key Results

Working Out Loud

New Work

Management 3.0

Team-Development

Leadership Coaching

Organizational Consulting

Process Consulting

Change Management

(Large Group) Moderation

IT-Consulting

Project Management

Agile / Lean

People Processes

References

What the hell

is an agile enterprise at all?

Agile Enterprise?

“Agile Enterprise” is for sure just another member of the

“Bullshit Bingo Hall of Fame”?

Agile Enterprise?

The Problem with BuzzWords are:“We need them to get attraction to a

topic and they always reflect an important aspect of our live.”

Today tools, like Waterfall, MbO, ...

Tools like Scrum, OKR, ...

Started 1993 (1989)

Complicated

Task is calculatedKnowledgeWaterfall planningJust one try

Complex

SkillsSmall iterationsOn-going correctionsLearn from mistakes

Enterprises are “complex” as well

Employees are complex as…Markets are complex…Structures are…Dynamics…...

Everything is getting

more and more

unpredictable

1826.10.2016 | Objectives & Key Results | OKR

Agile & Lean

● Value based (Focus, Openness, Courage, Commitment, …)● Teamwork● Feedback● Iterations & Increments● Continuous Improvement● Avoidance of waste● Leadership (instead of Management)

The enterprise stack

Which is the DNA of todays enterprises?

Culture Top Down, C&C, Family/Performance/...

Strategy Annual static planning

Goals Cascading (waterfall) goals

Tactics (Products / Prozesses) Planning

Operations Waterfall development

The traditional stack

27.10.2016 | The agile enterprise | T3CON16 by Felipe Castro

Culture Top Down, C&C, Family/Performance/...

Strategy Anual static planning

Tactics (Products / Prozesses) Planning

Operations Agile development

Half-baked agility - Level 1 Waterfall legacy

Culture “Agile Culture”

Tactics (Products / Prozesses) Lean Startup, Lean Production, ...

Half-baked agility - Level 2Waterfall legacy

Strategy Data driven, Iterative, Hypothesis validation

Goals OKR (Goal Agility)

Full-stack agility

Culture 7As of Culture

Goals OKR (Goal Agility)

Full-stack agility

Agility Iterative, incremental, fast feedback

Agnosticism Data driven, hypothesis validation, experiments

Asymmetry Power Laws, Moonshots, 10x Talent

Autonomy Self-managed teams that question “orders”

Alignment 360º Alignment, continuous feedback

Accountability Focus on delivering value

Authenticity Purpose, consistent values

Full-stack agility - 7As of Culture

Digital Maturity Level

How “digital” is my enterprise?

Digitale Transformation / Digitalization

LegacyCompany

complicatedhierarchical

managementprocessesknowledge

formalrigid

DigitalCompany

complexnetwork

leadershippeopleskills

dynamicagile

Planning, management, optimization and implementation of the company’s value-added chain in the digital age

Agile / LeanScrum

KanbanDesign Thinking / LSP

Lean StartupOKR / 4DX

Management 3.0...

Digital Business Transformation

No. Dimension Description Example(s)

1 Strategy Digital strategy of the company

Digital Roadmap

2 Leadership Management, CxO, Roles CIO, Servant Leader, Agile Coaches, ...

3 People Human Ressources, Goal Management, HR Development, …

OKR, 4DX, WOL, ...

4 Culture Culture & Culture Development Values, Mission Statement, ...

5 Processes Process and their execution Scrum, Kanban, ...

6 Products Produkte, Innovationsfähigkeit, Geschäftsmodelle

IoT, Industrie 4.0, Lean Startup

7 Technology In- and Out-Side Software, Cloud, ...

8 Data Data Management Big Data, Personalization, ...

9 Customer Customer Focus Social Media, ...

10 Governance Execution of the digital strategy

Sustainability

Objectives & Key Results

DML: 1 Strategy | 2 Leadership | 3 People | 4 Culture | 5 Processes

“OKRs stands for Objectives and Key Results. It is a method of defining and

tracking objectives and their outcomes.

Its main goal is to connect company, team and personal objectives to

measurable results, making people move together in the right direction - the

mission statement of the company.”

The OKR cycle

Mission statement

(MSC)Moals OKR ZyklusOKR

Planning

WeeklyOKR

OKRReview

Retros-pektive

OKR-List

OKR Master

Standard OKRExtension by pluswerk:consulting

3 - 10 years 1 year

3-4 months

OKR - Examples

• Company OKR: “Reach Top Quality” (O)

• Less than 3 escalations per Months: Oct / Nov / Dec (KR)

• 16 positive customer feedbacks (KR)

• Add at least 10 pages of documentation per month: Oct / Nov / Dez (KR)

Design Thinking

Creative Solutions

Design Thinking

• Design Thinking has become more than just a creative process.

• What was originally intended as an innovation method for products and

services in Stanford, has advanced to a completely new way of seeing

people in relation to work, of imagining the concept of work and of posing

questions about how we want to live, learn, and work in the 21st century.

Design Thinking

Lean Startup

Entrepreneurship

Lean Startup

• “The Lean Startup method

teaches you how to drive a

startup - how to steer, when

to turn, and when to persevere

- and grow a business with

maximum acceleration.”

Management 3.0

New ways

Management 3.0

1 Strategy

2 Culture

3 People

4 Culture

5 Processes

10 Governance

by Jurgen Appelo

Management 3.0

4527.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo

Management 3.0

4627.10.2016 | The agile enterprise | T3CON16 by Jurgen Appelo

Even more tools

for mastering the digital transformation

More tools

Kanban

New WorkHolocracy

Lego Serious Play

Servant LeadershipComplexitools

And many more...Technology & Concepts(like IoT, VR, AR, SH, …)

Big Data

Customer Centricity

Network-Tools

AgileLean (Thinking/Production/Management)

Google Sprint

Culture Profile Indicator

Don’tusethe“old”Tools!!

4927.10.2016 | The agile enterprise | T3CON16 Source Internet

Size of “Digital Transformation”

Next steps

to start with the “Agile Enterprise”

Be courages and curious and…try, try try,...and fail (perhaps) and learn

Thank you very much!

pluswerk.ag

Contact

Christian Jacobchristian.jacob@pluswerk.ag+49 89 130 145 22

Patrick Lobacherpatrick.lobacher@pluswerk.ag+49 89 130 145 20

Magnus Schubertmagnus.schubert@pluswerk.ag+49 2204 842662

pluswerk:okr

+Pluswerk AGWilhelm Hale Str. 5380639 München

T: +49 89 130 145 0F: +49 89 130 145 10info@pluswerk.ag

www.okr-beratung.dewww.pluswerk.ag

+Pluswerk AG - Fullservice Agency for Digital Transformation

Strategy Consulting Digital Technology Operations

Digitalization / Digital TransformationHostingEditorialContent

OperationsOKR / New Work

(Digital) Leadership / Management 3.0Agile / Lean / Innovation Mgt.

Digital VisionCoaching / Sparing

PM / ConsultingDigital Agency

CMS / CRM / PIME-Commerce

CI / CD / CloudSystemdevelopmen

tSystemintegration

www.pluswerk.ag

The agile enterprise - Digital Transformation as a practical application

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