Why Agile Is Failing in Large Enterprises, And What You Can Do About It

Why Is Agile Failing in Large Enterprises…… and what you can do about it

Why Agile Works?

Database

Report

Screen

User Story

Database

Report

Screen

User Story

Clarity

Database

Report

Screen

User Story

Clarity Accountability

Database

Report

Screen

User Story

Clarity Accountability Measureable Progress

Why Agile Fails?

Database

Report

Screen

User Story

Database

Report

Screen

User Story

Lack of Clarity

Database

Report

Screen

User Story

Lack of Clarity

LittleAccountability

Database

Report

Screen

User Story

Lack of Clarity

LittleAccountability

Can’tMeasure Progress

What Gets In The Way?

Matrixed Organizations

Limited Access to Subject Matter

Expertise

Non-instantly Available Resources

Too Much Work In Process

Low Cohesion & Tight Coupling

Shared Requirements Between Teams

Technical Debt & Defects

Large Products with Diverse Technology

How Do You Begin an Agile Transformation?

Database

Report

Screen

User Story

Remember the Goal…

Database

Report

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User Story

Clarity

Database

Report

Screen

User Story

Clarity Accountability

Database

Report

Screen

User Story

Clarity Accountability Measureable Progress

Culture

PracticesStructure

Three Popular Perspectives…

Culture

PracticesStructure

Three Popular Perspectives…

... all three are essential, but where do you start?

Culture

Practices

Structure

Culture First Transformation• Focused on

changing hearts and minds

• Focused on being agile rather than doing agile

• Focused on values and principles

Culture

Practices

Structure

Culture First Transformation• Focused on

changing hearts and minds

• Focused on being agile rather than doing agile

• Focused on values and principles

• Belief that delivery systems will emerge based on new thinking

Practices

Structure

Culture

Practices First Transformation• Focused on the

things that you do• Focused on roles,

ceremonies, and artifacts

• Can be management driven or technically driven

Practices

Structure

Culture

Practices First Transformation• Focused on the things

that you do• Focused on roles,

ceremonies, and artifacts

• Can be management driven or technically driven

• Belief that agile is a process or way to work

Structure

Culture

Practices

Structure First Transformation• Focused on forming

teams and governing the flow of value

• Focused on aligning the organization first

Structure

Culture

Practices

Structure First Transformation• Focused on forming

teams and governing the flow of value

• Focused on aligning the organization first

• Belief that culture and practices only emerge within a rational structural and planning framework

Working Hypothesis:Agile Transformation Begins By Defining a Rational System of

Delivery for the Enterprise

Working Hypothesis:True Agility is About

Breaking Dependencies Across The

Entire Organization

Working Hypothesis:Healthy Culture and

Effective Practices Only Emerge Within a Rational

Delivery Framework

How To Map Your Enterprise

Agile Transformation

y Adaptability

Emergent

Convergent

y Adaptability

Emergent

Convergent

y Adaptability

Emergent

Convergent

y Adaptability

Emergent

Convergent

AEPEPC AC

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

Project

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

AgilePilotProject

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

AgilePilot

Agile Rollout

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

AgilePilot

Agile Rollout

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

Low Trust

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

AgilePilot

Low Trust

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

AgilePilot

Low Trust

Become Predictable

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

AgilePilot

Low Trust

Become Predictable

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

Low Trust

Become Predictable

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

Low Trust

Become Predictable

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

Low Trust

Become Predictable Reduce Batch Size

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

Low Trust

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

Low Trust

Fully Decouple Teams

Iterative and Incremental Organizational Improvement

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean StartupLow Trust

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

y Adaptability

Emergent

Convergent

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

TeamServices Teams – These teams support common services across product lines. These teams support the needs of the product teams.

TeamProduct Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.

TeamPrograms Teams – These teams define requirements, set technical direction, and provide context and coordination.

Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

TeamPortfolio Teams – These teams govern the portfolio and make sure that work is moving through the system.

Programs Teams – These teams define requirements, set technical direction, and provide context and coordination.

Product Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team.

Agile Delivery Structure

Team TeamTeam

Team Team Team Team

Product & Services Teams

Team Team

Team Team Team Team

Product & Services Teams

ProgramTeams

Team Team

Team Team Team Team

Product & ServicesTeams

ProgramTeams

PortfolioTeams

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Kanban

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Kanban

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Kanban

Phase I

Form Teams, Basic Agile Practices

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Kanban

Phase 2

Mature Practices & CultureRegular Delivery Cadence

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Kanban

Phase 2

Decouple Services and ProductsTesting, CI and DevOps

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Kanban

Phase 4

Smaller Batches Enterprise WideGoal Oriented Funding Framework

Team Team

Team Team Team Team

ProgramTeams

PortfolioTeams

Kanban

Phase 5

Independent Goal Driven TeamsAdaptive Planning & Governance

By focusing on the fundamentals and

systematically breaking dependencies, we can achieve true enterprise

agility at scale

Why Agile Is Failing in Large Enterprises, And What You Can Do About It

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