Building the agile business through digital transformation

✍ Scribed by Neil Perkin; Peter Abraham

• Year: 2021
• Tongue: English
• Leaves: 337
• Edition: Second
• Category: Library

✦ Table of Contents

Cover
Contents
Acknowledgements
Part One The agile business
Introduction
How to use this book
So what is an agile business?
Notes
01 The key forces for change
Relentless, accelerating change
Transformed competitive contexts
Transformed consumer contexts
Transformed company contexts
The key challenge – rates of change
Notes
02 How digital disrupts
The lifecycle of a technology
Why businesses get disrupted: the ambiguity zone and agile businesses
Notes
03 What’s stopping you?
Slow by design
Looking for opportunity
Why organizations become ‘sticky’
Why good ideas become battles
The arrogance of scale
Protecting against obsolete beliefs and ‘toxic assumptions’
The tyranny of rigid planning
Marginal thinking
Culture and behaviour
Notes
04 Defining digital transformation and how an agile business is the foundation for it
What good looks like – a maturity model for agile businesses
The agile business formula
The agile context model
Notes
Part Two Fast
Defining fast
Working smarter and faster
Notes
05 Operating in the ‘ambiguity zone’
Being fast through continuous innovation
More experimentation = more opportunity
Marginal and breakthrough innovation
Optimization vs transformation
The thermocline of transformation
The case for a more iterative, emergent approach
The problem with waterfall
The three types of problem in the world
Complex scenarios require emergent solutions
Notes
06 Agile and adaptive methodology
Design thinking
Agile
Lean
The principles of agile business
Developing a learning culture
The dangers of systematic survival bias
Learning to unlearn
Fixed and growth mindsets
Embedding reflection time
Notes
07 The agile innovation process
Empowering invention
Rewiring business models with an asset-light or asset-heavy approach
Possible futures
Ingrained commercialization
Scaling, the digital-native way
Acquisition as a path to growth
Building supporting evidence and getting up to speed fast
Key takeouts
Notes
Part Three Focused
Defining focus
Notes
08 The role of vision and purpose
The organizing idea, purpose and vision
The link between purpose and profit
Taking the long view
Notes
09 Agile strategy and planning
The key to good strategy
Emergent and deliberate strategy
The balance between vision and iteration
The impact of plan continuation bias
Bias to action
The customer-centric organization
Agile business maturity
‘P’ is for prioritization
Strategy as an ever-changing algorithm
Discovery-driven planning
Notes
10 Linking strategy to execution
The five questions
Strategy and tactic trees
OKRs – bringing the team with you
Sprint working as a driver of change
Agile planning cascades and cadence
Dealing with blockers – using current reality trees
Complexity bias and looking for answers in the wrong places
DIKW: a foundational approach to value from data
Technology as a barrier to change
Technology as an enabler of change
Agile budgeting
Key takeouts
Notes
Part Four Flexibility
Defining flexibility
Notes
11 Agile structures and resourcing
Concurrent running, co-located working
The insourcing and outsourcing dynamic
Centralization vs decentralization, specialists and generalists
The power of small teams to drive big change
Two-pizza teams
Self-organizing, multidisciplinary teams
The composition of multidisciplinary teams
Small teams and resource dynamism
Notes
12 Scaling agility
Managing core teams and dependencies
Aligning multidisciplinary teams
Getting the right mix – pioneers, settlers, town planners
Agile decision-making – flatter structures, quicker decisions
Agile governance and the digital board
Notes
13 Building the culture to move fast
Agile is not just a process, it defines a culture
What is digital-native culture?
The right culture helps you to move fast
What really differentiates high-performing teams?
Creating the culture for real collaboration
Learning opportunities
Learning fast: see one, do one, teach one
The importance of trust and ‘productive informality’
Read my user manual
Notes
14 A blueprint for flexibility: autonomy, mastery and purpose
Our massive employee engagement problem
Mapping strategy and culture to motivation
Autonomy
Mastery
Purpose
Notes
15 Digital-native talent
Hiring smart
Peacocks, penguins and pie bakers
Redefining effective leadership for the digital age
Key takeouts
Notes
Part Five Start small, scale fast and the transformation journey – putting it all together
The five dimensions of change
Dimension one: personal
Dimension two: principles
Dimension three: process
Dimension four: practice
Dimension five: pace
Staying agile
What now?
Notes
Index