Agile and Lean Business Transformation
Large enterprises face challenges on three fronts: first, the most successful enterprise eventually hits the innovation wall and questions how to break through to continue to innovate and act as nimbly and creatively as a start-up. Second, the need to respond to changing market conditions and keep an organization’s strategy in touch with these changes is another challenge hampered by the annual budgeting process. Third, software development has been transformed by agile methodologies and the next step is to transform the whole IT department.
Companies must innovate because eventually customers dry up and the engine of growth stalls. The proper response to competition from start-ups is to incubate one’s own start-ups within the organization. This requires an adaptive organization, one that can adjust its processes and performance to meet the challenges arising from changing market conditions.
The annual budget cycle is a waterfall/big bang process that has been described as being like a bank that opens its doors for only week per year. Moreover, the amount of time wasted to satisfy performance metrics (linked to the budget promises) that become quickly out of step with reality make the budget cycle a drag on the adaptive organization.
Beyond Budgeting does away with the annual budget cycle and introduces a continuous financing model that also places the customer-sales relationship at the heart of what drives the business. This approach perfectly matches the agile and lean transformation of IT and the innovation model at the root of Lean Startup. Combined, these concepts represent a new breed of organization, one that has reduced risk by relying on evidence to drive business strategy, and one where IT and the business follow similar feedback loops that guide their activities to deliver what the customer wants.
Features and Benefits
Provides an overview of customer development and Lean Startup for innovation, Beyond Budgeting for organization management, and DevOps for IT department transformation. The report offers a guide to these approaches and how to create an agile enterprise.
Shows how Dee Hock's "chaordic" principles add greater self-organization within a business to bring out the best in people.
Offers recommendations for enterprise CIO/CTOs and vendors for opportunities in creating the agile enterprise.
Key Questions Answered
What is an agile enterprise?
How can an enterprise ensure it remains innovative?
How can replacing the annual budget cycle with a process that is able to respond quickly to market changes help an enterprise achieve its goals?