Archive for the ‘Insurance’ Category

Agile Transition or Agile Transformation

Wednesday, March 9th, 2016

 

I have noticed changes in the industry, in the media, and the language that people are using in organisations globally. Its taking most organisations away from significant profits and moving them to quick wins that are costing these corporations and organisations about 480% in unrealised benefits.

AgileTransformation

What is in a word, well quite a lot. Its why marketing departments, PR guru’s spend budgets getting colours correct, words right and ensuring that the message is correct and consistent.

Here is your Question

When did you replace the word Transformation to Transition?

How many people in how many organisations/corporations are you now using the word transition instead of the word transformation?

How effective have these organisations and corporations been in agile adoption since you have been using Transition to Agile instead of undertaking an Agile Transformation?

Success leaves Clues

What I observed and took part in one of the worlds most successful Agile Transformation at Suncorp Bank, successful Agile Transformation left lots of clues.

  1. 100% Top Down Support
  2. 100% Bottom Up Implementation
  3. 100% Self Organising Teams
  4. Clear Agile Strategy
  5. Agile Metrics
  6. Xtreme Programming, Scrum and Agile for pilot projects.
  • Suncorp communicated constantly
  • Suncorp celebrated success
  • Suncorp retrospected the retrospectives
  • Suncorp encouraged learning
  • Suncorp invested in training for every agile role in the Agile team
  • Suncorp created an Agile Academy

Telstra followed Suncorp to stand on the shoulders of giants, what I observed and experienced taking  part in the Telstra Agile Transformation, was Telstra embarked on a 1st of its kind global Agile Transformation. Telstra were initially told, that the transformation would fail.

Telstra did not listen, they went to USA, they researched, they started out on their own, without assistance, and along the way, strategy partners joined and the solution to the most ambitious Agile Transformation was discovered. Five of their main suppliers to go Agile with them. It was their Success Criteria, for if they changed so did the people that did business with them need to change.

“If you are changing the way you are doing business , then the people that do business with you need to change with you” – Naomi McGill -Agile Achievement

Telstra was changing the way it was doing business it was already undertaking an Agile Transformation with Suncorp cheering from the side lines.

Suncorp merged six companies into one during their Agile Transformation.

Telstra needed its suppliers to be just as fast as Telstra was moving internally.

Telstra’s suppliers had to transform to Agile to keep doing business

Telstra’s Agile Transformation took 6 companies along the Journey

If you think Scaling Agile is too hard for your organisation think about Scaling Agile across 5 suppliers and yourself. This is Global Agile

Preservation and Conservation of current ways of doing business with Telstra changed

Agile Transition

Transition is a waste of the corporations/organisations money, time, assets and people. Lasting change and the benefits of Agile are only achieved by the “Technology of Applying” the principles, framework in place across the whole organisation .

  1. Funding Model
  2. Idea to Market Model
  3. Organisation Model
  4. Communication Model

Be clear when you communicate with your staff, your clients, corporations/organisation, your vendors. If you take the road of transition your expected improvement gain is 20%. You will not see lasting change, your project, your team, your staff, your company, your clients, your suppliers at any point can roll back the transition, and the transition will not in most cases bubble the organisation forward to multiple transitions simultaneously inspiring the organisation forward into new products, new processes, new ways of thinking.

Agile Transformation

Agile Transformation will move and take the organisation/corporation forward and that requires courage, a plan, a centre of agile excellence. The economy does not preserve and conserve the profits from ten years ago. Most companies consolidate, get merged, get acquired, sell off, get out or go under without Transformation.

From 2010 to 2014 Australia was the only country in the world to see simultaneous  banking and telecommunications corporations undertake Agile Transformations at the same time.

Experimentation

Another word making its ways into Agile is Experiments. As most billion dollar organisations have a high regulatory environment. The idea of experimentation is a curious one from a quality and compliance perspective.

This idea of experimenting is great only if the framework of Agile Transformation is in place. Telstra set out on its experimentation once it had made the decision to make an Agile Transformation.

Telstra did not experiment with this Agile thing to see if it would work and then take the rest of the organisation Agile if it did.

Agile Evolution

Training & Coaching

Training a group of people for 2 days and expecting the organisation to be Agile as a result is a common mistake. Getting a coach and thinking that will make the organisation Agile is also another common mistake.

Telstra established a clear route to success modelled of what Suncorp Bank had achieved through their Agile Training Academy. Telstra trained every single person from an Agile Team, they tailored the training, on Agile, their specific role, how it fitted with other roles. No one was left in doubt to figure it out on their own.

The journey was taken together and everyone in the organisation changed and grew together. Improvements and changes welcomed and more and more solutions were found to complex challenges as suppliers came into the mix. Suppliers were trained, Telstra was open about achieving Agile Transformation.

I know this through experience, as I trained suppliers, teams, parts of the executive business as a national Agile trainer during the Agile Transformation.

Enterprise Agile & Centres of Excellence

  1. Resolve complex organisational waste issues including governance, finance and HR.
  2. Establish Agile CoE (ACE) Charter
  3. Create Communication Plan
  4. Develop an Adoption strategy
  5. Gather Metrics and Feedback
  6. Report Progress
  7. Identify improvement opportunities

Creating an Agile CoE to enhance and scale capabilities in applying Agile processes and practices to deliver business value when strategic objectives or critical capabilities in an enterprise require ongoing focus and specialty skills.

Transform to Enterprise Agile

Remember Enterprise Agile Transformation is not about one or two teams doing agile in a billion dollar highly regulated company.

Enterprise agility is more about being able to inspect and adapt across and at large. It’s about making smaller tactical execution plans & strategy at the executive level. It’s about having the ability to balance the sales and marketing side of the business with your ability to create working products & flowing processes.  How you then continuously support those products in a sustainable way. Enterprise agility is about integrating finance models and human resources so that your entire business is setup to respond to changes in the market, and holistically you are able to deliver the most value possible within the time and cost constraints you have identified or have firmly established.

20% Improvement or 500% Improvement for me there is no question which you would invest in to achieve the results for your organisation or corporation .

If you would like to discuss your transformation please email info@agileachievement.com for a confidential discussion.

 

Digital Humanitarian : Towards a Code of Conduct: Guidelines for the Use of SMS in Natural Disasters

Sunday, December 29th, 2013

Agile Disaster Response strategy day to prepare your company and your services to discuss the guidelines and your preparedness for Natural Disasters

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Around the globe right now there is a systems thinking approach taking place not just for Telecommunications and Emergency Services providers, the NGO’s and Aid Relief are at the driving edge and have resulted in reluctant innovation with SMS platforms.

How can Agile Analysis + System Thinking assist in these future reluctant innovations?

According to the BBC report on SMS Code of Conduct

A bit of thinking ahead of time could result in saving thousands of lives in the future

Agile Achievement suggest that you prepare for your natural disaster strategy review by downloading and review the Code of Conduct: Guidelines for the Use of SMS in Natural Disasters from GSMA

http://www.gsma.com/mobilefordevelopment/towards-a-code-of-conduct-guidelines-for-the-use-of-sms-in-natural-disasters

There are a number of active companies involved in the advancement of thinking and systems and approaches to responses to natural disasters and the role that technology can play to keep people linked during the crisis, located for medical treatment and delivery of emergency aid.

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Mapping is the direction that seems to be the most logical of directions with some of the newest innovations are taking place with Ericsson connected city  http://www.ericsson.com/campaign/connectedcity/#/startPage/

As we know with Power comes great Responsibility as we recently have seen in London with the privacy challenges around the capture and use of”BIG DATA” gathered. The City of London removed the technology by http://www.presenceorb.com/ with the removal of mobile phone recycle bins as they were capturing GEO Locations of smart phones users walking by and extrapolating information.  http://qz.com/112873/this-recycling-bin-is-following-you/

Each phone uses a unique address, called a MAC address, when it connects to WiFi device. By recording the address, it is then possible to track when a   phone reconnects. The technology can track speed and locations, potentially allowing personalised advertising that even adapts according to changing   behaviour.

http://www.telegraph.co.uk/technology/news/10237811/Bins-that-track-mobiles-banned-by-City-of-London-Corporation.html

So what exactly is the SMS Platform role in a Natural Disaster and for the Digital Humanitarian especially in the area of under served markets

Lets look at the role of SMS in a disaster cycle

SMS in Disaster Cycle

Insights from Haiti sourced from Issue 48 Humanitarian Practice Network

The Haiti earthquake: breaking new ground in the humanitarian information landscape

by Dennis King, US Department of State, Humanitarian Information Unit

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http://www.odihpn.org/humanitarian-exchange-magazine/issue-48/the-haiti-earthquake-breaking-new-ground-in-the-humanitarian-information-landscape

One of the contributors to the Towards a Code of Conduct: Guidelines for the Use of SMS in Natural Disasters Souktel have a number of successful initiatives with the SMS link for jobs to aid here is a link to one of their case studies for aid in Palestine and keeping isolated women in Iraq connected.

http://www.souktel.org/aidlink-crisis-response/416-gaza-aid-delivery-by-sms-looking-back-one-year-later.html

http://www.souktel.org/aidlink-democracygovernance/115-iraqi-womens-groups-use-sms-alerts-and-surveys-to-strengthen-communities-promote-peace.html

One of the major suppliers in this space  is Frontline SMS read here on there medic service http://medic.frontlinesms.com/

FrontlineSMS was one of the first platforms to help harness the power of mobile technology for social change. Having seen how SMS was widely used in sub-saharan Africa in 2004, Founder Ken Banks built and launched the first prototype of FrontlineSMS in 2005. Our first official user was the Kubatana Trust, in Zimbabwe. Interest in the platform grew rapidly, and we created the kiwanja Foundation, now the Social Impact Foundation, to house our work. In 2008, FrontlineSMS became open-source and began to see focussed sector-specific and awarded a Silicon Valley Tech Award . In 2013 they were also named the #1 Tech NGO in the world by the Global Journal.

Another player in this space is http://www.ushahidi.com/

Ushahidi”, which means “testimony” in Swahili, was a website that was initially developed to map reports of violence in Kenya after the post-election fallout at the beginning of 2008. Since then, the name “Ushahidi” has come to represent the people behind the “Ushahidi Platform”. Our roots are in the collaboration of Kenyan citizen journalists during a time of crisis. The original website was used to map incidents of violence and peace efforts throughout the country based on reports submitted via the web and mobile phones. This website had 45,000 users in Kenya, and was the catalyst for us realizing there was a need for a platform based on it, which could be used by others around the world. Since early 2008  they have grown from an ad hoc group of volunteers to a focused organization. The current team is comprised of individuals with a wide span of experience ranging from human rights work to software development. We have also built a strong team of volunteer developers primarily in Africa, but also Europe, South America and the U.S.

A recent BBC report looks at all angles of the digital humanitarian debate

Digital humanitarians are increasingly entering a crowded arena, and it has been
suggested that these well-meaning volunteers, sometimes monitoring and sending
texts or tweets for example, complicate the work of established emergency and
relief agencies.

For more on this listen to Click BBC report on SMS Code of Conduct http://www.bbc.co.uk/iplayer/episode/p01n9gmd/Click_SMS_Code_of_Conduct/

Best Practices around Social Media for Disaster Cycle

Social Media in Disaster Cycle

http://www.unapcict.org/ecohub/best-practices-the-use-of-social-media-throughout-emergency-disaster-relief-1

Four best practices were established: plan for social media use before a disaster occurs, utilize popular and relevant social media tools, localize disasters in social media use, and utilize mapping efforts.

Agile Disaster Response strategy day to prepare your company and your services to discuss the guidelines and your preparedness for Natural Disasters email info@agileachievement.com to facilitate your workshops and Agile consulting.

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