Solutions Agility Mid

Work Agility

Establishing Work Agility requires a number of factors the critical one being the Insight that Created the Work, the Expected Outcome, the Current Status of Work, the Risks and Opportunities of that work and the Impact of the Work. These key data points ensure that waste is dramatically reduced on work that has no predefined Outcome.

Solution and Delivery Orchestration

Work Orchestration software now bridges the gap between Business, Technical Strategy, Solution and Delivery work by maintaining a chain of custody from Insight to Outcome and beyond into the full lifecycle of the work done. It creates a knowledge base for all work insights (rationale) stopped, on hold, done, delivering outcomes, optimization and end of life (EOL). Further it has the capability to embed other software including tools like Jenkins or send data via API's so it remains the Golden Source of all work in the organisation.

Financial Agility

The use of CapEx and OpEx in organisations has over years become a major impediment to financial and working flexibility. It has created a work environment where it is simpler to let the finances define how work is structured, however with the evolution of work orchestration software CapEx and OpEx can be relegated to data points for automated reporting.

Like Lean Portfolio Management, Financial Agility is based upon how vision, strategy and execution are joined together however it is different because its focus is the direct connection with return on investment (ROI) and value for money (VFM). Financial Agility operates at a Macro level in order to dramatically reduce overheads and impediments to the flow and delivery of work.

Agile FinOps

To calculate strategic budgets for Customer Journey Groups a review of all the work done covered by those organizational constructs for a 5-10 year (whatever period is decided for the whole organisation with 5 years being the minimum to support strategic activitites) period needs to be done. Additionally unplanned work (critical issues) and regulatory compliance are added separately to ensure they don't skew the normal run and change financial data. Those combined figures provide a lump sum (CapEx and OpEx) that is given to the Customer Journey Groups for the 5-10 year period.

The measuring of return on investment (ROI) and value for money (VFM) is continual and in real time through the work orchestration tool since both delivered and not delivered work both have costs. The missing link of impact is maintained past delivery within the work orchestration tool through Operational Agility in a chain of custody for the full lifecycle (insight to outcome) of the delivered work. This lifecycle supports continued optimization and dramatically reduces risk.

Adopts the Objectives and Key Results indicated in the Customer, Business and Technical North Star as data attributes in a Multidimensional Content Object within Work Orchestration to ensure that modifications, delays and non delivery impact is understood in a holistic and dependency mapped way. Additionally it has the capacity to attribute them to Solutions since the worker here understand the complexity and dependencies.

Adopts the Objectives and Key Results indicated in the Customer, Business and Technical North Star as data attributes in a Multidimensional Content Object within Work Orchestration to ensure that modifications, delays and non delivery impact is understood in a holistic and dependency mapped way. Additionally it has the capacity to attribute them to Deliverables since the worker here understand the complexity and dependencies.

Organizational Agility

Is focused on defining the core work delivery structure of organizations. Many organisations group same and similar skills in departments that create a separation from other skills. However for an organization to be Agile it needs to have the flexibility to rapidly change, adapt and respond to the Customer, Business and Technical North Star. Further this flexibility needs to be underwritten by a new Human Resources data structure with the primary key being the individual not career profiles, single skills or work types. The Customer Agility Framework is based upon a Customer (user) Group and Customer (user) Journey Organizational Design. This focus on Insights to Outcomes dramatically increases the impact of change and will ensure rapid ROI and VFM for work done.

Customer Journeys

A customer journey refers to the path of interactions an individual has with your brand, product and/or services. It describes the steps that a user takes in a process to accomplish a goal. Examples of a Customer Journey would be As a Customer I can make a Purchase, the product or service is irrelevant to the Journey only the goal of purchasing.

The mediation of meaning and intent is still best provided by a human. At some point however this human role will be replaced by Work Orchestration patterns, however initially it is essential to ensure that Customer Journey Groups have an advocate who ensures a parity of priority between the Customer, Business and Technical North Star and notes deviation and emergent opportunities.

This activity replaces Product Management (or Ownership) since Management (often a blocker and always a reduction in velocity) is not an Agile behaviour.

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