Agile is well understood and practiced in the R&D units of many enterprises. As the agile approach yields success stories in R&D, other parts of an enterprise have become interested in, or in fact pulled into, applying these Agile principles and practices. The struggle is that agility is neither well-defined nor understood at an enterprise level, i.e. outside of R&D. Despite this challenge, non-R&D teams in these enterprises have started to try agile approaches. Why? Because these organizations want to pay more attention to delivering value to their customers. Agile seems like a good approach for that. However, many enterprises struggle because there is no overall framework gluing different parts of an agile enterprise together. For enterprises to achieve agility, they need practices outside of R&D. They need structural components for the necessary vertical decision framework. And, they need to be attentive to the cultural challenges.

In this session, we bring a holistic view of enterprise agility and provide perspectives to the following questions:

- How does an Agile Enterprise create a flow of value from the customer through the enterprise and back to the customer?

- What structures for decision making are needed to support the end-to-end flow of value? How do they connect different parts of the enterprise?

- What characteristics are the foundation of the Agile Enterprise in terms of its cultural principles and values?

- What strategy and method can be used to kick-off and lead an enterprises transformation towards agility?

Through our personal experiences in a variety of successful and unsuccessful enterprise agile transformations, we will bring our enterprise insights to attendees.

Additional Resources

About the Speaker(s)

Growing up in the 1980s I was a passionate computer game developer during my school and study times. After getting my diploma in Electrical engineering I started at Ericsson in 1994 as aSW developer. From 1996 I worked in project management roles. Since 2000 I am working as a manager, first heading a Project Office, later Systems- and Technology Management and since2009 the Portfolio and Technology Management for Mobile Core. In 2008 I was a key contributor to the agile transition of our organization. I am supporting the enterprise transition to lean and agile by consulting and teaming up with other parts of Ericsson.I am an active speaker at conferences, both Ericsson internal as well as public (Agile 2012, 2013, XP2013, Agile Executive forum, XP2014, Bosnia Agile Day 2014). I am a member of the Agile Alliance and the Program Director of the Agile Alliance's "Supporting Agile Adoption" Program.

Think about someone who is deeply passionate about how we move agile approaches up and out into our businesses, our world. This person has a deep conviction that each and every one of us deserves workplaces where our leaders cultivate love, generate energy, inspire audacity, all of this in service of the people who love what they do. You’d also discover that this person’s conviction comes from decades in the agile domain, guiding individuals, teams, large portfolios, executives and entire organizations. Writing, “Collaboration Explained” is just one contribution to the agile canon. These all provide proof of this person’s deep heart dedicated to how we continue to grow, how we apply principles and practices from disciplines such as systems thinking, design thinking, and LEAP leadership in our agile world. There is also an element of playing with quantuum physics. Now, who is this person? Jean Tabaka.