Organizational transformations to Agile typically fail because organizational power structures, norms, and culture remain locked into legacy models that oppose Agile. Similarly, companies fail because their organizations remain tuned to their traditional markets, even as disruption creates new dangers and innovation new opportunities. The failure to change hidebound bureaucracy and rigid organization structures leads to eventual disruption, and often dissolution.

Agile methods can serve as a foundation for organizational designs that are adaptable and resilient in the face of disruption and relentless change. Those looking to leverage investment in Agile as a business differentiator must heed Conway’s Rule, and adapt organizational designs to support and enable true business agility. That is, our organizational structures need to be adaptable and not mechanical to truly enable a shift to newer business models, leaving older ones behind.

Join Sanjiv in this facilitated conversation to explore essential Agile organizational patterns. We’ll suss out essential organizational elements from an array of methods, including Scrum, XP, Kanban, SAFe, LeSS, Nexus, DaD and Enterprise Scrum. We’ll begin with a few foundational patterns including: Standing Teams, Three Amigos and Value Teams, Lean Portfolio Management, Program Alignment Wall (PAW), and Agile Program Management Office (PMO). Next, we’ll cover advanced patterns, including: Agile Budgeting and Incremental Funding, Innovation Pipeline Management, and Outcome-based Profit Sharing.

We’ll fold in others from participants’ experience, discuss them, and leave with a combined toolkit of essential patterns to drive business agility.

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