Engineering Agile Organisations

Senior Leadership need to set the example to the rest of the organisation as they move shift their organisation to become truly agile. What is their role as leaders? What culture should they be creating? What work practices and  Management Philosophy should they follow? And how should they design the structures of their teams.

Our six-module, 3 day curriculum prepares Senior teams and middle management to master the rudimentary knowledge and skills necessary to transform and then support the Agile Transformation through the rest of the Enterprise.

The Challenges

Leadership today know their teams need to become more agile, adaptive, and responsive.

The evidence linking organisational agility to success in the modern marketplace is pervasive. The challenge is not to convince those leaders of the need to become more agile, but for those leaders to find the best way to execute the transformation. Although some responsibility may sit with HR, the Leadership team is ultimately responsible for transforming the organisation and setting the example for everyone. Without the leadership change, nothing will change.

The Solution

Agile transformation is a systemic change that requires change in mindset, culture, leadership, structure, and work practices.

Grayfeather takes a comprehensive approach to agile transformation through a systematic approach.

We start with key knowledge transfer where the Leadership team attends 6 half day modules (run over 3 days) to familiarise them with the scope and ambit of Agile.

With the training completed, the team has the tools to form an Agile workman group which can discuss and debate the decisions that will shape the changes for their team and the organisation beyond that will result in Agile.

Our Engineering Agile Organisations Curriculum

For your HR Team to become agile, members have to master important knowledge sets and develop new skillsets. We offer a 4-module curriculum to start the process of knowledge acquisition. Each module addresses practical aspects of agile transformation and provides the working group with an opportunity to think through key issues.

Module 1

AGILE ORIENTATION

  • What is Agile. Agile defined.
  • The origin of Agile in the Lean movement of the 80s
  • The evolution of organisations in the early 21st century
  • The difference between Agile project management and agile organisations
  • The characteristics of agile organisations
  • Why organisations are transforming to Agile
  • The process of agile transformation

Module 2

AGILE STRATEGY:
BUSINESS MODELS & ORGANISATIONS

  • The impact of agile on strategy
  • The agile strategy process
  • Rethinking business models 
  • The characteristics of agile business models
  • The hierarchy versus agile organisation 
  • The characteristics of the agile organisation
  • Organisation structures in agile organisations

Module 3

AGILE VALUE CHAINS AND PROCESSES

  • Thinking about value chains 
  • Agile’s impact on value chains
  • Designing for agile value chains 
  • Process design in agile organisations 
  • Example of agile processes 
  • Managing processes in agile organisations 

Module 5

CUSTOMER CENTRICITY IN AN AGE OF AGILE

  • The impact of agile on markets
  • Agile reframes the customer 
  • Design Thinking
  • The impact of agility on products 
  • Building the right product 
  • Building the product at the right 
  • Building the product

Module 6

AGILE MANAGEMENT, TEAMS, AND WORK PRACTICES

  • Leadership and management in agile organisations
  • Agile management practices 
  • Agile teams and team structures
  • Management in agile teams 
  • Work practices that agile teams use.
  • Squads, practices and tribes – how they interrelate 

Module 7

AGILE CULTURE

  • Agile culture is the key to success
  • Defining an agile culture 
  • Characteristics of agile cultures
  • Designing the agile culture for your organisation 
  • Establishing and evolving agile cultures
  • Continuous management of the culture 

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