Engaging Senior Executives August 30, 2019

Rupert Schmidtberg Enterprise Transformation Coach & Executive Advisor rupert@schmidtbergLLC.com 978.807.3749 http://www.linkedin.com/in/rupertschmidtberg August 30, 2019

How to engage senior executives Our challenge How to engage senior executives to actively promote and lead adoption of Enterprise Business Agility August 30, 2019

The executive is thinking … Why is this worth investment of my personal time? What am I expected to do? August 30, 2019

Do your homework Understand the pain points Output Deliver $100M of work with $85M budget Collaboration Working in silos Accountability Clarity on who is accountable for what Alignment Not aligned on a common set of priorities Transparency Better visibility into objectives, progress and impediments Staffing Roles duplicated across business and IT Understand the pain points Understand the influence relationships August 30, 2019

Clearly state your value proposition and specific time commitment If we could show you a way to: Increase output and speed of delivery by 50% in under 6 months Align priorities and work across GRM and Corporate Systems to a common set of business outcomes Deliver increments of business value every quarter which you can use to make course corrections that ensure strategic initiatives are on track Provide radical transparency into actual progress against business outcomes and impediments …would you be willing to invest 4-6 hours/month of your personal time to lead and steer the adoption of a different way of working (Enterprise Business Agility) August 30, 2019

Back it up with evidence. Tell a story. Before Agile Transformation Initiative to replace mission critical vendor system was in danger of a large cost overrun A complete miss on business outcome Projected 3 year ROI = -65% Key Success Factors Weekly oversight by MD, his staff and business owner Agile coach engaged to drive disciplined agile practices and drive to impact Business owner personally engaged (2+ hours per week) Business Results Increased workstream output by over 100% 3 year ROI = 290% Change in Culture Progress measured by business outcomes. Attitude of “all one team” instead of “business vs IT”. Business leader and Technology lead collaborating daily. Complete transparency. Obstacles and issues made visible immediately. Highly collaborative problem solving. Leadership aggressively focused impediment removal. 100% improvement in output in 4 months August 30, 2019

Ongoing executive coaching focuses on creating the environment for change Org structure Value streams vs projects Merge ”change” and “run” into value stream Org design Cross functional agile teams for delivery Functional organization focused on creating environment for change and building competency Clear decision making authority for each of the key agile roles (Business lead/PO, SME/Tech lead, Delivery Lead/SM) Facilities Collocation space (teams and leadership) Radical transparency Safe meetings, visibility rooms, dashboards, demos Governance Focus on outcomes and impediments, quarterly cadence Role of Steering Committees vs Portfolio Mgmt Funding Fund value streams not projects Performance management team accomplishments are component in each individual’s review (60%) Facilitation and coaching to accelerate building skills and to provide a “thinking partner” Visible executive support regular lab visits and attendance at demos, town halls, etc. Communications Regular reinforcement of reason for change, vision, successes, challenges Guiding coalition Building support, managing detractors/skeptics August 30, 2019

Summary Motivate Show the way Create the environment for change Emotions are more powerful than logic Start with “why” and “business value” Show how others have already done it Show the way 7 pillars of EBA Measurements of success Create the environment for change Coach leaders to shape the environment Deliver value frequently Use communications plan to maintain momentum and advertise successes August 30, 2019

Questions ? August 30, 2019