Enterprise Business Agility Transformation What it takes to start and to scale Andrea Willemse EBA Summit Atlanta Sept 11-12, 2019.

Slides:



Advertisements
Similar presentations
Building the Balanced Scorecard
Advertisements

OUR STRATEGIC PLANNING JOURNEY. The Department of Medicine Strategic Plan  Our roadmap for the future  It will shape and guide what the Department of.
Archana Mehta. Spot a Failing project Costs a lot more than it should Its takes longer than anyone expected The product doesn’t do what it was supposed.
V i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable.
AGENDA u AN OVERVIEW OF CUSTOMER SERVICE u VISION AND MISSION u CORE COMPETENCIES u SUCCESS FACTORS u OBJECTIVES & STRATEGIES u CULTURE u VALUE STATEMENT.
0 Comerica’s Transformation The Next Chapter George Surdu.
Competing Values Framework © Ed Green Penn State University All Rights Reserved.
Organizing for Service Leadership. Customer-Led versus Market-Oriented Philosophies of Management  Firms may lose market leader position if listen too.
Chapter 4 Developing and Sustaining a Knowledge Culture
Chapter 4 Developing and Sustaining a Knowledge Culture
© EXPRESSWORKS SharePoint Implementation & Adoption Challenges Laura Calaway.
Team Building HEAD START of Greater Dallas Information from Susan M. Heathfield, Your Guide to Human Resources. About.com.
WELCOME MNODN! Roland Sullivan Original 100 Change Agent.
UMHS Definition of Leadership Leadership at UMHS is the ability to achieve exceptional results by transforming the organization and developing people to.
Creating a Culture of Value through HR Isabella
1 Chapter 9 Implementing Six Sigma. Top 8 Reasons for Six Sigma Project Failure 8. The training was not practical. 7. The project was too small for DMAIC.
Surviving to Thriving United Methodist Leadership Gathering Fall 2016.
Manchester Health and Care Commissioning Strategy
Digital Transformation with DevOps
DevOps: Critical Success Factors in Accelerating Adoption
Performance Management Transformation: Cargill’s Case Study
ORGANISATIONAL VALUES DIRECTOR OF OPERATIONS
CHAPTER 4 THE EVOLVING/ STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT
Shifting to Agile: Are University Libraries Ready?
Global Libraries – Recommendations for Leaving the Field Strong National Libraries – New Service Solutions CDNL - August 22, 2017 © Bill & Melinda Gates.
Mission Accomplished: Critical Steps to Achieving Your Mission Dr
Creating a Culture of Value through HR
Digital Transformation Services
Leadership Summit III Joe Pray.
Drive Business Value from IT4IT.
The future of the L&D function
IT Governance at the SCO
Building the Balanced Scorecard
Building the foundations for innovation
Building Better IT Leaders from the Bottom Up
LEADS Impact: CADTH’s Case Study
Transforming The Way We Think and Work
CIOs, IT, and Digital Transformation
The Heart of Coaching TM
Northwest Mountain Minority Supplier Development Council
One ODOT: Positioned for the Future
Organization development
Human Resources Competency Framework
Org development ORG CHANGE MANAGEMENT HR Graduate Intern
Building the Balanced Scorecard
Org development ORG CHANGE MANAGEMENT HR Graduate Intern
BY – Stravis Consultants “Bright Solutions. Valuable Outcomes.”
LEADERSHIP & CHANGE 8 STEPS FOR LEADING CHANGE- John Kotter Create Urgency Form a powerful coalition Create a vision for change Communicate the.
CONNECT: Sydney A New Platform for City Development
Market Strategy Event 21 August 2017
Improve Heart Health Reduce the global burden of cardiovascular disease Achieve goals of the Triple Aim Improve Cardiovascular Competency.
Service Development at Aalto University Key Enabler for Aalto's Academic Mission Mari Svahn.
Deloitte Consulting LLP SCOOPS Session
Responds quickly to the business needs
Transformational Leadership 2 Timothy 2:1-2
Building and Sustaining Total Quality Organizations
The EBA Transformation Journey
Industrializing AI.
Employee engagement Delivery guide
Building the Best Team within Lloyds Banking Group
MAZARS’ CONSULTING PRACTICE Helping your Business Venture Further
Step up to Action.
Agenda Start with Why What Are Best Practice Frameworks, and Why Do We Need Them? Best Practices Defined Lean, Agile, DevOps and ITSM/ITIL 4 The Increasing.
Strategic Leadership & Organisational culture
Reframing a customer centric culture at Westpac NZ
SDHR Forum Peter Kim VP, Culture and Counsel.
I4.0 in Action The importance of people and culture in the Industry 4.0 transformation journey Industry 4.0 Industry 3.0 Industry 2.0 Industry 1.0 Cyber.
The Intelligent Enterprise and SAP Business One
Engaging Senior Executives
Evolving a Continuous Improvement System
Presentation transcript:

Enterprise Business Agility Transformation What it takes to start and to scale Andrea Willemse EBA Summit Atlanta Sept 11-12, 2019

“Strong back, soft front, wild heart” (Brené Brown) About me Transformation leader focused on changing the way we work so that we are all more connected and contented at work = better business results! “Strong back, soft front, wild heart” (Brené Brown)

About RBC Founded in 1864, 155 years old Headquartered in Toronto Canada 84,000+ employees in 34 countries 16 Million customers 6.7 million digital users in Canadian Banking Continued profitable growth across 5 lines of business

What problems are we solving? Prioritization and focus Investments and effort ≠ highest value outcomes Slow to respond Execution doesn’t meet strategy Competing business priorities across silos Increasing cost base Stressed out employees who feel disengaged We need to evolve! Business Agility transformation looks to optimize the ENTIRE system for value delivery in an ever changing environment

What it takes to get started: Why, What, How Core enablement team ($) ‘MVP’ framework / approach to guide leaders Cross-functional pilot areas with executive sponsors who commit Internal team in the business to partner and learn ($) Compelling, transparent and frequent storytelling to broad audiences Agreed upon metrics for ‘early days’ results – financial results will not be present at the beginning The old ways of managing and working no longer enable us to thrive in the present WHAT Clarity on the problems you are solving and a vision for the future

Transformation enablement team roles to scale Business Agility scaling strategy – head of the COE Coaching, frameworks, principles, and practices Transformation Teams and Champions in the Business Communities of Practice – Design Thinking, Performance Management, Innovation, DevOps, etc Measurement – transformation and business results Storytelling and Communications

The journey Solve the problem of too much work Outcome-based goals Prioritization Remove system impediments Funding Stable teams Performance management Capability development Manage work so it achieves outcomes Visualize work Cross-functional teams that co-create Experiment and pivot Build leaders that support new ways of working Leadership agility and coaching Create safety for teams

When will we get there? We will get better every day; this is not an overnight change It’s not going to look like what you are used to It’s not about implementing a new process It’s about changing how we think and partner together

Role of the transformation leader Change Management is the new Management – the process is easy, culture is HARD! Delicate balance between meeting teams where they are, and pushing them into areas that will feel uncomfortable

Radiate successes! Results create momentum #GOALS! Increase Competitive Advantages Improve Time to Market Increase Productivity Continuous Value Delivery Improve Client & Employee Experience Improve Collaboration How is this different? How does it feel? What are the challenges? Fast Feedback/ Short Cycles Relentless Prioritization and Focus Continuous Planning, Continuous Improvement Co-create with clients Experiment and Learn High trust and engagement Optimized flow of work Empowerment and flexibility around the “how” to meet an outcome Leadership team has to collaborate differently Feeling uncomfortable with ambiguity and experimentation Changing mindsets and beliefs

Questions?