1. Engaging Senior Executives
August 30, 2019

2. Rupert Schmidtberg Enterprise Transformation Coach & Executive Advisor
August 30, 2019

3. 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

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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Questions ?
August 30, 2019