INDEX
3M, case study, 57
AA Agile. See Doing AgileAcademia, Agile integration,
188–189Ackerman, Stacey, 139, 184, 185Adoption Curve, 92Adoption Process, The, 19Advanced analytics, dependency,
155Advanced Certified ScrumMaster
(A-CSM), 113Advanced modeling, usage, 11Aflac, 185Agile, 22–25
adoption, 17, 184, 186–189alignment, 52approach, flexibility, 66belief, importance, 51, 53Big Bang approach, 86certification, 113, 194collective vision, creation, 87competency, development,
116–118culture, generational values
(alignment), 193–194evolution, 194–195, 197expectations, setting,
84–85foundation, 40framework, 63framing, 50
future, 196, 197hybrid framework, 53implementation approach,
flexibility, 85–86initiation, intent, 72, 88journey, 53–65, 72–74, 124,
182methodologies, combination,
168metrics, collection/evaluation,
150, 152objectives, misalignment, 32outcomes, 32–33patterns, 76Phased approach, 86principles, 44–45, 51, 63processes, usage, 47progress, 74Proof of Concept, 123reason, vision, 80recommendation, 163–164scaling, 136–138standard framework, 53toolkit landscape, 63transformation, 26–28, 35, 94,
124, 127types, 53usage, 30, 32, 167–175, 188–
189values, 51, 63
Agile Adoption and Transformation Survival Guide (Sahota), 66
Agile Certified Coach (ACC), 113
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COPYRIG
HTED M
ATERIAL
Agile Certified Practitioner (ACP), 113, 195
Agilecraft, 153Agile Manifesto, 22–23, 41, 76, 98
contradiction, 139guidelines, 44–48, 138principles, 102, 132, 167values, 42–44, 63, 81,
140, 175Agile Marketing Manifesto, 184Agile Modeling (Ambler), 60Agile Release Trains (ARTs), SAFe
leverage, 62–63Agilessons, 72–74, 88, 128, 141,
158, 177, 182–183Agilify Coaching & Training, 139,
140, 184, 186Agility, 30, 34, 40, 47Ahlstrom, Paul, 133Air France KLM, 63Aligned vision, instilling, 80–81Aliotti, Gilli, 27, 29Amazon, 74, 99Ambler, Scott, 59–62, 85, 132, 194Ameren, 151Analytics, usage, 10–11Artificial Intelligence (AI), 15, 196Asana, 195Ashmore, Sondra, 115, 118–119,
189Atlassian, 56, 84, 153AT&T, 155Automation, impact/tools, 13, 146Autonomous organization,
162–163AutoZone, 96, 113, 185AWS, 196
BBain & Company (Bain and
Company), 163, 187Bain Consulting, 147Barclays Bank, DA usage, 61Beck, Kent, 41Being agile, 22, 30, 40, 42, 50, 126,
154, 162, 167Berkley Technology Services LLC,
115, 118–119, 189Big Bang approach, 86,
133, 135Big Data, usage/dependency, 10–11,
155Blackberry, adaptability, 19Blockbuster, 8, 16, 18, 187Blockchain, 11–12Broome, Allen, 83Buffett, Warren, 95, 98Burndown charts, 152Business as usual (BAU), 164,
167–170Businesses
agility, 56change, agile (usage), 26people/developers, cooperation,
46value, 149
Business Process Reengineering, 19Business process reengineering
(BPR), 168–170
CCalifano, Glaudia, 103Capital One, 31, 74CBS Interactive, 27, 29Certified Product Owner, 115
219Index
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Certified ScrumMaster (CSM), 113, 115, 194
Change agents, traits, 95Change champions, impact, 92–95Changes
discomfort, 93executive adaptation, 16identification/communication,
169requirements, usage, 45response (Agile value), 43, 76
Choose Your WoW! (Ambler), 60Cisco, SAFe usage, 23, 63Clear Systems LLC, 80, 112, 196Cockburn, Alistair, 22, 98Collective vision, creation, 87Comcast, 8, 83Comcast Ventures, 8, 187, 188Communication, 95
effectiveness, 85face-to-face communication,
usage, 98modes, 96style, adaptation, 103usage, 83
Confidence gap, 6–7Continuous improvement, 35, 58,
162, 175Coronavirus disease (COVID-19)
pandemic, 8, 14, 83, 98, 156, 187, 191
Corporate agility, 34, 40, 162, 175, 183
assessment, 144building, 116characteristics, 30detractors, 119–122
Corporate culture, 33, 72–73, 108Corporate data readiness, 146Corporate social responsibility
(CSR), measurement, 1509Corporate stakes, increase, 6–7Corporation
alignment, location, 123decision making, 66empowerment, 42external factors, determination,
33purpose, knowledge, 27–28transformation, 29, 33
Craft-Fiore, Ashley, 92, 94, 127Crystal Clear, 22Culture, 106–107Cumulative flow, 152Customers, 138, 140, 172
collaboration (Agile value), 43, 104
customer-centric action, 174demands, meeting, 57engagement, 162feedback, 132metrics, 149renewal rate/retention, 149satisfaction, 44–45, 173
Customer Satisfaction (CSAT) Score, 154
DData, usage, 15, 146, 148DayBlink Consulting, 72, 81, 164,
182Deloitte Consulting, 14, 50, 155Design Document Specification
(DDS), 170
220 Corporate Agility
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Design Thinking, 171–172, 176Detractors, 119–122Development pace (sustaining),
Agile processes (usage), 47DevOps, 174–176, 196Diehards, 120, 121Disciplined Agile (DA), 23, 59–62,
85, 132, 194Disney, Walt, 5, 80, 182, 197Displaced workers, usage, 13Disruption, 17–18Disruptors, lessons (impact), 5Documentation, minimization,
132–133Doing Agile (A Agile), 40, 150, 152,
162, 167DSDM, 22Due diligence, requirement, 27Duke Energy Corporation, 134DXC Technology, 123, 135, 136
EEastman Kodak, 8, 16, 18, 187Effectiveness, improvement, 48Ekesi, Max, 16, 99, 120, 122, 193Elgamal, Sharief, 81Elliott, Steve, 56, 153Email conversation, 96Embarrassment, 104Emergent technology, dependency,
155Emerging markets, penetration, 184Emerging technology capabilities,
impact, 195, 197Employees (people)
contingent work selection, 14investment, 112–114
metrics, 149–150prioritization, 126retraining/repurposing, 12–13
Encompass Corporation, 104, 146, 166
Enkata, 11Enterprises, co-location strategy
(change), 191–192Enthoven, Dan, 11Ericsson Consulting, 155Executives
challenges, 8–9confidence gap, 6–7disruptors, lessons (impact), 5sponsor traits, 82Standard & Poor’s 500
(S&P500) executive com-pensation, 9
team, tenure, 7volatility, increase, 6
External advisors, impact, 112–113External disruptions, matching, 17Extreme Programming (XP), 22, 41,
176
FFace-to-face communication, usage,
98Face-to-face conversation, 46–47, 96Failure, 4, 100–103“Failure of the Month,” 101Feedback, 5, 44, 47, 55, 65, 82,
116, 162–163, 185Ferguson, Colin, 134, 191–192Financial Delivery, creation, 60Financial metrics, 149–150Fisher, David, 97, 138, 140
221Index
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Flow, focus/creation, 58, 174Followers, 120, 121Fortune 500 companies, volatility
(increase), 6Framework, 53–54Functionality, prioritization, 163Furr, Nathan R., 133
GGates, Bill, 13GE Aviation, Kanban framework
(usage), 59General Electric, 59, 116, 173Generational values, 14, 16Geographical sensitivities/consider-
ations, 103–104Gig economy, 14Github, 49Grant Thornton, 28, 93
HHalo effect, 165Hammer, Michael, 168Hard costs, impact, 33–34Healthcare.gov, Agile case study, 49,
51, 65Healthcare industry, transformations
(increase), 186–187HeyMac Consulting, 117Highmark Health, 50, 98, 118, 186Hill, Crawfurd, 104, 135, 145, 146,
166Honeywell, 35, 92, 94, 127, 136Human Resources (HR), 184
blockchain, impact, 12leverage, 112–114
Hyperion, 4
IIncentivization, 8Individuals (Agile value), 42, 46, 81Information, placement/display, 133Innovation, emphasis, 105Integrated Delivery and Finance
System (IDFS), 186Intel Corporation, OKRs, 150Interactions (Agile value), 42, 81, 95Intuitive Surgical, 186
JJira Align, 56, 153, 195Johnson, Marcus, 50, 95, 98, 118,
186Jones, Joshua, 10, 15
KKaizen mindset, 162, 167Kanban (visual signal), 58–59, 66,
152Kern, Jon, 22Key Performance Indicators (KPIs),
defining/comparison, 170Kniberg, Henrik, 64Koduri, Kishore, 151Koserowski, Phil, 101, 102, 126KPMG, 155
LL3 Technologies, 185Large-Scale Scrum (LeSS), 23Leaders, expectations (understand-
ing), 124–126Leading Hotels of the World, The
(LHW), 101–102, 114
222 Corporate Agility
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Lean (improvement tool), 19, 28, 64, 173–174
Learning and Development (L&D) programs, usage, 116–118
Leffingwell, Dean, 62, 213Lenovo, 147Levers, corporation flexing, 61Lewin, Kurt, 19Linear scalability, 56Lines, Mark, 59LitheSpeed, 17
MMarricone, Susan, 35, 136Mastercard, 74, 87, 117, 122Ma, Steven MK, 105, 145Mayner, Steve, 137McKinsey & Company, 12, 124McLemore, Christen, 117Measurement, consideration, 73MediaKind, 83Metrics, 31, 114, 144–152, 163Microsoft, 13Middle management, role (evolu-
tion), 124–127Middle managers, role (evolution),
190–191Millennials, pay cut (Fidelity study),
16Mistakes, consideration, 100–103Moore, Art, 80, 112, 196Morelli, Jennifer, 28, 93Mulcahy, Anne, 19Murray, Joseph, 155Musk, Elon, 100, 102Mutual trust, importance,
95–98
NNail and Scale. See Phased
approachNail It Then Scale It (Furr/
Ahlstrom), 133Naspers Limited, 147Netflix, 10, 18, 156, 196Net impact curve, 86Net Promoter Score (NPS), 122,
149, 151, 154, 163–165case study, 165scale, 164
Neuralink, 100NewVantage Partners (survey),
145Nicoletti, Laurie, 87, 122No Moss Consulting, 105, 145North Highland, 97, 134, 138, 140,
191–192
OObjectives. See Strategic
objectivesAgile, misalignment, 32monitoring, 156–157
Objectives and key results (OKRs), 150
Olsen, Anthony, 52, 84, 195One-team mentality, 80–82, 92Operational activities,
transformation (impact), 33Operational efficiency, 173Opportunity costs, consideration, 34Organization hierarchy, re-establish-
ment, 127Oscar, 186Outsourcing growth trends, 192
223Index
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PPackaged Agile, 102, 176Panera Bread, Kanban usage, 59, 61Patience, importance, 84–85Payne, Bob, 17Peer recognition, 94–95Peter Principle, countering, 124–125Phased approach (Nail and Scale),
86, 133–138Philip Morris International, 147Phone conversation, 96Piker, Michael, 147Private equity firms, Agile (adop-
tion), 187Processes
inefficiency, discovery, 170reengineering, 170simplification, 132–133
Process-oriented frameworks, usage, 41
Product Owner (PO), 57, 97, 115, 125, 127, 190, 197
Progress measurement, 47, 148–150Project Management Institute, 60,
113, 115Project Management Institute Agile
Certified Practitioner (PMI-ACP), 115, 195
Projects, building, 46Pull, establishment, 174PwC, 6, 10
RRadioShack, 16, 18Reichheld, Fred, 163Release Train Engineers, 127Respect, 104
Return on investment (ROI), 7–8, 101, 149, 191
Rising, Linda, 76, 126Rogers, Everett, 19, 92Rowland, Junius, 96, 112–113, 185Royce, Winston W., 170
SSaboteurs, 120, 121–122Sahota, Michael K., 66, 190–191Scaled Agile Framework (SAFe), 23,
54–55, 59, 62, 66, 182Scaled Agile Framework Consultant
(SPC), 113Scaled Agile, Inc., 31, 57, 62, 87,
137Schein, Edgar, 19Scrum, 22, 41, 64, 81, 135, 152,
176Scrumban, 23Scrum Masters, 57, 127, 190Scrum@scale, 55–57Scrum: The Art of Doing Twice
the Work in Half the Time (Sutherland/Sutherland), 56
Self-organizing teams, impact, 48Servant-leader mentality, success/
failure, 82, 84SHIFT314, 66, 190Simpilearn Solutions, 172Simplicity, 48, 116SIREN, failure, 33Six Sigma, 19, 172–173Skeptics, 120, 121Slack, 195Social metrics, 150Soft costs, impact, 33–34
224 Corporate Agility
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Software, delivery, 44–45Software Requirement Specification
(SRS), 170SpaceX, 100Spinks, David, 103Spotify, Agile case study, 64–65Sprint, 152Standard & Poor’s 500 (S&P500),
6, 9Stone, Elaine, 31Strategic approach, 31Strategic objectives, 148–150,
167–175StrategyWise, 10, 11, 15Success
finding, trust (instilling), 97measurement, 153
Sutherland, Jeff, 22, 41, 55, 57, 81, 133
Sutherland, JJ, 56
TTabbaa, Bishr, 49Taiichi Ohno, 58Tallyfy, 169Teams
cross-functional autonomous teams, 175
day-to-day interactions, estab-lishment, 82
empowerment, 42end-to-end responsibility, 174experts, assembly, 170feedback, 140interaction, 166interactive, opportunities,
81–82
journey, 80–84Kaizen mindset, 162one-team mentality, 80–82prototyping, 132self-organizing teams,
impact, 48size, importance, 57team-based objectives, 147transformation, 73
Technologyimpact/evolution, 10, 13–14integration, 163
Telstra, 82Tesla, transformation, 100Third-party organizations, reliance
(minimization), 112–114Thodey, David, 82Thomas, Tony, 52Three Stage Model, 19Tirnati, Vamsi, 123, 135, 136Toth, Louis, 8, 187, 188Toyota, 173Toys ‘R’ Us, 16, 18Transformation
activities, metrics (usage), 144–146
approaches, 137corporation, transformation,
29, 33failure, 65, 113implementation, 17increase, 186–187L&D programs, impact, 117methodologies, 168, 169preparation, 27strategic objectives, achievement,
148–150
225Index
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success, 94, 114supporters, discovery/leverage,
92top-down cultural adoption, 85
Transparency, emphasis, 56, 193Trello, 195Trends, historical data, 151Trust, 104
building/sustaining, 95–96instilling, 97mutual trust, importance, 95–98
UUniversal Credit (UK), problems, 33
VValue-driver tree, 148–150Value stream, measuring/mapping,
172, 173van Bennekum, Arie, 22, 25Velocity, 152Verticals, penetration, 184Video conversation, 96Video industry, disruption, 18–19
WWalmart, traceability (usage), 11–12Walt Disney Company, 29
Waterfall process, 49, 167, 170–171, 174
Welch, Jack, 116, 173Wemanity Group, 26Whole Foods Market, 16, 99, 120,
122, 193, 194Why Agile, vision, 80Windstream Enterprise, 52, 84, 195Witkin, Dave, 102, 176Work, 9–14, 135–136
quality, 73trusting environment, building,
99Workflow, visualization, 58Workforce, evolution/attention,
13–14, 193Working software (Agile value), 43,
45–47Work in progress, limitation, 58
XXerox, transformation, 19
YYahoo! Inc, 29
ZZocDoc, 186
226 Corporate Agility
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