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Agile for enterprise 
Architecting digital change using agile as a strategy to cope with 
constant change 
19 September 2014
The next phase of the digital 
communications era
• First Woman in Science and 
Technology 
• International entrepreneur of the 
year 2013 
• Digital Innovation award 2013
Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant change
Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant change
Agility is a survival mechanism
Agile principles 
• 1. Customer satisfaction by rapid 
5. 10. 9. 6. 8. 7. 4. 2. 11. 3. Close, Working Projects Welcome Continuous Sustainable Face-Self-Simplicity—organising to-daily face are software changing 
attention cooperation 
development, built the conversation teams 
art around 
is of 
the 
delivered 
to 
able 
is 
12. Regular adaptation to 
delivery of useful software 
requirements, frequently (weeks even rather late in 
than 
months) 
development 
maximizing the between to principal technical motivated maintain best form measure business excellence individuals, a the constant of 
amount of people and 
progress 
who 
pace 
of 
and 
developers 
good communication work should not design 
be done—trusted 
(is co-essential 
location) 
changing circumstances 
Customer satisfaction by rapid 
delivery of useful software 
Working software is delivered 
Working software is delivered 
frequently, and is the principle 
frequently 
measure of progress
Change is a constant challenge 
Technology growth is now following an exponential 
growth curve, and it’s not slowing down! 
1476 
1832 
1887 
1920s 
1960s 
1990 
2007 
1997 
2010 
1992 
1971/3 
1986 
1989 
2000 
1994 
1995 
2004
Organisations need to evolve 
Cultural and technological change is 
disrupting business environments at 
increasingly faster rates. 
http://forrester.typepad.com/groundswell/2011/06/welcome-to-the-age-of-the-customer-invest-accordingly.html
Welcome to the ‘age of agility’ 
Age of Agility 
Survival is increasingly dependent on the ability to 
strategically adapt and respond to changes in culture 
and the business environment.
Where does agile apply?
Manifesto for the ‘age of agility’ (adapted) 
doing pretty much everything 
We are uncovering better ways of ___________________________ 
by doing it and helping others do it. Through this work we have 
come to value: 
Individuals and interactions over processes and tools 
prototypes / trials 
Working _________________ over comprehensive documentation. 
360 degree Delineated roles 
__________ collaboration over __________________ 
Responding to change over following a plan 
That is, while there is value in the items on the right, we value the 
items on the left more.
“At my previous companies building a 
website would be like unveiling the 
new Taj Mahal, and then you had the 
next one two years later. Now you 
start in a caravan and upgrade it bit 
by bit and keep things moving 
forward, it’s a more iterative process.” 
Ryanair CMO Kenny Jacobs
The woman in charge of Marks & Spencer's internet presence back in September 2012 
was quite sure what was holding back online sales: its website, which had been run for it 
by Amazon under a deal signed in 2005. The M&S director in question, Laura Wade- 
Gery, said: "Amazon sells everything as if it was a book. We've tortured their system to 
do what we want it to do.“ 
The retailer began building its own and in February 2014 M&S unveiled a new 
"magazine-style" site, which drew plaudits from some reviewers. But as well as early 
reports of crashes, customers apparently felt that there was too much video, that they 
couldn't find what they wanted, and that the site was "awkward to navigate". 
So last week M&S knew what to blame for the news that online sales had fallen 8% in 
three months: its website. Finance director Alan Stewart bravely insisted that "It is a bit 
like going to the supermarket for milk, they've moved it and you can't find it immediately." 
But an 8% drop would never happen at an internet business such as Amazon, because 
it would have spotted it at 1% or 2% and rolled back to a better-performing version. So 
how can two years of effort by one of Britain's biggest companies produce something 
that fell so short?
Successful engagement isn’t 
about tinkering with social 
media or starting a blog. It’s a 
major shift in thinking and 
requires co-ordinated action.
So what’s 
holding us 
back?
Long-range planning (Over long-term strategy)
Big technology commitments 
Need a mocked up image, for a contract 
“Big clunky inflexible contract, monolithic systems ltd”
Resistance to change 
Need a mocked up image, for a contract 
“Big clunky inflexible contract, monolithic systems ltd”
Always one step behind our users
Time to embrace a more ‘agile’ approach 
5 Year Plan ‘Agile Iterative Strategy’ 
Proprietary 
technology 
Open Source & Cloud 
Based Technology 
Management 
Information 
Structure & 
hierarchy 
Experimental, data-led, 
decision making 
Flexible systems and 
processes
Where open source fits in to change challenge 
You can discover what is needed by 
trying it and proving it works, bit by bit
Where open source fits in to change challenge 
You can afford to play, innovate and test 
within your project because the cost of 
change is lower
Where open source fits in to change challenge 
Use projects to discover, as well as to 
deliver something
Agile Creative Technology Methodology 
5 Day Delivery 
Proposal 
To deliver 5 days of consultancy and delivery work by Reading Room in 
order to deliver a rapid prototype build. 
Project Scope: 
A dedicated team for 5 days of cooperative work with the Cabinet 
Office, with the aim of creating a ‘Solutions Exchange’ tool. 
• Agency/Client Team throughout 
• Agile Methodology Employed
How did it work? 
Phase 1 (First 90 mins) 
Brainstorm session to establish the pages required for the forum 
M/S/C/W 
Phase 2 & 3 (Mon from 1030hrs - Thurs) 
Truly iterative process of Dev creating pages while UX and Designer created the user 
journeys and design 
Constant communication between all team members enabled continuous iterations 
throughout 
1 -2 catch up session per day (no more than a couple of mins) 
Phase 4 (Friday) 
Bug fixing
Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant change
Pros and Cons 
• Benefits: 
• Rapid delivery 
• Builds client relationship 
• It’s good fun 
• Drawbacks: 
• Can only be used with team of decision-makers in the room 
• Must have confidence in ‘un-structured’ process 
• Don’t know the end result until you get there
How will agile be used in the future? 
Way in which Tradition Digital Agencies and client interact 
will change 
Strategic partnerships 
Evolution of Digital Presence 
Robust partnership with constant collaboration 
Consultancy component will increase over time
Where open source fits in to change challenge 
Agile vs agile?
Where open source fits in to change challenge 
How to create organisational agility?
Where open source fits in to change challenge 
New skillsets required?
Where open source fits in to change challenge 
Creating product owners and product 
visions
Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant change

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Agile for enterprise - Architecting digital change using agile as a strategy to cope with constant change

  • 1. Agile for enterprise Architecting digital change using agile as a strategy to cope with constant change 19 September 2014
  • 2. The next phase of the digital communications era
  • 3. • First Woman in Science and Technology • International entrepreneur of the year 2013 • Digital Innovation award 2013
  • 6. Agility is a survival mechanism
  • 7. Agile principles • 1. Customer satisfaction by rapid 5. 10. 9. 6. 8. 7. 4. 2. 11. 3. Close, Working Projects Welcome Continuous Sustainable Face-Self-Simplicity—organising to-daily face are software changing attention cooperation development, built the conversation teams art around is of the delivered to able is 12. Regular adaptation to delivery of useful software requirements, frequently (weeks even rather late in than months) development maximizing the between to principal technical motivated maintain best form measure business excellence individuals, a the constant of amount of people and progress who pace of and developers good communication work should not design be done—trusted (is co-essential location) changing circumstances Customer satisfaction by rapid delivery of useful software Working software is delivered Working software is delivered frequently, and is the principle frequently measure of progress
  • 8. Change is a constant challenge Technology growth is now following an exponential growth curve, and it’s not slowing down! 1476 1832 1887 1920s 1960s 1990 2007 1997 2010 1992 1971/3 1986 1989 2000 1994 1995 2004
  • 9. Organisations need to evolve Cultural and technological change is disrupting business environments at increasingly faster rates. http://forrester.typepad.com/groundswell/2011/06/welcome-to-the-age-of-the-customer-invest-accordingly.html
  • 10. Welcome to the ‘age of agility’ Age of Agility Survival is increasingly dependent on the ability to strategically adapt and respond to changes in culture and the business environment.
  • 12. Manifesto for the ‘age of agility’ (adapted) doing pretty much everything We are uncovering better ways of ___________________________ by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools prototypes / trials Working _________________ over comprehensive documentation. 360 degree Delineated roles __________ collaboration over __________________ Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  • 13. “At my previous companies building a website would be like unveiling the new Taj Mahal, and then you had the next one two years later. Now you start in a caravan and upgrade it bit by bit and keep things moving forward, it’s a more iterative process.” Ryanair CMO Kenny Jacobs
  • 14. The woman in charge of Marks & Spencer's internet presence back in September 2012 was quite sure what was holding back online sales: its website, which had been run for it by Amazon under a deal signed in 2005. The M&S director in question, Laura Wade- Gery, said: "Amazon sells everything as if it was a book. We've tortured their system to do what we want it to do.“ The retailer began building its own and in February 2014 M&S unveiled a new "magazine-style" site, which drew plaudits from some reviewers. But as well as early reports of crashes, customers apparently felt that there was too much video, that they couldn't find what they wanted, and that the site was "awkward to navigate". So last week M&S knew what to blame for the news that online sales had fallen 8% in three months: its website. Finance director Alan Stewart bravely insisted that "It is a bit like going to the supermarket for milk, they've moved it and you can't find it immediately." But an 8% drop would never happen at an internet business such as Amazon, because it would have spotted it at 1% or 2% and rolled back to a better-performing version. So how can two years of effort by one of Britain's biggest companies produce something that fell so short?
  • 15. Successful engagement isn’t about tinkering with social media or starting a blog. It’s a major shift in thinking and requires co-ordinated action.
  • 17. Long-range planning (Over long-term strategy)
  • 18. Big technology commitments Need a mocked up image, for a contract “Big clunky inflexible contract, monolithic systems ltd”
  • 19. Resistance to change Need a mocked up image, for a contract “Big clunky inflexible contract, monolithic systems ltd”
  • 20. Always one step behind our users
  • 21. Time to embrace a more ‘agile’ approach 5 Year Plan ‘Agile Iterative Strategy’ Proprietary technology Open Source & Cloud Based Technology Management Information Structure & hierarchy Experimental, data-led, decision making Flexible systems and processes
  • 22. Where open source fits in to change challenge You can discover what is needed by trying it and proving it works, bit by bit
  • 23. Where open source fits in to change challenge You can afford to play, innovate and test within your project because the cost of change is lower
  • 24. Where open source fits in to change challenge Use projects to discover, as well as to deliver something
  • 25. Agile Creative Technology Methodology 5 Day Delivery Proposal To deliver 5 days of consultancy and delivery work by Reading Room in order to deliver a rapid prototype build. Project Scope: A dedicated team for 5 days of cooperative work with the Cabinet Office, with the aim of creating a ‘Solutions Exchange’ tool. • Agency/Client Team throughout • Agile Methodology Employed
  • 26. How did it work? Phase 1 (First 90 mins) Brainstorm session to establish the pages required for the forum M/S/C/W Phase 2 & 3 (Mon from 1030hrs - Thurs) Truly iterative process of Dev creating pages while UX and Designer created the user journeys and design Constant communication between all team members enabled continuous iterations throughout 1 -2 catch up session per day (no more than a couple of mins) Phase 4 (Friday) Bug fixing
  • 28. Pros and Cons • Benefits: • Rapid delivery • Builds client relationship • It’s good fun • Drawbacks: • Can only be used with team of decision-makers in the room • Must have confidence in ‘un-structured’ process • Don’t know the end result until you get there
  • 29. How will agile be used in the future? Way in which Tradition Digital Agencies and client interact will change Strategic partnerships Evolution of Digital Presence Robust partnership with constant collaboration Consultancy component will increase over time
  • 30. Where open source fits in to change challenge Agile vs agile?
  • 31. Where open source fits in to change challenge How to create organisational agility?
  • 32. Where open source fits in to change challenge New skillsets required?
  • 33. Where open source fits in to change challenge Creating product owners and product visions

Editor's Notes

  1. Flexibility need skills ready Because of the openness and availability Open source tends to better adopted in the education system, Access to the system is a great way to learn I can only see this increasing as another generation learn to code
  2. Flexibility need skills ready Because of the openness and availability Open source tends to better adopted in the education system, Access to the system is a great way to learn I can only see this increasing as another generation learn to code