{ "docId": "019dd923-5ca1-7489-b635-9341c5941216", "docSlug": "5415c04bdc8a86e3", "documentTitle": "Agile Innovation Brief", "authorId": "Bain", "authorName": "Bain", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "portrait", "aspectRatio": 0.773, "pageNumber": 11, "pageCount": 16, "prevPage": 10, "nextPage": 12, "slideType": "other", "function": "summarize", "density": "overcrowded", "nDataPoints": 0, "notes": "This appears to be a page from a white paper or report by Bain & Company.", "elementsJson": [ "paragraph" ], "metadataConfidence": 0.9, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b635-9341c5941216/11", "deckHref": "/decks/019dd923-5ca1-7489-b635-9341c5941216", "deckJsonHref": "/decks/019dd923-5ca1-7489-b635-9341c5941216.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b635-9341c5941216#slide-11", "components": [ { "bbox": null, "kind": "callout", "text": "Tome's Law holds that commercialization velocity, or time to market, equals team velocity plus organizational velocity.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-b48b-703a-a625-977b4bcfcdd8", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.155, "w": 0.376, "x": 0.506, "y": 0.695 }, "kind": "paragraph", "text": "These productivity gains illustrate the problem of different parts of an organization moving at significantly different speeds—a phenomenon that has led George Tome, of John Deere, to formulate a rule that someone else dubbed Tome’s Law. The law holds that commercialization velocity, or time to market, equals team velocity (the speed at which a team produces new value) plus organizational velocity (the speed at which the larger organization accepts and integrates this new value). If a team takes four weeks to create a new product and the", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "1f9189e6-e9ad-40bb-b7db-b5aa0772e68d", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.135, "w": 0.376, "x": 0.118, "y": 0.554 }, "kind": "paragraph", "text": "At Mission Bell Winery, the leaders of each department initially served as product owners on the various Agile teams within their departments. But their time was being spread too thin across Agile teams and daily operating activities, and it was hard to keep department priorities aligned with enterprise priorities. Now, Erik Martella is pulling department leaders into an Agile executive leadership team focused on enterprise initiatives that hold the greatest value and the greatest opportunity for cross-functional collaboration.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "5a1ad603-eee8-4472-ad33-d2f91c35bc50", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.185, "w": 0.376, "x": 0.118, "y": 0.695 }, "kind": "paragraph", "text": "The team is responsible for building and continuously refining the backlog of enterprise priorities, ensuring that Agile teams are working on the right problems and have sufficient resources. They also protect the organization from pet projects that don’t deserve high priority. Shortly after Martella started implementing Agile, he received an email from a superior suggesting that the winery explore a personal passion of that executive. Normally Martella would have responded, “OK, we’ll jump right on it.” Instead, he replied that the winery was following Agile principles. The idea would be added to the list of potential opportunities, objectively sized and prioritized. As it happened, the executive liked the approach, and when the prioritization was low, he reacted well to the outcome.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "880f54b5-5a0e-45f7-aeb2-75bcfb6fdb54", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.235, "w": 0.376, "x": 0.118, "y": 0.305 }, "kind": "paragraph", "text": "“I had this feeling that I was saying, ‘Follow me, I’m just behind you,’” he told us. “The development teams were using Scrum and were doing things differently while the management team was stuck doing things the same old-fashioned way.” So Holm decided to run his executive group as an Agile team. Senior managers were pulled out of their offices and colocated with their teams. Their office space was repurposed as a “situational awareness room,” where anyone could go to view and discuss the real-time status of projects. Systematic’s nine-member leadership team had been meeting every Monday for an hour or two. Now the team meets daily at 8:40 AM for a 20-minute stand-up discussing what they did yesterday, what they will do today and where they need help. Other functions, including HR, legal, finance and sales, operate in much the same way.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "929c45ba-a283-4a0d-80a0-29af6b0497b4", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.065, "w": 0.376, "x": 0.506, "y": 0.335 }, "kind": "paragraph", "text": "In IT, architecture refers to the standards and technologies that enable collaboration across the enterprise. Agile software development is often inhibited by a company’s legacy architecture, because the new software can’t easily plug into the rest of the system. It’s much the same with Agile teams.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "9b7e2e04-c807-4aaf-82a4-bb250d4274b8", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.265, "w": 0.376, "x": 0.506, "y": 0.415 }, "kind": "paragraph", "text": "For example, a large financial services company we examined wanted to improve its agility, and it launched a pilot to build its next mobile app using Agile methodologies. Of course, the first step was to assemble a team. That required a budget request to authorize the project and fund the people. The request was batched with other initiatives waiting for the annual planning process. After months of reviews, the company finally approved funding. The app development pilot actually went quite well, and the team was proud of its work. Before being released, however, it needed to pass vulnerability testing, which would be conducted in a Waterfall process that already had a lengthy waiting list. Then it needed to be integrated into the core IT systems—another Waterfall process with a six-to-nine-month logjam. In the end, the total time to release improved very little.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a4db9dd4-a7d7-400e-b1ec-fcc0c121c37d", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.105, "w": 0.376, "x": 0.118, "y": 0.186 }, "kind": "paragraph", "text": "They also need to lead by example, which itself is likely to produce significant benefits. Systematic, a global software company that provides IT solutions for healthcare, defense and many other applications, illustrates the possibilities. Its developers began adopting Agile methodologies several years ago. Founder and CEO Michael Holm, though initially skeptical, eventually came to appreciate the benefits. But what was he doing to help?", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "ad1a7cc2-8c95-4a93-8373-b6d915cc7d25", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.035, "w": 0.376, "x": 0.118, "y": 0.138 }, "kind": "paragraph", "text": "get people focused on the right problems, provide strategic direction, eliminate impediments and enable cross-functional collaboration.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "f9d79953-c3e4-44f4-a77c-88f7ba8cdc6b", "frameworkName": null, "frameworkSlug": null }, { "bbox": null, "kind": "quote", "text": "I had this feeling that I was saying, 'Follow me, I'm just behind you,' - Michael Holm, Founder and CEO, Systematic", "attrs": null, "subkind": null, "toolName": "Authority citation", "toolSlug": "authority-citation", "confidence": null, "componentId": "019dd951-b48b-703a-a625-990d4130db0a", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.012, "w": 0.112, "x": 0.778, "y": 0.075 }, "kind": "title", "text": "Agile innovation", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "0e60bbea-303a-4ee6-baa7-90db98530567", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.012, "w": 0.215, "x": 0.506, "y": 0.308 }, "kind": "title", "text": "3. Build an Agile architecture", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "8099e840-b0e6-4000-a5bf-c90ca72aaf41", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [ { "name": "Narrative foundations (from the Storymakers methodology)", "slug": "narrative-foundations", "agent": "storyteller", "layer": "slide", "matchId": "720adf93-ddf2-4e2d-9fb9-4c67722aaa89", "evidence": "paragraph/paragraph: For example, a large financial services company we examined wanted to improve its agility, and it launched a pilot to build its next mobile app using Agile methodologies.", "confidence": 0.6 } ], "frameworks": [ { "name": "Tome's Law", "slug": null, "matchId": "019dd95a-1d21-7467-a461-cf07d754c51f", "evidence": "Callout: 'Tome's Law holds that commercialization velocity = team velocity + organizational velocity'.", "confidence": 75 } ], "arcBeats": [ { "to": 14, "from": 11, "beatId": "019dd95a-0702-74a3-87e5-7274fbc3cbba", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Evidence & Proof", "beatSlug": "consultants-gambit-evidence-proof", "evidence": "Tome's Law, 5 pillars, apparel retailer scenarios deliver 2.2x and 2.9X value index.", "position": 4, "confidence": 85, "parentBeatName": "Evidence", "parentBeatSlug": "evidence" }, { "to": 14, "from": 10, "beatId": "019dd95a-0702-74a3-87e5-8136de322fe4", "arcName": "The Transformation Tale", "arcSlug": "transformation-tale", "beatName": "The Bridge", "beatSlug": "transformation-tale-the-bridge", "evidence": "When-Agile-works conditions, 5 pillars, value-bridge math from concurrent to focused.", "position": 3, "confidence": 60, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" } ], "loops": [], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }