Building the Agile Business Through Digital Transformation by Neil Perkin,Peter Abraham -- Read -- Imperial Library of Trantor

Index

Cover Title Page Copyright Contents List of figures List of tables Acknowledgements PART ONE The digital-native organization

Introduction Notes 01 The key forces for change

Relentless, accelerating change Transformed competitive contexts Transformed consumer contexts Transformed company contexts The agile context model The key challenge: rates of change Notes

02 How digital disrupts

The lifecycle of a technology Why businesses get disrupted: the ambiguity zone Defining digital Notes

03 What’s stopping you?

Slow by design Why organizations become ‘sticky’ Why good ideas become battles The arrogance of scale Protecting against obsolete beliefs and ‘toxic assumptions’ The tyranny of rigid planning The legacy technology problem Marginal thinking Culture and behaviour Notes

04 Defining digital transformation

What digital transformation is NOT What good looks like: a maturity model for change The agile formula Notes

PART TWO Velocity

Defining velocity Notes 05 Operating in the ‘ambiguity zone’

Building velocity through continuous innovation More experimentation = more opportunity Marginal and breakthrough innovation The case for a more iterative, emergent approach The problem with waterfall The three types of problem in the world Complex scenarios require emergent solutions Notes

06 Digital-native processes

Design thinking Agile Lean The principles of agile business Developing a learning culture The dangers of systematic survival bias Learning to unlearn Fixed and growth mindsets Embedding reflection time Notes

07 The agile innovation process

Empowering invention Ingrained commercialization Scaling, the digital-native way Key takeouts Notes

PART THREE Focus

Defining focus The wrong side of urgency – Nokia’s story Notes 08 The role of vision and purpose

The organizing idea, purpose and vision The link between purpose and profit Taking the long view Notes

09 Agile strategy and planning

The key to good strategy Emergent and deliberate strategy The balance between vision and iteration The customer-centric organization ‘P’ is for Prioritization Strategy as an ever-changing algorithm Discovery-driven planning Notes

10 Linking strategy to execution

The five questions Strategy and tactic trees OKRs: bringing the team with you Sprint working as a driver of change Data-driven decision-making Technology as a barrier to change Technology as an enabler of change Agile budgeting Key takeouts Notes

PART FOUR Flexibility

Defining flexibility Notes 11 Agile structures and resourcing

Concurrent running, co-located working The insourcing and outsourcing dynamic Centralization vs decentralization, specialists and generalists The power of small teams to drive big change Two pizza teams Self-organizing, multi-disciplinary teams The composition of multi-disciplinary teams Notes

12 Scaling agility

Managing core teams and dependencies Getting the right mix: pioneers, settlers, town planners Agile decision-making: flatter structures, quicker decisions Agile governance and the digital board Notes

13 Building the culture to move fast

Agile is not just a process, it defines a culture What is digital-native culture? The right culture helps you to move fast What really differentiates high-performing teams? Creating the culture for real collaboration The importance of trust and ‘productive informality’ Read my user manual Notes

14 A blueprint for flexibility: autonomy, mastery and purpose

Our massive employee engagement problem Mapping strategy and culture to motivation Autonomy Mastery Purpose Notes

15 Digital-native talent

Hiring smart Peacocks, penguins, and pie bakers Redefining effective leadership for the digital age Key takeouts Notes

PART FIVE The transformation journey

The five dimensions of change Dimension one: personal Dimension two: principles Dimension three: process Dimension four: practice Dimension five: pace Staying agile What now? Notes

Index Backcover