Building the agile business through digital transformation

Cover
Contents
Acknowledgements
Part One The agile business
	Introduction
	How to use this book
	So what is an agile business?
	Notes
	01 The key forces for change
		Relentless, accelerating change
		Transformed competitive contexts
		Transformed consumer contexts
		Transformed company contexts
		The key challenge – rates of change
		Notes
	02 How digital disrupts
		The lifecycle of a technology
		Why businesses get disrupted: the ambiguity zone and agile businesses
		Notes
	03 What’s stopping you?
		Slow by design
		Looking for opportunity
		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
		Marginal thinking
		Culture and behaviour
		Notes
	04 Defining digital transformation and how an agile business is the foundation for it
		What good looks like – a maturity model for agile businesses
		The agile business formula
		The agile context model
		Notes
Part Two Fast
	Defining fast
	Working smarter and faster
	Notes
	05 Operating in the ‘ambiguity zone’
		Being fast through continuous innovation
		More experimentation = more opportunity
		Marginal and breakthrough innovation
		Optimization vs transformation
		The thermocline of transformation
		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 Agile and adaptive methodology
		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
		Rewiring business models with an asset-light or asset-heavy approach
		Possible futures
		Ingrained commercialization
		Scaling, the digital-native way
		Acquisition as a path to growth
		Building supporting evidence and getting up to speed fast
		Key takeouts
		Notes
Part Three Focused
	Defining focus
	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 impact of plan continuation bias
		Bias to action
		The customer-centric organization
		Agile business maturity
		‘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
		Agile planning cascades and cadence
		Dealing with blockers – using current reality trees
		Complexity bias and looking for answers in the wrong places
		DIKW: a foundational approach to value from data
		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, multidisciplinary teams
		The composition of multidisciplinary teams
		Small teams and resource dynamism
		Notes
	12 Scaling agility
		Managing core teams and dependencies
		Aligning multidisciplinary teams
		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
		Learning opportunities
		Learning fast: see one, do one, teach one
		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 Start small, scale fast and the transformation journey – putting it all together
	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