What you will learn

This course covers the full Agile ADapT life-cycle in great detail – the course agenda follows below:


Course introduction (5)

  • What to expect from this course
  • What you will learn
  • Who should do this course?
  • Examination & Certification
  • What else can I learn?


Why Digital Transformation? (5)

  • The world has changed
  • Technology’s contribution
  • What is digital transformation?
  • The way we do business needs to change
  • If you don’t – you will not survive

Innovation is core to Digital Transformation (5)

  • Agile ADapT – Innovation driven Digital Transformation (4)
  • A bit of background
  • A phased and cyclical approach to innovation driven transformation
  • The phases at a high level
  • A new mindset

Different types of Innovation (4)

  • Why it’s important to distinguish between innovation types?
  • Efficiency and innovation
  • Maintaining a competitive edge
  • Changing the game forever


Innovation and Digital Transformation Strategy (5)

  • More of the same, or more of more?
  • What is strategy, and how does it work?
  • The importance of a strategic or governance framework
  • You have to think both inside and outside of the box
  • Strategy and management

Who are we and why are we here? (5)

  • Principles leadership
  • Start with why? PURPOSE
  • Who are we? VALUES & PRINCIPLES
  • What do we do? OUR CAUSE
  • How do we do it? AIMS & GOALS

Where are we – in our community and in our journey? (6)

  • Stakeholders
  • Macro analysis
  • Micro analysis
  • Internal analysis – performance
  • Internal analysis – market
  • Feedback

What should change (and what not)? (4)

  • Product, Service and Market positioning
  • Customer feedback
  • Efficiency
  • Risk

What are the options? (2)

  • Identifying improvement opportunities
  • Building and maintaining a product / service portfolio

Building on solid foundations. (6)

  • Creating innovation structures (and environments)
  • Funding innovation
  • Involving everyone
  • Sharing in success
  • Digital age leadership and management
  • Working in cross-functional teams

Where do we start? (4)

  • Prioritisation
  • Who prioritise?
  • Importance of product and service ownership
  • Who owns disruptive innovation?

Ensuring it can get done! (3)

  • Initiative funding
  • Allocating people
  • Freeing up time & resources


Innovation mindset (5)

  • Anyone CAN innovate
  • Prerequisites for success
  • Problem space versus the solution space
  • Agile mindset
  • Every product or service have a digital component – what is yours?

Innovation structures (3)

  • Innovating within organisational constraints
  • Why some innovation don’t work within organisational constraints
  • Creating independent innovation structures

Innovation methods, tools & techniques (5)

  • Define the nature of innovation first
  • Design thinking
  • Jobs to be done
  • Problem solving
  • Sub techniques

Prioritise and Selection (3)

  • What qualifies as a disruptive innovation
  • Selecting a starting-point
  • How much is enough
  • When to use which technique


Disruptive innovation projects (4)

  • What qualifies as a disruptive innovation
  • Selecting a starting-point
  • How much is enough
  • When to use which technique

Product or Service enhancement or redesign (4)

  • What qualifies as a Product or Service enhancement or re-design
  • Selecting a starting point
  • When are you going too far
  • When to use which techniques

Innovation in operations, automation and business structures (5)

  • Efficiency or problem driven?
  • Efficiency – start with the process (value stream)
  • Problem – select and use a technique or approach (e.g. DMIAC)
  • Business model re-design
  • Always automate – Never automate (a problem)

Prototype and test (6)

  • The question is – is it innovative?
  • The question is – does it work
  • The question is – do people like it?
  • The question is – does it solve the problem?
  • The question is – is it feasible?
  • For all – define the assumptions – the question is NOT would people buy it!


Agile Portfolios, road-maps and projects (4)

  • Why Agile is so important
  • What most people don’t understand about Agile
  • Cascading views and who is involved
  • Getting things done

Building MVPs (5)

  • The question is will people buy it?
  • The question is who will buy it?
  • Testing other hypothesis (assumptions)
  • Tweaking, refining or re-design?
  • When do you commercially offer it?

Pilot or limited deployment/offering (4)

  • Validating MVPs
  • Ironing out the kinks (product or service)
  • Ironing out the kinks (product or service provider and value chain)
  • Use feedback to build instrumentation (key quality criteria and telemetry)

Decide to scale (6)

  • What’s the scale of the scaling?
  • Scaling approach to use?
  • Resource requirements
  • Channels & platforms
  • Resource and channel readiness
  • Roadmap

Sales, marketing and quality (9)

  • Channels and platforms
  • Target markets and messages
  • Channel strategy for target markets
  • Messages and media
  • Traditional vs on-line sales
  • Getting feedback
  • Collecting and using data
  • Being responsive and dynamic
  • Links to innovation, design and operations

Scaling operations (6)

  • Automation – do’s and don’ts
  • Robotic process automation
  • Resourcing – in-source or out-source
  • Operational agility – rapid turnaround
  • SIAM – managing complex partner environments

Solving problems (4)

  • Something always goes wrong
  • Apply Lean principles and use Lean tools & technologies
  • Don’t use plasters – address the root cause
  • What to do if you cannot address the root cause?

Measurement and improvement (6)

  • Make telemetry part of all automation initiatives
  • How to collect and process non-electronic data?
  • What does the data tell you that you want to know?
  • What does the data tell you that you don’t need to know?
  • What does the data tell you that you don’t want to know, but need to?
  • So now you know – what next?


Information flow between stages (3)

  • Critical data in each stage and its benefits to other stages
  • How to structure information flow?
  • Understand time and audience

Maintaining momentum (4)

  • Institutionalise the 3 E’s by including it in work design
  • Institutionalise the 3 E’s by making it part of everyone’s KPIs
  • Weighting 3 E KPIs for Managers of Teams, Units or Departments.
  • It’s great to do individual and team reviews, but you need the full picture also!

What’s next? (7)