What you will learn
This course covers the full Agile ADapT life-cycle in great detail – the course agenda follows below:
DAY 1
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?
INTRODUCTION TO DIGITAL TRANSFORMATION AND AGILE ADAPT
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
ADAPT – EXTRACT (STRATEGY)
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
ADAPT – EXPLORE (CORE INNOVATION)
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
DAY 2
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!
ADAPT – EXPAND (OPERATIONALIZE & SCALE)
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
- DON’T MAKE TECHNICAL DEBT!
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?
CONNECTING THE DOTS
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)