Group 2 - The Journey to an

Agile Organization
Abu Bakar Nazibulloh - 29120195
Aulia Khairunisa - 29120236
Regita Putri Hadijah Somantri - 29120138
Rurin Fawestrialni - 29120005
 Outline “Agile organizations are different.
Traditional organizations are building a
static, siloed, structural hierarchy. They
place governance bodies at their apex,
1. Transformation to an Agile decision rights flow down the hierarchy.
Organization
2. Aspire, Design, and Pilot
3. Scale and Improve Agile organizations are characterised as a
network of teams operating in rapid
4. Transformation Archetypes learning and decision making cycles. Agile
instil a common purpose and use new data
to give decision rights to the teams closest
to the information.”
Transformation to an
Agile Organization
 Transforming to an agile Operating Model
Any enterprise-wide agile transformation needs to be both comprehensive and
iterative. To be a comprehensive model, it should touches strategy, structure,
people, process, and technology, and iterative.
Transforming to an agile Operating Model (cont.)
1. Aspire, Design, and Pilot
These elements can occur
in any order and often
happen in parallel.
2. Scale and Improve
This step involves
increasing the number of
agile cells. However, this
involves much more than
simply rolling out more
pilots.
Organizations may iterate
among these stages as they
roll out agility across more
and more of their
component parts.
Aspire, Design
and Pilot
Elements of Agile Transformation
The successful transformation to be an Agile Organization start with an effort to
Aspire, Design, and Pilot.

Aspire Design
Pilot
Build the top team’s Create a blueprint to
Learn through agile
understanding and identify how agility will
pilots
aspiration. add value

Successful agile transformations An agile transformation The purpose of a pilot is to demonstrate

need strong and aligned fundamentally changes the way the value of agile ways of working
leadership from the top work is done and, therefore, through tangible business outcomes.
(Top-Team Aspiration). A blueprinting also needs to identify Early experiments may be limited to
compelling, commonly changes to the people, individual teams, but most pilots involve
understood and jointly owned processes, and technology multiple teams to test the broader
aspiration is critical for success. elements of the operating model. elements of enterprise agility.
Blueprint
Scale and Improve
Scale and Improve
1. Agile cell deployment and support
2. Backbone transformation
3. Capability accelerator

A typical capability journey may well have distinct phases,

1. Organizations need to identify the number of trainer;

2. As part of building capabilities, the organization must be define the new agile roles;
3. Learning and career paths should be set for all staff, making clear the opportunities.
Backbone components
Transformation
Archetypes
“... the elements can be combined and sequenced. … There
are three major transformation archetypes:
1. STEP-WISE. It's hard for senior (traditional) leaders in transforming into agile
organisations. Many companies will run multiple rounds of (aspire, design and)
pilots and iterate their blueprint several times before fully committing to scaling up
across a large part of the organization.
2. ALL-IN. Number of organizations gain strong conviction early on and fully commit up
front to move the whole organization to an agile model. Their leaders define a plan
to execute all steps of the transformation approach as quickly as possible.
Reversedly, it is more common for the transformation to proceed through a number
of planned waves.
3. EMERGENT. Some organizations have chosen to progress their entire agile
transformation through an emergent, bottom-up approach. An aspiration from top
leaders sets a clear direction, and significant effort is spent building agile
mind-sets and capabilities among leaders.
Agile Transformation Case Study

As an example, Roche, a global healthcare company, launched a global leadership

initiative as a central component of its transformation to become a more agile enterprise. It
designed a four-day program with a combined focus on personal and organizational
transformation. More than 4,000 leaders have now been touched by the effort, helping to
shift the collective consciousness and capabilities for leaders to deliver the change.

The importance of investing in culture and change on the journey to agility cannot be
overstated. Agile is, above all, a mind-set. Without the right mind-set, all other parts of the
agile operating system can be in place, and yet companies will see few benefits. In
contrast, when leaders and teams have a strong agile mind-set, then a clear aspiration
alone is often enough for a successful agile operating model to emerge.
 CLOSING STATEMENT
Navigating an organization to an agile operating
model is not easy. But.. why not striving your
organization become agile transformation, leaders?
PEER REVIEW
Group 1 :
- Material : 90
- Presentation : 90
- Case Study : 90

Group 3 :
- Material : 90
- Presentation : 90
- Case Study : 90