Clone of Enterprise Process
Enterprise Timeline in Months
The Team is the foundation of Agility. Since the early days of Agile, the focus has been on breaking down impediments to self-organization, collaborative genius, and single-piece flow of work at the team level. The breakthrough improvements seen by early adopters powered the Agile movement and led to the development of approaches for scaling these results beyond the team, across the technology enterprise and even into business value streams. Regardless of the approach or scope of an Agile transformation, success begins at the Team Holon, and depends in turn on the growth and alignment of the individual Team Members that comprise it.
Values & Goals
Clear Enterprise vision
Accountability to my team
Agile mindset
Willing to learn & grow
Flexibility
Committed to vision
Attention to results
Customer focused
Adaptable
Accountable, responsible
Environmental Responsibility
Product & Impact
Enterprise purpose
3 Year OKRs
Rolling 3 year roadmap
Market feedback loops
Market Share growth plans
Enterprise dashboard
Executive working agreement
Share price
Profitability
Leadership & Culture
Enterprise Values & Culture
Shared vision/goals
Market Perception
Trust, transparency & safety
Servant leadership culture
Conscious Leadership culture
Continuous improvement culture
Listen to all perspectives
Clear communication of goals
Top to bottom and back collaboration
Development of future leaders
Accountable to the board
Shareholder perception
Portfolio health & collaboration
Executive coaching/mentorship
Sense & Response culture
Markets & Environment
Portfolio health
Roles & Responsibilities
Effective Lean processes
Enterprise Organizational architecture
Collaboration space
Collaboration tools
Unified Enterprise process
Enterprise Lean budgeting
Enterprise structure
Aligned incentive structure
Global Legal, Compliance & Regulatory
Acquisition/Divestiture opportunities
Environmental and Humanitarian Impact
Long Term Planning (3+ Years)
This is an opportunity for executive officers and the board to reflect on all internal and external feedback and to establish or revise the long term objectives necessary to maintain competitive advantage and the overall health of the enterprise. Examples of feedback include changing technology and market conditions, product/portfolio performance against projections, employee surveys focused on enterprise culture, and the health and performance of the executive team.
Values & Goals
Long range vision (3+ years)
Enterprise Purpose/Vision
Innovation mindset
Willing to take risks
Continuous improvement & learning
Product & Impact
Define 3 year OKRs
Rolling 3 year roadmap
Leadership & Culture
Aligned to portfolio vision & objectives
Meaningful to the product team
Product & tech perspectives
Coordination
Trust & safety
Ask for help
Accountable & responsible
Connected with the customer
Markets & Environment
Performance ranges
Market conditions
External & Internal competitive analysis
Marketing strategy
Sales strategy
Legal & Compliance
Architectural/Systemic needs
Dependency mitigation
Improve refinement practice plan
Establish training where necessary
Explore possible need for technical uplift
Impediment resolution
Enterprise Annual Planning
This session defines the enterprise strategy for the year - what is the impact we want to have on the world, and how can we continue to evolve our culture as a business? Similar to the Long Term Planning session, feedback is received from all directions and combined to create a cohesive strategy for the year. Following this session, the #1 priority is to ensure each portfolio area is aware of and aligned to the refined enterprise strategy.
Values & Goals
Long Term vision (3+ years)
Annual Vision
Enterprise Purpose/Vision
Innovation mindset
Willing to take risks
Continuous improvement
Product & Impact
Opportunity identification
Refine 3year OKRs
Define 1year OKRs
Pro Forma Income statement (P&L)
Rolling 1 year roadmap
Product approval/EOL
Prioritization
Enterprise Kanban Board
Customer Journeys & Experience
Consent Order
Leadership & Culture
Portfolio Context & Alignment
Assess Enterprise culture
Leader development
Feedback from employees
Open channels of communication
Top to bottom alignment of purpose/vision
Board approval
Contractual Agreements
Customer relationships
Sense & Response culture
Celebration of successes
Markets & Environment
Acquisition/Divestiture realization
Enterprise investment/allocation
Update value stream maps
Hiring/talent management
Systems/equipment/real estate procurement/dissolution
Understand market conditions
Target markets
Distribution strategy/scorecard
Enterprise Technology Business Management Strategy
Enterprise Organizational architecture
Global Legal, Compliance & Regulatory
Enterprise Retrospective (Twice a year)
The Enterprise Retrospective maintains the health of the executive team and its relationship with the board, while promoting a thriving culture based on innovation and strong values. Typically semi-annual, its cadence is driven by the length of the enterprise feedback loop needed to gather sufficient, actionable feedback in the particular organization.
Values & Goals
How do I feel about our direction?
Individual accountability
What can I do differently?
Am I aligned to the vision?
Open, humble mindset
Value/impact focus
Product & Impact
What’s going well?
What’s not going well?
How are we tracking towards outcomes?
Measurement of action item impact
Leadership & Culture
Ask for help
How can we improve?
Open and honest intent
How are we operating as a team?
How are we perceived as leaders?
Perception of Wall Street (if public)
Perception of our customers/public
Celebration of successes
Markets & Environment
Growth Item backlog
Organizational needs
Enterprise Process Governance (Once a month)
Choosing the ideal processes and tools enterprise wide often involves years of trial, error and adaptation. Striking the right balance between guard rails, flexibility, ease of collaboration, and metric based data integrity (as well as which metrics to follow!) requires continually engaging with teams to hear their pain points with existing processes and tools, mining that feedback to create the next Minimal Viable Change and measuring its impact.
Values & Goals
Process objective
Alignment to Vision/Future Search
Subject matter expertise
Focus on simplicity
Focus on value add
MVC
Systems thinking (avoid silos)
Focus on enabling flow
Product & Impact
All collaboration tooling
Training sessions
Test/Pilot new processes
Work progress metrics
Team health/productivity metrics
Score cards
Leadership & Culture
Consult, coach, train & mentor
Understand company cultural goals & values
Support team success
Continuous improvement
Take and respond to feedback
Help create affinity & transparency enabling collaboration across LoBs
Empowerment
Celebration of successes
Free sharing of knowledge (succession plans)
Markets & Environment
Establish processes & systems
Establish best practices, guard rails & playbooks
Deploy process experts (coach)
Make impediments & dependencies easier to navigate
Allow for flexibility in the process
Map & design development value streams to enable flow
Process design follows needs
Enable Quality
MVC change plans
Enterprise Systems Governance (Once a month)
Whether your enterprise is relatively new, built on modern technology, or its over a century old, balancing innovation with stability while enabling future business capabilities is an ongoing game of trade-offs. Enterprise Systems governance ensures that systems evolve in response to feedback from the portfolios and emerging technology while continuing to align with the long term architectural vision.
Values & Goals
Alignment to Vision/Future Search
Subject matter expertise
Focus on simplicity
Focus on value add
Customer centricity
Systems thinking
Lean mindset
Product & Impact
Catalogue of Enterprise Architectural Technology
Architectural runway
Systems training
Pilot new ideas (POC)
Reporting (outcomes)
Reporting (systems)
Leadership & Culture
Consult, coach, train & mentor
Understand company cultural goals & values
Support team success
Continuous improvement
Take and respond to feedback
Free sharing of knowledge (succession plans)
Celebration of successes
Systems thinking (avoid silos)
Markets & Environment
Reference architectures
System procurement/dissolution & disaster recovery
Establish guard rails
Allow for flexibility in design
Implement development value stream improvements to enable flow
Deploy system experts (coach)
Central document repository & SORs
Design follows needs
Meet vulnerability guidelines with appropriate robustness & performance
Integration of industry standards & future innovations
Enterprise Business Strategy (Twice a year)
The highest level of pure Business Agility, this session focuses on experimentation, creativity, deep relationships with the customer base, and an innovation mindset. This is a pure brainstorming session that takes in feedback on market conditions, customer needs, internal capabilities, challenges and opportunities and generates possibilities to excite and delight. The frequency may vary depending on the length of the enterprise feedback loop needed to gather sufficient, actionable feedback in each organization but the ideal is to create a “tick, tock” cadence where a strategy is established and refined semiannually.
Values & Goals
Alignment to Vision
Subject matter expertise
Focus on value add
Customer centricity
Systems thinking
Lean mindset
Moral & ethical mindset
Product & Impact
Stock price
Product performance & NPS
Leadership & Culture
Customer relationships & behavior
Strategic relationships
Brand perception
Political relationships
Wall Street Perception
Competitive relationships
Markets & Environment
Market Analysis (opportunities & threats)
Fiscal analysis & goals
Customer base analysis (demographics)
PR/Advertising plans
Product families
Enterprise capabilities
Environmental & Humanitarian impact
Advertising & marketing plans
R&D
Enterprise Coordination
The main purpose of this session is responding to change. Open channels of communication from top to bottom and back are essential so that leaders can respond to accurate, timely information. Creating and nurturing a culture of safety and transparency is paramount to getting accurate feedback and maintaining alignment across the enterprise.
Values & Goals
Vision for the quarter
Aligned to purpose
Innovation mindset
Willing to take risks
Continuous improvement
Product & Impact
Quarterly OKRs
Benefits realization (QBR)
Feedback loops
Update roadmaps
Update Customer Journey
Updated prioritization
Leadership & Culture
Maintain or improve enterprise culture
Leader development
Feedback from employees
Open channels of communication
Top to bottom alignment of purpose/vision
Customer relationships
Sense & Response culture
Celebration of successes
Markets & Environment
Enterprise Investment
Hiring/talent management
Systems/equipment/real estate procurement/dissolution
Understand market conditions
Target markets
Distribution strategy/scorecard
Enterprise Technology Business Management Strategy
Enterprise Organizational architecture
Global Legal, Compliance & Regulatory
Adjust Reorganization Plans