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Our Journey to Agile Mark Redgrave Tribe Lead, Business

Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

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Page 1: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Our Journey

to Agile

Mark Redgrave

Tribe Lead, Business

Page 2: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

The views expressed are my own and do not necessarily reflect the official policy or position of my employer or any other individual, group, organisation or company.

Page 3: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

About

Spark

Results FY18:

Revenues $3.6bn

EBITDA $1.05bn

2m Mobile Connections

150k Business Customers

5,500 Employees

(Business: $1.7bn, SME > Gov)

Page 4: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Why Change?

Page 5: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

V

U

C

A

OLATILE

NCERTAIN

OMPLEX

MBIGUOUS

Page 6: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Spark: always changing

2013“Turnaround”

2014“Rebrand”

2016“Re-engineering”

2018“Agile@Scale”

‘Change Ready’ - Foundations

Page 7: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

1. More

Customer

Centric

NPS: +30 or better

2. Faster

To Market

EBITDA

3. More

Empowered

Teams

eNPS: lift of 20 pts

The Why

Page 8: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

The room of doom…

(p.s. you’ll need help)

Page 9: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Our Agile Organisation 1.0

Channel Delivery Units:Retail, Sales, Service, Care, Field Delivery etc.

3 Segment Tribes:Consumer

Business

Wholesale

6 Product Tribes:Mobile, Broadband, Voice &

Collaboration, Digital Services, IT

Services, Managed Data

Channel Enablement: Omnichannel

4 Enablement Tribes:IT Applications, Billing, Network, Path to Production

Subsidiaries:Revera

CCL

Qrious

Lightbox

Etc.

Centres of Excellence:CX

Finance

Brand

Legal

Corp comms

Etc.

AGILE

HEAVY

AGILE

LIGHT

Page 10: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Tribes, Squads

& Chapters…‘TRIBE’

SQUAD 1 SQUAD 2 SQUAD 3 Etc.

‘Chapter’e.g. Data

Chapter LeadPersonal Development, Craft, Standards

Product OwnerDelivery of the Squad against OKRs

Tribe Lead Agile Coach

X-functional,

end-to-end

teams!

Page 11: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Loudest voice wins

A BIG Change

In Culture

Less

Cautious

Manage and direct

My tasks

Owning it

Value every voice

Empower and coach

Team success

More

Page 12: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

20% More

Efficient

20% fewer people, achieving more

We Are

Faster…

X-functional Teams

up to 3x faster!

Our people

like it ;-)

My eNPS at +75, average uplift +20 pts

What Have We Seen?

WORK IN PROGRESS

Page 13: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Key = Empowerment

Your Teams

Page 14: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

It’s Not All Roses

The pace is

relentless

Prioritisation

is really hard

Responsibility

is stressful

Agile is not

for everyone

Page 15: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

Success in Agile…

Many flavours, so make it yours!

Leadership: everyone’s responsibility

Diversity & Inclusion = Superpower!

Don’t tolerate bad behaviour

Page 16: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

The Difference?

1. Go “all in”…

2. Executive commitment

3. Burn the boats!

4. Total transparency

Page 17: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

It’s Never ‘Done’…

Learn Improve

Page 18: Mark Redgrave Our Journey Tribe Lead, Business to Agile · Our Journey to Agile ... Business. The views expressed are my own and do not necessarily reflect the official policy or

@markredgrave

linkedin.com/in/mredgrave/

Get In Touch!