Enterprise agility is more about being able to inspect and adapt in
the large. It’s about making smaller bets at the executive level. It’s
about having the ability to balance the sales and marketing side of the
business with your ability to create working products, and then support
those products in a sustainable way. Enterprise agility is about
integrating finance and human resources so that our entire business is
setup to respond to changes in the market, and holistically we are able
to deliver the most value possible within the time and cost constraints
we’ve established. Personally, I’d rather talk about a 125 person
company end-to-end than one or two teams in a 20,000 person company.
As a community, I’d like us to start producing more case studies about what is working, and what’s not working, as some of us try to do these things in real companies. I’d like to see the conferences open up and realize that end-to-end agility is the next big frontier, and we need to start talking about adoption and transformation patterns that scale at these levels of the organization. Here is a link to the talk that Dennis and I did last Tuesday called ‘Exploring Enterprise Agile Transformation Strategies’. It’s clearly not the final word, but it’s the stuff we are doing to help enable true end-to-end business agility for the customers we work with.
Would be interested in your thoughts… is enterprise agile just about super large companies, or is it more about the a breadth of the transformation, and the number of business processes we have a chance to impact? Do the patterns that work for 125 scale to 20,000? I think so… but only time and experience will tell.