Additionally, teams struggle to see how their work builds up to something valuable for the customer.īusiness agility and digital transformation are all about speed of learning and value creation in the face of a dynamic changing environment. In many cases, these so-called Agile teams or teams of teams struggle to deliver valuable increments because what’s valuable requires collaboration across the silos. From a change management perspective, it’s easier to keep the current structure and apply Agile ways of working on top of it. Similarly, they create Agile Release Trains around entire departments or functions. And many organizations persist in this siloed structure even when they start their journey toward business agility.įor example, they create Agile teams that map to specialized components or subsystems. It’s why so many organizations are set up in this way. These structures exist because they support specialization and allow organizations to grow and manage their people effectively. Lots of organizations are organized around functional silos-such as business, system engineering, hardware, software, testing/QA, and operations. A common example might be a vendor building a CRM system. In this post, we look at how a B2B vendor should organize around value when building products that are used to support its customer’s business operations.
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