Now it's time for the export
The last five steps are about the execution phase of an agile transformation.
4. Make a construction sketch
Make a first drawing of what the organization will look like after the transformation. Remember, not a blueprint, but a first rough sketch. And remember that this is custom work, so don't blindly take the Spotify model or SAFe as a starting point.
5. Determine the change strategy
How fast and how radically do you want to proceed? You can start with a small experiment, but you can also change the structure across the organization. The speed of change depends on the culture of the organization, but also on the degree of urgency. Does it have to be fast? Or do you have the time?
6. Create a transformation roadmap
A transformation roadmap is not a static timeline. But what is? The authors see it as an overview of desired situations and intermediate steps on how to get there on the most important transformation themes. It can serve as the scrum board of the transformation team.
Transformation Roadmap
Example of a transformation roadmap
7. Implement in short iterations
Realize that an agile transformation is complex and therefore cannot be planned tightly in advance. Also use iterations during the transformation itself. Learn from them and adjust where necessary.
8. Measure progress
Make both the external and internal results of the transformation visible. Do this for quantitative, but certainly also qualitative indicators.
In the book you will of course find much more information. For example, the authors explain how to approach something like this for the construction sketch (step 4), but also give tips for design principles. In step 8, making it measurable, they name OKRs and give examples of how companies and transformation teams visualize results and communicate with the organization.
How do you guarantee the transformation?
Part three of the book is dedicated to securing the transformation. It is important to anchor the changes in the structure and culture of the organization. This means that leadership, HR themes, compliance and technology, for example, must be well aligned with the transformation. But also that strategic management is done in an agile and short-cycle manner. The authors rightly state that each of these themes deserves its own book. But the separate chapters certainly provide a good start.
A practical and above all honest book
It is nice to see that the authors are vulnerable in the book. That they indicate that they also struggled in the beginning, not knowing when they were doing it right. That sometimes there is less result than you hope for. It is especially nice that they based this book on their practical experience instead of (only) on literature and research. Because everyone who is interested in this book understands 'the why', sometimes also 'the what' and is above all looking for 'the how'. That is why the boxes with anonymized cases and practical examples are very useful.
In their epilogue, the authors reflect on the headwind you sometimes face. And how important it is not to give up, but to persevere. And especially at such moments to use this book as a tool.
The digital workplace is not about technology, but about the potential of people. How can we benefit from robots replacing our jobs? Or rather:
Saskia Nijs is a researcher at the VU and a greece telegram data columnist for the FD. She advises organizations on digital transformation and its impact on work. “In many cases, digitalization has happened to us,” she says. “It is now important to regain control of the workplace and investigate what value we as humans can add in relation to the new technology.”
I asked Saskia a few questions to find out what value we as humans add in relation to technology.
Looking for more job satisfaction
Saskia, what is the current situation regarding job satisfaction?
“It’s been researched every year by Gallup : 20 percent of workers still feel involved. So 80 percent think they don’t have enough autonomy, lack passion, don’t feel they can use their knowledge well, and want to feel more valued.”
That doesn't sound good, how did that happen?
“In many cases, digitalization has happened to us. We implement all kinds of technological innovations, but lose sight of the value we can add as human beings. The fact is that we have drifted further and further away from what we actually want.
