KPMG vision on the journey towards a flexible organization by using Agile and DevOps.
1) START WITH AGILE AND DEVOPS PILOTS AND EXPERIMENTS
KPMG believes in the power of pilots and experiments to discover at an early stage what Agile and DevOps can mean for an organization and the challenges it brings. The first step is to establish where pilots and experiments are already taking place within the organization and build upon their energy. If this is not the case, seek for an ambigious group to arrange the pilots and experiments.
2) DEFINE CLEAR VISION AND AMBITION AND REALIZE EMPLOYEE ENGAGEMENT
To direct the transformation unambigously, KPMG advises to set up a clear vision and ambition of the transformation and what value will be added for customers, organization and it's employees. A powerful and inspiring change story needs to be communicated clearly and unequivocally within the organization to create employee engagement and get them onboard in the journey. The goal is to increase the involvement of the employees and thus the success and adoption of the transformation. A crucial role for this lies in the leadership of the organization.
3) INSIGHT IN THE CURRENT SITUATION AND CREATE NEW STRUCTURES
As a basis for further implementation, KPMG advises to determine the current maturity level and to compare this with the ambition that has been set. In this step the structures must also be rearranged to accompany the change. Mixed teams wich 'champions', experts and enthusiasts together with professional Agile/DevOps coaches, can shape the change within the organizations. The collaboration with professional coaches during the journey should be based on 'show it', 'do it together' and 'do it yourself'. More specifically, the coaches need to explicitly pay attention to the following three levels:
A) Coaching on Executive and MT level: good understanding of the new working methods, impact on one's own work and lead by example
B) Operational and project management: clear insight and impact on the change of operational management
C) Team Level: the optimal functioning of the team within the new standards and framework but with sufficient autonomy
4) ITERATIVE IMPLEMENTATION OF IMPROVEMENTS ACCORDING TO THE OPERATING MODEL FRAMEWORK
Instead of a big-bang approach, KPMG recommends by growing iteratively to an agile and learning organization. The organization must be prepared to break with traditional structures and give autonomy and confidence to its employees. Depending on the specific context and ambition, KPMG advises in the combination of value stream and elements of the operating model (e.g. control, processes, technology, sourcing, competences) which improvements must be implemented in order to realize the intended change. The change epics can be realized in small targeted teams. Depending on the type of change (e.g. organizational structures and functions), larger interventions may also be needed that require a more traditional approach and planning.