August 201819 While you may think the there is a lot there, the switch between each wall is done as needed and at any time we can visualise and see who is working on what task. The Link between Operations and StrategyIn order for the team to understand how they are contributing to the broader technology strategy, we have created labels that are colour coded on all our walls that link directly back to our five strategic pillars"Those labels represent the five strategic pillars/streams that define our strategy. As you look through the walls, you can quickly see the following:- How much work is BAU related vs. Project vs. Consumer Products vs. the CRM- The type of work within each wall, and who is working on it. Each wall was designed with a simple structure; this structure was created to promote adoption of an agile way of working in the team, and to be able to quickly establish our operating rhythm. The faster we can establish the two, the more value we will add in the business.- Discovery: Any idea or concept that we think may add value in the future is carded up in this lane- Backlog: Once we know that an idea that is no longer in discovery and will be undertaken in the future gets placed in our backlog- In Progress: Work that is in flight, being worked on by people in the team or cross-functionally with other teams moves into this lane.- Blocked: if we can't continue on a task / piece of work because we are waiting on a partner or someone in the business who is critical to the delivery, we place the card here.- Testing: Any technical work that requires testing of any kind is captured here.- Done: HORAY! We have completed what we set out all the way back in discovery. Initially, the boards are revived formally twice a week at a 15 minute stand up. The team is encouraged to work from the board daily though and to keep it up to date.Looking to the futureWith a defined purpose, strategy, pillars/streams, and a simple, agile operating model in place, you look to the future. Trying to look around the bend and proactively set out to deliver value. In an iterative way. To do this, you establish a roadmap. It's not easy to do, after conversations with teams in the business about how they operate and what they want from technology(including our new digital consumer products) the roadmap is drafted over a period of time.The roadmap is split across two overarching areas of technology. The Digital Consumer Experience - which are our new three digital products, and Workplace Technology ­ enabling our employees to get the most out of technology. The roadmap goes through several iterations and is planned out for a two-year horizon. Nothing is set in stone that far out, my philosophyon roadmaps is that they should evolve with a degree of flexibility. Flexible in the sense that your business changes, priorities change, and if technology can't flex with that, then you will find yourself in an awkward position. No matter what, you should be seen as an enabler in your organisation, a proactive enabler. My method for doing this, is to review the roadmap once a quarter. If needed, it is reviewed sooner. Only if needed, you need continuity in what you're working on at the same time. Try, if you Fail. Change.With all being said and done, the foundation is laid for a greenfields technology team to deliver value to its business in an agile and lean manner. You can mix structure, process and a lean mindset into a team. Encourage your people to speak up and provide feedback if certain parts of your operating rhythm are not working. If something sounds like it can work, try it; if it works keep going with it, but if it doesn't you must act quickly. Iterate, and evolve. As a leader, always remember that you're not the only one that comes up with ideas. Use the people around you, delegate at the right time and promote autonomy (this needs to be earned). This, in turn, will create a culture of people development, accountability, and responsibility. Once the operating rhythm is in full flight, watch the boards evolve and your people will own it. IN ORDER FOR THE TEAM TO UNDERSTAND HOW THEY ARE CONTRIBUTING TO THE BROADER TECHNOLOGY STRATEGY, WE HAVE CREATED LABELS THAT ARE COLOUR CODED ON ALL OUR WALLS THAT LINK DIRECTLY BACK TO OUR FIVE STRATEGIC PILLARS
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