Recently I was talking to one of our customers about how they feel about our services. This reminded me again of Dave and my conversation on the Definitely, Maybe Agile podcast on this very topic. Which is indeed the topic of this latest entry in our business agility series: why business agility needs customer interaction.
As we have in previous weeks, we will highlight three areas of consideration on this important topic, building on last week’s topic of business agility success depends on feedback loops.
Now we’ve known this for decades. It has been common knowledge that it is an essential skill to frequently ask your customers to guide your direction yet, perhaps in recent years it has become truly essential. We see companies that if they take their eye off the ball can find themselves becoming obsolete extremely quickly. The pace of change is only accelerating.
The Unicorn Project from IT Revolution, brings together a number of interesting ideas. In the coming weeks, we are setting up a series of meetups to discuss these ideas from the book and how people look to apply them to their own projects.
One of the central themes of the book is around 5 ideals. These are:
Locality and Simplicity
Focus, Flow and Joy
Improvement of Daily Work
Ahead of each of the meetups I plan on writing a blog on the topics we plan on discussing. So first up, I’m diving into the first two ideals and how they might be applied. Let’s go!
Our role at Xodiac in helping organizations with their digital transformations is to create clarity and visibility. Especially as we believe in the importance of creating visibility as the first step in the transformation.
In fact, with seemingly every company undergoing a digital transformation, there are three main requests we are getting from our clients.
Having had some initial success, how do I scale?
What do I need to continue to grow?
How do I know I’m on the right track to achieve my goals?
Below I’ll give an overview of what we’ve seen help with these three concerns and how visibility is so crucial to all of them.
Last year I was invited to help the Queen’s Hyperloop Design Team improve their chances in the SpaceX competition. They had just been informed that they did not make it into the last round of the competition, so we focused on setting up the team for success going forward.
Many teams claim to follow agile and lean practices, yet are still challenged to deliver valuable software on a regular basis. Often, agile practices increase the transparency and visibility of the delivery process and, in turn, the intrinsic quality of the produced results. This creates the perception of an agile delivery model from within the system but rarely is the outside perception aligned with that view.