Posted by on April 9, 2015

Become agile from the very first start, with the unique #AgileSpark concept. Becoming an Agile organization is a long term strategy – but why not reap the first benefits immediately so you start out with measurable success and a solid anchoring from the first day?

With the #AgileSpark concept you get your management team together for a challenging day of:

  • Agile brush up
  • Setting a new pace in your business – adapting existing practices
  • Aligning, adjusting and balancing your tactical plans
  • Deciding on immediate next steps

During the day, you review your company’s ‘gear box’ and find ways of increasing your speed at the management level. You visualize what you are working on at the moment. You find ways to organize work differently so you will get the most valuable work done faster and explicitly level your work load to capacity. Soon you will find new ways of guiding and supporting the ongoing work to help get things completed and delivered much sooner and smoother. You will be less exposed to risks and be able to focus more on what really create value. Once you find the new routine over the next months, you will never be looking back.

Already after the first step, you will already have very specific plans to guide you. Intensive follow-up over the next 3 months is needed, to make sure that you experience the progress you have planned for.

It’s not unusual for the companies to experience measurable double-digit percentage improvements during the first 3 months.

#AgileSpark builds on the ideas described in #TheNeedForSpeed.

=== Example of levelling work to capacity

  1. List all activities ongoing and planned at a reasonable level of abstraction (projects, programs, …)
  2. Put on a timeline for actual/expected start day and expected completion date
  3. How many people are required for each activity? Assume that an equal ammount of people will be constantly assigned if that makes sense.
  4. What is the sum of activity durations in months multiplied by number of people required for each activity?
  5. Where are people assigned at the moment?
  6. If you should only activily work on items which could be completed within the next month, what would you prioritize?

In one organiation we did this exercise and found out that just with what we listed people in R&D were tied up for the next 6-8 months. We reduced this to only focus on what we could complete in the next month and only think about what should be done next, not what should be started next. In essence doing 3 things: making visible what work is planned and ongoing, level to capacity and decide based on what you want to finish next. Stop starting – start finishing.

If you want to try this out, I’m happy to spend some time with you on Skype to explain the concept. This goes for anything else on these pages. Contact details on the ‘About’ page.

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