Agile Delivery allows IT teams to deliver software fast and keep up with the ever-changing technology landscape. However, the faster deployment of code does not always equal faster value realisation. Not all businesses are able to absorb and benefit from these changes as fast as they happen. Enterprise Agility is needed because Agility should be more than an IT practice, it should be a way of working for the entire enterprise.
What is Enterprise Agility?
Korn Ferry describes Enterprise Agility as “a company’s ability to outperform the competition and drive growth in new, ambiguous situations by learning and adapting when confronted with foreseen and unforeseen circumstances, dilemmas, crises and complex problems.” In short, it is the ability of the whole enterprise to adapt to changes in technology and customer demand.
Enterprises are already working towards this goal with their Agile transformations. At the DevOps Enterprise Summit in London, Jon Smart spoke about how Barclays’ Agile and DevOps transformation applies to every department, not just IT: “We are pursuing a strategy for the whole business to exhibit agility...HR, auditing, security, compliance, the investment bank, the retail bank - everything.”
Agility isn’t just about speed, it’s also about strategy
One of the key features of Enterprise Agility is aligning technology change with strategic business goals. There should be a balance between the ability to react to changes in the market and keeping sight of long-term business strategy.
According to a report by PMI, “Less than half of organisations report high alignment of projects to organisational strategy, a number that has been fairly constant for the past three years.” This shows that despite faster project delivery, it might not always be the right projects that get delivered.
Enterprise Agility requires all people involved in the change to have long-term visibility of strategic goals so that there is better alignment between projects and strategy. This ensures that projects can be course-corrected if they’re moving in the wrong direction or are likely to fail to meet the right goals for the business.
Focus on the people
For the people working with newly deployed technology on a regular basis, understanding when changes will be made and why they are being made can prevent change fatigue and increase adoption rates. Significant enterprise change requires a cultural shift as well as a technological one, so providing people with context for their actions helps them to better understand and support the change.
Cutover supports Enterprise Agility by:
Linking technical change to business goals
Cutover’s Change Event Manager (CEM) provides a long-term view of planned change linked to business goals. When you enter a strategic goal into the Cutover dashboard, technology teams can associate their events with it. This makes it easy to see current progress and possible gaps in planning.
Providing enterprise visibility
The CEM view also makes it easier to avoid conflicts between release events by seeing what changes are coming in advance. Cutover allows you to do this at an earlier stage than with current change management processes.
Managing human and technical orchestration
Our aim is to make the transition between human and machine tasks seamless through integrations with enterprise tools. This reduces waste as a result of handoffs and provides visibility of the end-to-end process. Our understanding and experience highlight that 75% of delays and issues with activity flows are caused by the handovers between human and technical orchestration. Using Cutover to orchestrate these handoffs will make these seamless and significantly reduce timescales.
Cutover supports Enterprise Agility by helping enterprises to increase visibility, speed and collaboration across departments and geographies, allowing faster change that is linked to strategic business goals.
Head to our product page to find out more about the benefits of using Cutover's Change Event Manager.