A Disciplined Agile Enterprise (DAE) is able to sense and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Such organizations require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation.
The DAE layer is one of the four layers of the Disciplined Agile (DA) tool kit, overviewed in Figure 1. These layers are: Foundation, Disciplined DevOps, Value Streams, and Disciplined Agile Enterprise (DAE). This blog focuses on the DAE layer.
The Disciplined Agile Enterprise (DAE) layer encompasses the capabilities required to guide your organization, to coordinate the teams/groups within your organization, and to support the value streams offered by it. Figure 2 summarizes the DA tool kit and Figure 3 overviews the process blades that are specific to the DAE layer. Several process blades of the DAE layer - Research & Development, Business Operations, Strategy, Governance, Marketing, Continuous Improvement, and Sales - are shared with the value streams layer. The are "shared" in that the scope of these process blades may focus on both the entire organization and specifically on individual value streams. For example, a financial institution may execute an organization-wide marketing strategy as well as specific strategies for their retail and corporate value streams.
Expanding upon the value streams layer, the DAE layer adds the following blades:
The asset management process blade addresses the purposeful creation (or rescue), management, support, and governance of organizational assets. This includes financial, inventory, contractual, risk management, and strategic decisions of these organizational assets.
The enterprise architecture (EA) process blade overviews how a Disciplined Agile EA team will work. An agile enterprise architecture is flexible, easily extended, and easily evolved collection of structures and processes upon which your organization is built. The act of agile enterprise architecture is the collaborative and evolutionary exploration and potential capture of an organization’s architectural ecosystem in a context-sensitive manner. The implications are that enterprise architects must be willing to work in a collaborative and flexible manner and that delivery teams must be willing to work closely with enterprise architects.
The finance process blade addresses a collection of potentially competing goals, such as ensuring cash flow within your organization, ensuring your money is being spent well, taxes are minimized, spending is properly tracked and recorded, and legal financial reporting is being performed properly. All of this will be performed in a manner that is compliant with applicable financial regulations, such as Financial Accounting Standards Board (FASB) and International Accounting Standards Board (IASB) guidelines.
The information technology (IT) process blade encapsulates the activities required to provide IT capabilities to the rest of the organization. This includes managing information technologies, data resources, applications, and IT infrastructure.
The aim of the Legal process blade is to ensure that your organization works within the parameters of the law of any and all legal territories in which you operate. Your legal team will work closely with your vendor management people on (Agile) contracts; with your people management team to ensure that their strategies reflect the local statutes and to help educate staff in legal concerns; with your marketing team to guide what they’re legally able to promise; with your strategy team to ensure the direction they're taking the organization is legally viable; and with governance to understand the legal implications of applicable regulations.
The aim of the people management process blade is to attract and retain great people who work on awesome teams. People management goes by many names, including human resource (HR) management, human relations (HR) management, talent management, staff management, people operations, and work force management to name a few. This process blade addresses strategies for forming teams; helping people to manage their careers; training, coaching, and educating people; human resource planning within your organization; managing movement of people within your organization; reward structures; and governing people management efforts.
The transformation process blade captures advice for how to redefine, and then reengineer, your organization. This includes understand the current context, identifying the desired future, identifying how to measure the success of the transformation, identifying a likely strategy for moving towards the desired state, and then executing on that strategy. Throughout a transformation you will constantly gauge your progress and the desired target state and adjust according. This process blade leverages the advice of PMI's Brightline Initiative.
The aim of the vendor management process blade, sometimes called supplier management, is to help obtain and then manage offerings (products, services, and intellectual property) from other organizations. To do this your vendor management team will collaborate with other parts of the organization to help them understand their needs (if any), identify potential vendors that can fulfill those needs, work with legal to develop appropriate contracts, address vendor-related risks, help monitor and manage vendors, and eventually close out any contracts.
On Monday I attended a talk by Mike Rosen about successful Digital Transformation. As always, Mike’s presentation was very insightful. One of many points that he made is that most organizations are struggling with the current talent shortage, something that in my experience has been a problem worldwide for several years and will continue to be so.
There are many reasons for why there is a talent shortage:
Here are a few things that your organization can do to start addressing its talent shortage:
The primary reason why there is a shortage of talented people is because organizations are underinvesting in the learning paths of their staff. If you want talented people you’re going to have to help create them.