Agility is not a Budget Line Item Reply


The last year has proven to be tumultuous for many companies and especially enterprise IT organizations. Interestingly, the challenges are not too different from what has existed for some time; a combination of delayed projects, failed attempts at introducing change and cost cutting pressure. These ongoing challenges have forced many of these organizations to put the brakes on when it comes to spending in areas that carry big names such as “enterprise agility” or “transformation”.

The added pressure of  defining “innovation” has meant that some companies are masking the requirements under more commonly accepted spending areas like digital and mobile, all for the sake of being assured funding will happen. Yet, the requirement to dramatically improve the end-to-end flow of the organization still exists and regardless of what names we assign to programs in order to gain funding, we will still need to fix the real problem of how we prioritize value in the business.

Would you agree that too much emphasis exists on labels such as agile, lean, transformation and so forth? Unfortunately agility is not a budget line item that gets defined and allocated during the annual budgeting rounds. People struggle with defining what it means for them and their organization and ultimately barriers exist to change. If we can’t allocate a number to agility then how else do we get it started apart from introducing tools and methodologies? One way is to get the decision makers and key influencers in the organization to talk openly about the views they have on topics like change and agility. To use a common quip, recognition is the first step to recovery.

So what are some of the common challenges preventing a more deliberate approach to change and that impact agility becoming more prominent in the funding discussion?

  • Prioritization is still a problem
    • The interesting this is that most people perceive the prioritization problem to be a resource problem, i.e. we don’t have enough people. This is often compounded by their suppliers telling them its a resource problem, for obvious reasons. It is however more often a structural problem and political challenge within the organization.
  • Capability and competency is a challenge
    • Organizations recognize the need to invest in their people and bring them up to speed on modern ways of working
    • There also appears to be a shift towards doing more work internally – the long-term dependence on large suppliers combined with problematic outcomes is causing many organizations to work with highly skilled niche players that bring core competencies but can also work alongside their staff to mentor and pass on skills
    • The reality of single skilled people in siloed organisations is causing problems. Organizations are struggling with how to leverage learning across the wider organization and how to best invest in this is becoming increasingly difficult. In the world of agile for example, learning how to best apply practices has been limited to short-term classes that don’t yield learning that sticks. With the introduction of work based learning in the agile space, this changes the landscape and solves this problem for companies and individuals.
  • Organizations are moving away from big project mentality
    • There appears to be little to no appetite for massive big program investments. While the interest to deliver software projects incrementally has been in play for some time and has proven effective, the same interest now exists in understanding how to deliver change incrementally across the wider organization.
    • The common pain point here is how do you make incremental change when trying to do system replacements. How do you know and define the appetite for change and do it in a manner that keeps people motivated and engaged and not overwhelmed. There is a real desire to learn how to do this within many organization but for many, years of doing things a particular way prevent them from going forward.

You will likely have other challenges that are equally as prominent to your specific situation so these three are really to get the conversation stirring. It is these types of challenges that have made it harder for companies to be courageous on doing a wider transformation, especially where the application of new thinking makes sense. As it relates to enterprise agility or agile transformation, the trepidation and hesitation often relates to these three areas.

  1. Funding model
    • The overall approach to funding, budget allocation and IT being seen as a cost centre.
    • The annual funding cycle drives the exact opposite behaviour than an agile approach needs, i.e. it looks for certainty.
    • The funding approach appears to be the sacred cow in most organizations.
  2. Change is still a big word
    1. A general apathy towards change still exists – this apathy is often driven by the fear of disrupting things too much, again the appetite for change is what is not often defined
    2. A concern in some organizations that change is being driven from or perceived to be driven from the IT department. The general view is that IT departments do need to change but are there to serve the business. In several cases the business does believe they need to change to support IT.
  3. Resource Management
    1. Balancing the cost/investment of staff from both a permanent and contractor/supplier perspective is still a challenge. For example, the inability to view spend on full-time staff as actual spend is a common area of neglect.
    2. Organizations need, at the very least, to look at the opportunity cost of their FTE spend and then identify where the real gaps in competency and skills exist. From there it becomes a productive exercise in determining how to best fill those gaps with outside skills and/or learning.

Let’s bottom-line this discussion. Enterprise agility is an outcome not a budget line item. That said, to get to that outcome, companies can take specific actions that can be funded like any other program effort yet with very different results.

Contributions to this article were made by my colleague, Brian Hanly

Announcing emergnEnablement Reply


It is a very exciting time here at emergn!

On March 10, 2010, we officially announced the launch of emergnEnablement™, something we refer to as our unique problem-centric and value-driven continuous improvement platform. I realize that this is a mouth full but we felt it was important to call out the two primary reasons why this one-of-a-kind business agility tool is the culmination of more than a decade of experience from delivering change and improvement programs within global enterprises – and it will change how organizations view inherently agile and lean business agility partners versus traditional agile consultants.

One of the largest challenges that customers face is trying to understand the impact that lean and agile practices can have in their organization. Customers are not only trying to figure this out but are bombarded with external service providers that claim to have the answer. In other words, there is an emphasis on “solutionizing” the customer’s problem before understanding it.

This is why emergnEnablement has been so important for our customers and us. It is founded on the need to first understand the problem that must be solved and how that problem is impacting the values a company wants to achieve or maintain. The power of the platform is that it helps customers arrive at the grouping of practices that will best solve the problem. Customers also have the assurance knowing that the practices represent work from peer organizations, real work that had real results.

The difference between a good inventor and a great inventor is that the great inventor acted on the idea. The emergnEnablement platform represents a group of very capable people who have acted on the idea and belief that there are better ways to solve customer problems.

Most important though, is how emergnEnablement facilitates continuous improvement from the top level of an organization all the way down to a single individual – being mindful to appreciate the value of every employee and encourage successful skills transfer across the board. This practice is part of emergn’s core values and creates what we believe is true enablement – something that’s frequently sold to enterprises but rarely delivered. emergnEnablement delivers on that promise.

For more information, review our press announcement or leave a comment to this post.