transforming the enterprise - the vicinity agile journey

AGILE

TRANSFORMING THE ENTERPRISETHE VICINITY AGILE JOURNEY

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THANK YOU 1st CONFERENCE@eduagileeleven

ABOUT USEDUARDO NOFUENTES

Lean and Agile Coach | Founder @ The Agile Contact Centre | Founding Partner @ The Agile Eleven

DAMIANZAHRAGeneral Manager People & Culture @ Vicinity Centres

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ABOUT VICINITY

Vicinity was created through the merger of two of Australias major retail property groups, Federation Centres and Novion Property Group in June 2015

Vicinity is a top 30 ASX listed business

Vicinity own approximately $14.9 billion in retails assets and manage some $24.5 billion in assets across 91 propertys under management

Assets like Chadstone, Emporium. Chatswood Chase and DFO to name a few

Employ approximately 1,300 people across the business

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The transformation was led by the People & Culture Team and endorsed by the EGM of People & Culture, Marketing and Digital.

Agile ways of working was one of the leavers in the Culture Roadmap.

So we started working with the People and Culture Team and Marketing Teams.

HOW EVERYTHING STARTED

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EARLY OBSERVATIONS

Lack of TRUST in teams due to merger

COMMAND and CONTROL management approach

Everyone was working on the SHORT TERM

or in other wordsTHE SAME AS 95% OF WORKPLACES IN THE WORLD@eduagileeleven

THE THREE WAVES OF AGILEThe three Waves of Agile by Charlie Rudd Solutions IQ

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THE FIRST WAVE

AGILE TEAMS@eduagileeleven

AGILE EDUCATION

PURPOSE LED TEAMS

WORK DRIVEN BY TEAM MEMBERS

IMPROVED TRUST & COLLABORATION

THE FIRST WAVE AGILE TEAMS

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THE FIRST WAVE

AGILE EDUCATION@eduagileeleven

ag-ileadjective

the ability to move quickly and easilyWHAT IS AGILE?

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AGILE IS A MINDSETRespect for the worth of every person

Truth in every communication

Transparency of all data, actions, and decisions

Trust that each person will support the team

Commitment to the team and to the teams goals - CollaborationKEY BEHAVIOURS THAT ENABLE THE AGILE MINDSETAgile Principles and Values by Jeff Sutherland

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WHAT IS AGILE?

From the article What is Agile by Steve Denning Image from Ahmed Sidky

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THE FIRST WAVE

PURPOSE LED TEAMS@eduagileeleven

VICINITY PURPOSE

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INDIVIDUAL TEAMS PURPOSE

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THE FIRST WAVE

WORK DRIVEN BY THE TEAM@eduagileeleven

90 DAYS PRIORATISATION SESSIONS

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VISUALISATION OF WORK

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90 DAYS WALLS FOR OPERATIONAL TEAMS

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90 DAYS WALLS

PEOPLE & CULTURE@eduagileeleven

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90 DAYS WALLS

GROUP STRATEGY

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90 DAYS WALLS

SUSTAINABILITY

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90 DAYS WALLS

CAPITAL & DEVELOPMENT ACCOUNTING@eduagileeleven

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90 DAYS WALLS

PLANNING & ANALYSIS

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90 DAYS WALLS

GOVERNANCE@eduagileeleven

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90 DAYS WALLS

HEALTH & SAFETY@eduagileeleven

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90 DAYS WALLS

LEASING ADMINISTRATION@eduagileeleven

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90 DAYS WALLS

DATA & INSIGHTS

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90 DAYS WALLS

TAX TEAM@eduagileeleven

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B.A.U. WALLS FOR B.A.U. TEAMS

TALENT ACQUISITION@eduagileeleven

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B.A.U. WALLS

P&C SHARED SERVICES@eduagileeleven

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B.A.U. WALLS

IT SERVICE DESK@eduagileeleven

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B.A.U. WALLS

RETAIL MEDIA@eduagileeleven

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B.A.U. WALLS

ACCOUNTS RECEIVABLE@eduagileeleven

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B.A.U. WALLS

KEY NATIONAL ACCOUNTS@eduagileeleven

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B.A.U. WALLS

SERVICE INCOME TEAM@eduagileeleven

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B.A.U. WALLS

FINANCIAL CONTROL OPERATIONS@eduagileeleven

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B.A.U. WALLS

ACCOUNTS PAYABLE@eduagileeleven

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B.A.U. WALLS

INTERNAL COMMS

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B.A.U. WALLS

INTERNAL AUDIT@eduagileeleven

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B.A.U. WALLS

BUDGET FY18

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B.A.U. WALLS

REVENUE ADMINISTRATION

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B.A.U. WALLS

REVENUE ADMINISTRATION

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THE FIRST WAVE

IMPROVED TRUST AND COLLABORATION@eduagileeleven

DAILY STAND UPS

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DAILY STAND UPS

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DAILY STAND UPS

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DAILY STAND UPS

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DAILY STAND UPS

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DAILY STAND UPS

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DAILY STAND UPS

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DAILY STAND UPS

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DAILY STAND UPS

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RETROSPECTIVES

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RETROSPECTIVES

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RETROSPECTIVES

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RETROSPECTIVES

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100% OF PEOPLE AGREED COMMUNICATION IMPROVED

92% AGREED COLLABORATION WITHIN THEIR TEAM IMPROVED

92% AGREED PRODUCTIVITY IMPROVED

75% AGREED THEY WERE MORE ENGAGED AT WORK

61% AGREED THERE WAS BETTER COLLABORATION WITH OTHER DEPARTMENTSSOME RESULTS

EXTRACTED FROM A SURVEY TO THE TEAMS

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THE SECOND WAVE

AGILE AT SCALE@eduagileeleven

BUILDING A LEAN CULTURE

ORGANIC GROWTH

AGILE (BRAVE) LEADERSHIP

THE SECOND WAVE AGILE AT SCALE

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THE SECOND WAVE

BUILDING A LEAN CULTURE@eduagileeleven

I DONT MEAN THIS

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Build a culture in your organisation or team where the focus of everyone is on: eliminating waste, adding value for the customer and improving the flow of work.Value is always defined by the customerAny activity that is unproductive or does not add to the value of product is waste The Toyota SystemLEAN CULTURE: WASTE, FLOW AND VALUE

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LEAN CULTURE: SIMPLICITY

BUSINESS MODEL CANVAS

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LEAN CULTURE: SIMPLICITY

A3 INITITIVES TEMPLATE

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LEAN CULTURE: CONTINUOUS IMPROVEMENT

IMPROVEMENT KATA MODELThe Lean Enterprise Humble, Molesky & OReilly@eduagileeleven


IMPROVEMENT KATA MODEL

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IMPROVEMENT KATA MODEL

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THE SECOND WAVE

ORGANIC GROWTH@eduagileeleven

ORGANIC GROWTH

MEET ANDREW NORTHLAND SHOPPING CENTRE MANAGER@eduagileeleven

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ORGANIC GROWTH

NORTHLAND TRELLO MAINTENANCE BOARD@eduagileeleven

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THE SECOND WAVE

AGILE (BRAVE) LEADERSHIP@eduagileeleven

The role of leaders is crucial to drive an agile transformation of a team or organisation; but it requires the courage to unlearn Command and Control management practices and learn a new way of leading teams based on a Servant Leadership style. It is amazing what you can accomplish if you do not care who gets the credit Henry TrumanAGILE LEADERSHIP

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Agile leaders have a clear vision of where they want to go and are comfortable having a vague plan on how to get there.

Agile leaders use their strong communication skils storytelling and listening to inspire, motivate and share the vision with others.

Agile leaders are willing to take risks and imperfect actions, unafraid to admit what they do not know.

AGILE LEADERSHIP: SETTING THE VISION

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The primary function of an agile leader is to nurture culture through values and develop other leaders.

An agile leader cultivates a culture of trust, respect, honesty and transparency and believes everyone is already doing their best.

An agile leader fosters a safe environment where people are willing to do the unexpected and challenge the norm.

AGILE LEADERSHIP: BUILDING THE CULTURE

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An agile leader adopts and institutes leadership aimed at helping people to do a better job.

An agile leader has the ability to drive, inspire and embrace change and continuous improvement.

An agile leader uses lateral thinking and has the ability to find innovative ideas and solutions to problems.

AGILE LEADERSHIP: IMPROVING THE SYSTEM

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AND THEN THIS HAPPENED

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AND THEN THE DIGITAL TEAM LANDED

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THE THIRD WAVE

BUSINESS AGILITY@eduagileeleven

TRUE CUSTOMER FOCUS

HORIZON BASED PORTFOLIO MANAGEMENT

THE THIRD WAVE BUSINESS AGILITY

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THE THIRD WAVE

TRUE CUSTOMER FOCUS@eduagileeleven

We must shift the focus of companies back to the customer and away from shareholder value. Companies should place customers at the center of the firm and focus on delighting them, while earning an acceptable return for shareholders.the only valid purpose of a firm is to create a customer Peter DruckerAVOIDING THE SHAREHOLDER VALUE TRAP

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Use a Systems Thinking or a Design Thinking approach to the way you structure your teams and organisations starting with the customer firstAVOIDING DEPARTMENTAL SILOS

To manage an organisation as a system means understanding how work flows from and to the organisations customers. John Seddon

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VICINITYS 3RD WAVE

FROMTOCUSTOMER FOCUSEDSHOPPING CENTRE LANDLORD CREATING THE MOST VALUED RETAIL EXPERIENCES FOR CONSUMERS AND RETAILERSASSET MANAGEMENT INNOVATIONPROJECT LED PRODUCT LED SHAREHOLDER FOUCUSEDDEPARTAMENTAL SILOSCROSS FUNCTIONAL SQUADS@eduagileeleven

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THE THIRD WAVE

HORIZON BASED PORTFOLIO MANAGEMENT@eduagileeleven

THE THREE HORIZONS

The Lean Enterprise Humble, Molesky & OReilly

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WHAT HAS BEEN ACHIEVED?

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IMPROVED STAFF ENGAGEMENT

IMPROVED COLLABORATION

SUCCESFUL INTEGRATION OF TWO LARGE ENTERPRISES IN 12 MONTHSWHAT HAS BEEN ACHIEVED?

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AND NOW WHAT?

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THE THREE WAVES OF AGILEThe three Waves of Agile by Charlie Rudd Solutions IQ

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CONSOLIDATE 3RD WAVE

KEEP SUPPORTING AGILE LEADERSHIP

PEOPLE & CULTURE BUSINESS PARTNERS AS AGILE CHAMPIONS

THE FUTURE

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WHAT HAVE WE LEARNT?

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AGILE WORKS AS A CHANGE AGENT AT ENTREPRISE LEVEL

LEAD WITH THE MINDSET

ORGANIC APPROACH NOT TOP DOWN

TAILORED APPROACH TO SUIT EACH TEAMS NEEDS AND THE BUSINESS

GENTLE APPROACHWHAT HAVE WE LEARNT?

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BE GENTLE

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THANK YOU

Eduardo NofuentesThe Agile [email protected]

Damian [email protected]

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