Some takeaways from Evan Leybourn talk at the Agile People Sweden Conference 2018.

• The modern economy is characterized by volatility, uncertainty, complexity, and ambiguity (regardless of what your balanced scorecard tells you!)
• Only high-performing and adaptable (agile) organizations can leverage in this unpredictable market

• Trust is a key factor in organizations wishing to be adaptable with their customers
• Trust is practiced at different levels of the organization and its business (think of a pyramid structure)
• If contracting is the source of trust, then you’re not agile at the core but just around the edges
• Agility thrives with partnership; the highest level of trust

• Business agility doesn’t seem to have a clear definition which is actually a good thing! A definition may lock down the concept!
• Think of business agility as a common thread that binds and guides rather than directs into an uncertain future

• An organization can only be as agile as its least agile division
• The most recent constraining factors of business agility are not in IT, but in PMOs, finances, and HR (call these support functions)
• I don’t care if you release change every 11.6 seconds if it takes your HR department 3 months to hire somebody!

• Business agility has 9 domains grouped under 3 dimensions that are centered around the customer
• Each domain in each of the dimensions is equal, necessary, and interrelated
• Business agility emerges when an organization can be agile across all of these domains
• In all organizational aspects, change the question from “How much will it cost?” to “How much is it worth?”. That’s pretty much how business agility exists

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