There used to be saying you’d often hear: “The more things change, the more they stay the same.” For many executives these days, however, it can be a little difficult to see much that’s stayed the same over the course of the past several months.
As I meet with enterprise leaders, I continue to be amazed at the scope of the change they’ve had to navigate, and the continued adaptation they’re being required to make. This is especially true for digital transformation initiatives in enterprises, which have morphed, intensified, and, most critically, accelerated dramatically. It’s not uncommon to hear about timelines for teams’ key initiatives being shortened by two to five years. You don’t meet this kind of fundamental shift by tweaking around the edges. In order to realize this objective, the vast majority of organizations will need to reinvent their organizational and operational models.
More than ever, it will be vital for teams to realize the full promise of Agile at scale. It will be incumbent upon teams to try new ideas by shipping small pieces of new functionality, getting immediate feedback, and quickly determining whether to expand upon a concept or toss it out and try something new.
As executive teams look to respond to their organizations’ urgent transformation objectives, value stream management (VSM) has emerged as a key strategic framework. VSM is a lean business practice that offers strategies for optimizing the end-to-end flow of value, from establishing business objectives and investment plans to customer delivery. By applying VSM strategies, teams can achieve these advantages:
VSM requires a move from focusing on optimizing separate tools, teams, and departments, toward an emphasis on optimizing the flow of products and services horizontally, beyond IT and across the organization. To address these objectives, teams need a VSM platform, one that enables every role to manage, track, and analyze value streams from end to end, and in a unified fashion, through a consistent value orientation and methodology.
To capitalize on VSM, teams need platforms that address the requirements of each of these audiences:
To capitalize on the benefits of VSM, teams need the right platform, one that fosters agile management at an unprecedented scale. To do so, teams require an end-to-end view of value streams, not just across IT but across the entire business. Broadcom recently unveiled a new release of its ValueOps platform that uniquely addresses these requirements, helping teams establish alignment across tools, teams, and departments. To learn more, see my recent blog post.