What is Agile enterprise?
An agile organization is not one that uses boards and daily stand-ups, but one that decides and delivers faster because its teams have a clear mission, autonomy and the resources to accomplish it.
We help move from pilots to scale: we diagnose maturity, design the operating model by squads and tribes, launch visible pilot teams and adjust roles, governance and budget based on what is learned.
The change reaches the leaders: OKRs connected with the strategy, quarterly planning cadences and flow metrics that show whether the organization is delivering value faster.
The problems clients bring us
Why does it take us so long to launch something new?
Projects that go through many areas and approvals before reaching the customer.
Do agile pilots fail to scale?
Isolated agile teams within an organization that keeps planning and funding in the traditional way.
Do business and technology work separately?
Requirements that go back and forth between areas without a single owner of the outcome.
Do priorities change every week?
Too many workstreams open at once and little clarity about what matters most.
Are leaders still managing the way they used to?
Managers who control tasks instead of defining objectives and removing obstacles.
How do we know if we are more agile?
No flow or outcome metrics showing whether delivery is improving.
Our approach, applied to Agile enterprise
The same four phases of «Our approach», with what we do and what we deliver in each one.
The path of an agile transformation
- 01Maturity diagnosisWhere the flow of work stalls and how ready the organization is.
- 02Target modelStructure by missions, key roles and portfolio governance.
- 03Visible pilotsCross-functional squads with OKRs and boards.
- 04Scaling in wavesQuarterly planning and coaching for leaders and teams.
- 05A playbook of your ownPractices tailored to keep evolving without depending on third parties.
We use a problem-solving structure to frame hypotheses.
Interviews, surveys and team observation to measure agile maturity and readiness for change, and to identify where the flow of work stalls.
DeliverableAgile maturity diagnosisWe break the problem down into a MECE structure.
We define the structure by customer or product missions, the key roles and portfolio governance, and choose the most visible and relevant pilots.
DeliverableTarget operating model designWe build the business cases and the structure of each initiative.
Pilots with cross-functional squads, OKRs and boards. What is learned becomes the case for scaling and for adjustments to roles, budget and processes.
DeliverableAgile operating modelWe provide support with a dedicated, full-time on-site team within the organization.
We scale in waves, with quarterly planning, coaching for leaders and teams, and a custom playbook so the organization can keep evolving without depending on third parties.
DeliverableCadences and flow metrics
What does the diagnosis review?
Operating model by tribes, squads and chapters
- Portfolio committee
- 01Customer tribeSquad 1Squad 2Squad 3
- 02Channels tribeSquad 1Squad 2
- 03Platform tribeSquad 1Squad 2Squad 3
- Product chapter
- Engineering chapter
- Data chapter
- Strategy and OKRsHow strategy translates into objectives and key results for each team.
- Structure and teamsSquads, tribes and chapters aligned with customers or products.
- Governance and portfolioQuarterly prioritization, funding and planning.
- Leadership and cultureThe role of leaders, autonomy and the way decisions are made.
- Practices and flowCadences, boards and delivery metrics.
- Enabling technologyTools, automation and architecture that make fast delivery possible.
How is an agile organization governed?
Change advances in waves, from the diagnosis to a playbook of your own, and work is governed by levels with short cadences.
From pilot to scale
- 01Diagnosis
- 02Visible pilots
- 03Model adjustment
- 04Scaling in waves
- 05A playbook of your own
- Retrospective and adjustment
Levels of agile governance
What stays in your organization
- Agile operating model
- Structure, governance and funding model for work organized in teams with a business mission.
- Squads and roles
- Cross-functional teams with product owners, clear roles and defined responsibilities.
- Cadences and flow metrics
- Quarterly planning, team rituals and delivery and outcome metrics.
- OKRs connected with the strategy
- Objectives and key results by tribe and squad, reviewed every quarter.
- Agile playbook
- Practices tailored to the company for scaling to new areas.
- Leadership development
- Leaders prepared to lead by objectives and support autonomous teams.
Where do we apply it?
Led by Benká Consulting, with the rest of the holding when the challenge calls for it.
