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Dr. Marcus Raitner | 20. November 2018
Twitter: @marcusraitner
GAME CHANGER: 100% AGILE.
OUR JOURNEYTO A 100% AGILE IT ORGANISATION.

Die Jury sagt: "Für seine
Pionierrolle in Sachen
unternehmesweite Agilität
– gegen alle Widerstände
und mit Strahlkraft weit
über die IT-Abteilung
hinaus –verleihen wir
Klaus Straub, CIO der
BMW Group, den
diesjährigen Innovation
Award im Wettbewerb CIO
des Jahres."

V AmbiguousComplexUnpredictableVolatile
U C A
OUR WORLD CAN BE DESCRIBED WITH 4 LETTERS…
Dr. Marcus Raitner, BMW Group IT | Agile Leadership Nürnberg #ALNU18 | 20. November 2018 Page 3

Seite 4
VUCA: MORE THAN EVER!
Dr. Marcus Raitner, BMW Group IT | Agile Leadership Nürnberg #ALNU18 | 20. November 2018

Seite 5
MANYNEW PLAYERS.

PROJECTS ARE OFTEN CHALLENGED OR EVEN FAIL.
Further analytical result:
• „Very few large projects perform welltothe project management triple constraints of cost,time, and scope.“
*Standish Group Chaos Report
Dr. Marcus Raitner, BMW Group IT | Agile Leadership Nürnberg #ALNU18 | 20. November 2018 Seite 7

THE SOLUTION: AGILE PROJECTS! REALLY?
Agile projects have a significantly higher success rate,
but still over 50% of projects are either challenged or do fail.
Source: https://www.scrumalliance.org/community/articles/2015/october/adopt-scrum-for-competitive-advantage

Seite 9
THE CORE OF OUR AGILE TRANSFORMATION: FROM PROJECTS TO PRODUCTS
Project A
Project C
Project D
Focus on Projects
OPERATIONS
Project B
System
1
System
2
System
3
System
4
System
5
Backlog Backlog Backlog
Focus on Products
System 1
System 2
System 3
System 4
System 5
Lean Sync only if necessary
Product 1
System 1
System 2
Product 2
System 3
System 4
Product 3
System 5
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Implementation will exclusively be done within products. Projects are only for synchronization purposes – if required at all.

THE FOUR PILLARS OF OUR AGILE TRANSFORMATION.
PROCESS TECHNOLOGY
STRUCTURE CULTURE
100%
Agile
Page 10

STRUCTURE: FACTS & FIGURES TOWARDS A 100% AGILE ORGANISATION.
~1,600 change disciplinary manager
~2,800 employees with a new department code
Restructuring of:
11 main departments,
47departments,
152groups
152 DevOps groups, created with ~2,200 Dev
and ~530 Ops employees with IT product responsibility.

PROCESS: PRODUCT ORIENTATION, DEVOPS AND ENABLING PROCESSES.
Process ModelProduct Portfolio
Steering Model Agile Working Model
defines WHAT
defines WHEREBY
and WHERETO
defines WITH WHOM and WHEN
defines HOW

TECHNOLOGY: ESSENTIAL ENABLER FOR BECOMING AGILE.
Micro Service Architecture Continuous Integration /
Deployment
Cloud

Self-organizing teams
with end-to-end
responsibility
The skills of each team
member is important and
appreciated
Continuous feedback and
transparent
communication
Managers trust their self-
organizing teams
Feedback and
confession of
failure require trust
Be open minded &
exchange best practices
and mistakes
CULTURE: APPRECIATION, TRUST, RESPONSIBILITY, OPENNESS AND
TRANSPARENCYENABLE A STRONG LEARNING CULTURE.

AGILE LEADERSHIP
MANIFESTO.
We believe inthe creativity and motivation
of all human beings.
We consider leadership as pivotal in a highly
networked and highly complex world.
We understand thetask of leadership as
serving life and striving for conditions in
which people, intheir diversity, can
contribute inthe best possible way and in
whichthey can develop themselves and
work effectively together.
THESE VALUES ARE IMPORTANTTO US:
Unleashing human potential over employing human resources.
Diversity and dissent over conformity and consensus.
Purpose and trust over command and control.
Contributions to networks over position in hierarchies.
Growing leaders over leading followers.
Courageously exploring the new over efficiently exploiting the old.
That is, while there isvalue inthe items on the right, wevalue the items onthe left more.Inspired by: http://humanleadershipmanifesto.org/

FIRST RESULTS PROVE THAT WE INITIATED THE RIGHT JOURNEY…
Customer satisfaction
from insufficient to good
within 6 months.
Time from change request
to go-live decreased
from 4 months to 3 weeks.
Number of tickets
decreased by 72%
in three months.
„Ich habe die letzten 25 Jahre noch nie erlebt,
dass Bugs wie auch Neuanforderung in so kurzer
Zeit, und in einer entsprechend sehr guten
Qualität, umgesetzt wurden.“
Stefan Ingerl, Process Owner
„Die Transparenz und Kommunikation bei der
Umsetzung verschiedener Themen hat sich um
ein vielfaches verbessert.“
Nicola Achatz, Process Owner
Customer Focus Time to market Quality
SAP Everest (prototype construction)

The big question is always, do we car
manufacturers learnto become tech
companies more quickly than atech
company learnsto be an automotive
player?
Peter Schwarzenbauer

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Agile Leadership 2018 #ALNU18 Game Change 100% Agile

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