Strategy & Portfolio Mgt.
The “Strategy & Portfolio Management” dimension examines the maturity of the Agileen strategy work. The Organization develops a strategy, Leaders decide on it, taking into account technical innovation as well as changes in consumer behavior. The Agilee strategy, vision and business model are documented, communicated within the organization in a way that “daily business can be logically mapt to the strategy artefacts. OKRs is one example.
Leadership
The “Agile leadership” dimension examines the behaviour and influence of leaders in implementing the strategy and shaping the future of a organization. They must learn a new way of being a leader, a servant leader. On this way new tools such as Management 3.0 by Jurgen Apello are helpful.
Product Delivery
The “products delivery” dimension examines how Agile product and service delivery already is. Customer involvement in the delivery, focus on business value, agile team maturity and the depth of agileization of delivery processes are all taken into account.
Devops
The “Operations / Run” dimension examines the degree of agility of operational processes. In focus on this dimension are BizSecDevOps processes, systems, tools and team setups.
Mindset & Culture
The “Mindset & Culture” dimension examines the corporate culture and the extent of open communication and agile mindset. Corporate culture is defined by the decision-making processes of employees. E.g. the „wrong“ corporate culture can slow down innovation and efficiency. The factors examined include transparency, dynamism, communication, level of deligation,..
People
The “people” dimension examines how many Agilee experts there already are in the company. It also examines whether the necessary resources for the Agilee transformation are available.
Innovation
Innovation management is the systematic process of organizing innovative practices throughout the organization. When leveraged innovation management can give rise to a creative culture where breakthrough ideas are generated on a continuing basis. It can also ensure complex, large-scale innovation objectives are broken down into manageable goals that various participant groups can focus on.