agile games crm saturday

AXELISYSLean-Agility & CRM, New World Order Demonstrated through the medium of game

www.axelisys.co.uk @axelisys


Axelisys, Who Are We?

Built to help blue-chips & SME’s achieve the best business performance from their entire IT investment


Manchester Lean-Enterprise ArchitectsHistory Founded 2011 Manchester, UK Distributed, Chaordic Organisation 1-40 freelance & permanent staff

1x administration 1x business development 1x social media The remaining are IT staff

EU & Worldwide Presence Working Language: English Axelisys [HQ]

3 Piccadilly PlaceManchester M1 3BN


Client Sample…and many more


Core Affiliations

Trusted Global & National Partners Worldwide Accreditations Affiliated with Global Multinationals


Specialism: Lean-Enterprise, Agility High Value, Flexible Business Systems Engineers Combining to Innovate

Lean-Startup & Agile principles Continuous Improvement & Self-organisation DevOps & Automation

Hyper-collaborative Operations Scale based on demand Clustered, self-optimising operations Pay per feature

End-to-end Micro-entrepreneurship & Innovation


Knowledge Work: 7(+1) Wastes-the Same!

TransportInventoryMotionWaiting

Over-ProcessingOverproduction

Defects(the +1) Skills


Business Agility + Lean principles = Lean-EA

Agility is the ability of an organization to rapidly adapt to market and environmental changes… Ag

ile

Lean…in productive and cost-effective ways.


Game Time! Humpty-DumptyTiming is everything…


Game: Humpty-Dumpty• 4 volunteers (3 workers + 1 manager)• Manager keeps Time• 3 people to sing Humpty Dumpty, word-by-word• Every second, staff paid $100• Every second, manager paid $50• Every error, start again• Customer pays $400 for each Humpty Dumpty correctly

received when Done• Audience: Pay attention, I’ll ask you what you think


Reflection: Humpty-Dumpty• Anyone notice anything wrong?• How much money was made?• How many errors were made?• How many times did we switch from person to person? • Can we do better?


Game: Humpty-Dumpty Take 2• Same as before, except:• 3 Tracks in parallel• All sing humpty dumpty


Rule 1: Quit Multitasking!Each introduces extra cost for no added value = waste


The Organogram: Epitome of Evil?

Thousands to Millions of Value Transactions Each Week

Repo

rting

Val

ue 1

to 4

Tim

es p

er A

nnum

Actual Delivery

Work & Information don’t travel the same path

Upward motion introduces cost & delay for no value

The higher work goes, the bigger the loss

…and it’s exponential Each delay pays people to do

nothing …So they feel they have to look busy …and create unnecessary

projects/work. …Which impacts others too Rinse and Repeat


Rule 2: Align Functions to Value ChainMake sure all staff are part of multifunctional teams & incentivised on customer value


Wasteful CulturesWorkers

• Multitasking to fill time• Throwing work over the fence• “It’s your problem now!”

• Moving to get tools• Incentive not aligned with goal

of business

Managers

• Culture of “Busy foolishness”• Calling or being called into meetings• Not using skills of staff• Pushing work• Micromanagement• Discouraging independent thought• Dictating not Facilitating• Incentive not aligned with goal of

business


A: Servant Leadership, a Business Investment

image: Scrum Institute


Rule 3: Prioritise Value, Whole Value and Nothing but Value Don’t do anything that doesn’t deliver value


Meet Mani Quinne


The Key Concept in Innovation & Optimisation…

FEEDBACK!


Working to Get Feedback1. Hypothesis (business case)2. Figure out what you want to

measure3. Build something (fast and

effective) to measure it4. Let it loose in the wild5. Evaluate it’s performance


Game Time!

“I’m thinking of a

number…”

Question:

What strategies can you employ to find it?


Rule 4: Measure Just Enough & No More!Learn what’s important, ignore what’s not!


Game Time! Count the dotsScore-sheet Coming Round

1. Shown Patterns of Red Dots for 2 seconds

2. Count/Estimate Number of Dots3. 5 Second Countdown4. This will be repeated 10 times5. Swap Scorecards & Total Results

Yes, there is 3!

Question 1

5

3

12

4

Question 2

5

3

12

4

Question 3

5

3

12

4

Question 4

5

3

12

4

Question 5

5

3

12

4

Question 6

5

3

12

4

Question 7

5

3

12

4

Question 8

5

3

12

4

Question 9

5

3

12

4

Question 10

5

3

12

4

Game Over!(You can now relax)


“Previously on Red Dots Matter!”

1 2 3 4 5 6 7 8 9 100

10

20

30

40

50

60

70

80

Number of Wrong Answers v Total Variance aka "Amount you're out by"

Sum of total wrong dots Count of Wrong Dots


2. Think Small, Bigger Success Smaller Projects carry higher success

rates Larger projects have exponentially

higher risks and impact

TakeawayKeep Projects Small!Break large projects into smaller, value chain aligned deliverables


Think Small, Bigger Success

= 14,4

4

3

3= + = 10

9 1

• Split into Predictable Chunks, Then Aggregate• Use Small Chunks - Lowers Variability (& Confusion)• Beware Relationships! Any Relationship is Complex! Especially if Shared!• Use what you know as a baseline and LEARN!

• = More ‘Accurate’ Delivery!


Rule 5: All Good things in Small PackagesKeep work small. It reduces risk and delivers value earlier


Standard Risks: Traditional On-PremiseClassical Implementation Pre-Sales Consultancy/Solution Architecture Heavy CapEx

Servers Software & Licensing Development & Integration

In-house Maintenance & Production Support Once Bought & Built, it’s Bought & Built …but Maintenance costs continue Change business? Change infrastructure! Cannot pivot until break-even or project is

canned!

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37

£(10,000,000)

£(8,000,000)

£(6,000,000)

£(4,000,000)

£(2,000,000)

£-

£2,000,000

£4,000,000

£6,000,000

£8,000,000

Traditional IT Investment

Months

Cum

ulati

ve V

alue


Standard Risks: On-Premise v CloudLean-Agility & Cloud Near Zero Capital Expenditure Starts delivering value earlier Evaluate business case earlier PAYG/SaaS Model

Charged for utilised Compute & Storage Only Routine maintenance -> cloud provider’s problem

risk transfer Scale up & Down as required

Demand goes up/down -> Costs go up/down App needs increase/decrease->Costs increase/decrease

No minimum size Opens up to markets not previously available (e.g. SME’s)

Allows you to pivot from day 1!

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37

£(10,000,000)

£(5,000,000)

£-

£5,000,000

£10,000,000

£15,000,000

£20,000,000

£25,000,000

£30,000,000

Traditional IT Investment v Agile OpEx Models

Months

Cum

ulati

ve V

alue


How does Dynamics 365 help?Replaces CRM Online (Nov 2016) Simplified Pricing Model in `Dynamics

Business & Enterprise Editions UK Market has found Dynamics 365 licensing

confusing Heavily dependent on existing licensing Microsoft 3-year Transitional Pricing eases

move AX & Navision perpetual licensing may mean

sticking with them for now Yet, new SME’s can adopt at lower cost New Markets: 5.2 million UK businesses,

99.1% of which are SME’s

Business Edition Dynamics 365 for Financials*

Dynamics 365 for Marketing Dynamics 365 for Operations Dynamics 365 for Sales Dynamics 365 for Customer Service Dynamics 365 for Field Service Dynamics 365 for Project Service

Automation*Available Europe 2017/18


MS Dynamics 365: The Solution?Transport (Field Service, Project Service Automation)Inventory (Operations)Motion (Field Service)Waiting (Field Service)Over-Processing (Operations)Overproduction (Operations)Defects (Customer Service)(the +1) Skills (Project Service Automation)


Rule 6: Never Skimp on Quality!The later a defect, the more you lose!


Game Time! Flipping CoinsTwo People: Race to the top


Team A v Team B - Match the Pattern

Team A • Flip 1 coin• If it is NOT the first item in your

pattern• Keep flipping that coin again until

it is

• Move on to the next coin

Team B• Flip All coins• Q: Does it match the pattern? • If not, reject it, flip all 10 again• Keep flipping all of them until

you get your pattern


Team A v Team B - Takeaway• Keep testing quality and repairing at each stage• Rejections further down the line waste more (and so lose more) than

earlier in the line• Never pass a defect further upstream


Takeaways1: Quit Multitasking 2: Align to the Value Chain3: Prioritise Value, Whole Value and Nothing but Value4: Measure Just Enough & No More!5: Put all good things in small packages6: Never skimp on quality


Fin

Q&A


Thanks for WatchingSpeak & Social

Twitter: @axelisys, @EtharUKFacebook: fb.com/axelisysBlog: medium.com/tech-sojournaClarityfm: clarity.fm/EtharAlaliQuora: www.quora.com/profile/Ethar-Alali

Attribution All images courtesy of Google images and are the property of their respective owners

Ethar Alali @EtharUK @Axelisys

Managing Director & Chief ArchitectPolymath-MathMo. Programming since 9 years old. TOGAF 9 Certified, change agent. Blog: GoadingtheITGeek.blogspot.co.uk

Managing Director/CEO of Dynacognetics.Specialist Agile-EA, ICT Strategist & Advisor. Member of HiveMind Network.

Accredited Growth Voucher Advisor certified to deliver IT & Web Growth Consultancy to SMEs and Startups as part of the government’s Growth Voucher Scheme.

About Me

Accreditations & Associations

agile games crm saturday

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