Course Details

This course is appropriate for a wide range of professionals but not limited to:

• Chief Information Officers (CIOs) and Chief Operating Officers (COOs)
• Directors of Strategy and Business Transformation
• Heads of HR and Organizational Development (OD)
• Portfolio and Program Management Office (PMO) Leads

• Expert-led sessions with dynamic visual aids
• Comprehensive course manual to support practical application and reinforcement
• Interactive discussions addressing participants’ real-world projects and challenges
• Insightful case studies and proven best practices to enhance learning

By the end of this course, participants will be able to:

• Apply Agile and Lean principles to non-IT business functions, including marketing, finance, and HR.
• Design and implement an adaptive organizational structure (e.g., networks, tribes, squads) for strategic responsiveness.
• Utilize Objectives and Key Results (OKRs) to align work across the entire enterprise to strategic outcomes.
• Establish a Strategic Portfolio Management approach that prioritizes value over volume of work.
• Identify and remove organizational bottlenecks and waste (Muda) using Lean thinking.
• Foster a culture of experimentation, psychological safety, and rapid learning essential for business agility.

DAY 1

Foundations of Business Agility

• Welcome and introduction
• Pre-test
• The need for business agility in a disruptive world (VUCA)
• Core principles of Agile (Scrum, Kanban) applied at the enterprise level
• Differentiating between operational efficiency and strategic responsiveness
• Assessing the organization's current maturity and pain points

DAY 2

Agile Strategic Planning and OKRs

• Techniques for continuous strategy formulation and refinement
• Introduction to the Objectives and Key Results (OKRs) framework
• Cascading OKRs for enterprise-wide alignment and focus
• Strategic Portfolio Management: Funding value streams over projects

DAY 3

Designing the Adaptive Organization

• Principles of organizational design for flow and speed (e.g., Conway’s Law)
• Designing and scaling Agile structures (e.g., SAFe, Spotify Model)
• The role of leadership in decentralized decision-making
• Reimagining HR processes (recruitment, performance management) for Agility

DAY 4

Culture, Lean Thinking, and Value Flow

• Fostering a culture of psychological safety and servant leadership
• Identifying and eliminating waste and non-value-add activities (Lean tools)
• Measuring and visualizing the flow of value through the organization
• Managing organizational change and resistance during transformation

DAY 5

Implementation Roadmap and Sustainability

• Developing a phased implementation roadmap for business agility
• Metrics for organizational agility and strategic outcomes
• Case studies of successful enterprise Agile transformation
• Post-test
• Certificate ceremony