 Hi all, good evening. This is my first presentation with Agile Network India. It feels great to be a part of this team. Hope you all are safe and feel great being a part of it. Today I will be talking on how you can transform the enterprise into a truly agile enterprise by evolving. So it's like a step by step approach which has to be taken. Agile has become the need of the hour. Embracing Agile, everybody wants to embrace Agile. Gone are the days when we had large companies would actually take over the smaller ones. But then now it's like the fast, the one which can actually give value to the customers quite fast are the ones which actually eat up the slower ones, however big they are. That is the new reality. When it comes to traditional enterprises with large distributed systems or teams, they build large solutions, reaping the benefits of true Agile is like far from reality. These firms must embark on the transformation journey. Adopting agile practices seems easily achievable for startups. So they are a quick close-knit team. They work closely and they will be able to easily take advantage of their close-knit way of working, the way they work and etc. But when you have large organizations, they have to go through a journey of, they actually start off with, might be they probably adopt tools, frameworks. But merely, I mean just picking up the tools will not work wonders. The magic will happen when you actually start, I mean, take up, impact some processes, structures, cultures, all together, all this together makes you achieve true business agility. The true business outcomes as well, right? So, I mean, this whole process requires time and effort. What we propose for the organizations which are large to take a journey, multi-step process that is the first step is to adopt agile. The second is to scale the teams, basically scaling and start working as a team of teams. And the next stage is to transform the entire enterprise into a truly agile enterprise. So any large enterprise will have many IT systems providing value to the customers. And so what happens is in the large enterprise, there is a yearly planning which happens right? And they start, might be they decide that this year we will start this set of projects. All these, they actually during their planning cycle, they decide the hundreds of projects which they will be doing. And then they keep tracking on basically yearly basis they track how much they have really achieved, things like that. So once the project is approved, it goes through a board, right? And once the approval is over, the teams are onboarded. And the teams will start off this agile adoption. The methods they would use is probably Scrum, Kanban, any of this. So executing and they execute the project. So they, here the scope is basically it is and it's like the annual projects are decided. And just in time, teams are built in, are bundled or brought in together, they execute the project and incorporate the quick feedbacks which come from their customers, right? Provide them immediate fixes, not fixes, basically provide them the values. But again, this is only a small set of project, right? So this is the beginning of adoption in which they actually learn, they embed the culture of providing incremental delivery and quick, having quick feedback loops and this agile mindset. All this actually settles in with the team. Now it's like the team is rightly enabled. But then you need to change. I mean, say, now these projects are all annually planned. When you're trying to say, you say, I don't need this project anymore, right? They will not be able to quickly take up the change. So this full process of annual planning is like a hindrance for them. The next stage is what they do as they think of working as a team of teams. They want to start delivering new initiatives, new, that is basically they're trying to scale up the program. So basically a program or a team of teams work together to deliver a bigger initiative to the business unit. And they also in this scaling option with when they start in this agile journey itself, when they start. So they take the time frame which was the early years now being shortened up to quarterly. So basically any changes which is required, say I don't need a set of initiatives, right? I can might be in the immediate coming quarter itself, you know, end that and then start off with a might be something more relevant to the project. So that way this is the quarterly plan. But now all these initiatives will be controlled by a portfolio team on top. So now this portfolio team becomes a bottleneck for you. So waiting for the portfolio to approve it. If the approval and things are going fine, it's fine. Otherwise this can be a bottleneck, but the team of teams can coordinate and synchronize the plan. All this would become a scaling mechanism for the teams. So running an agile program will enable basically enable you to in this quarterly time frames they'll actually inspect and adapt in this shorter horizon. The next so now that the team, so if you see in the previous one, the team has actually become agile. And now they actually have scaled themselves up to say initiative level. The next and the portfolio is governing that the next stage would be to actually achieve to agile the highest level of business agility. When in the sense it is like you don't need somebody to tell you a portfolio on or somebody just telling you this initiative. It should be more like the team feels the team requires I mean they actually sense what is the need of the customer and responds to the customer needs. I'm delivering the innovative solutions to the teams. This is like the final stage, the transform stage of this is basically of this journey of adoption of the agile metrics. So basically here what happens the team will have a cross functional stable cross function. So what we saw the team is basically they are pulling in people as and when they require as and when the project comes. But now here it is basically you have a cross functional team and that team is funded. We don't know what are the initiatives that this team has to work on, but the team is always funded. Based on say, if the team is not performing well, probably they will not fund that particular team. They will fund the team which is performing better. So that way they completely are empowered to and the team is completely empowered to identify and roll out the capabilities, which is something which is going to give maximum benefit to the customer. The outcome is basically you keep and what happens is see what we saw previously was there was a annual cycle then there's a quarterly. It is a continuous loop which happens and they keep delivering values as and when they I mean it's not like you need the quarterly cycle some portfolio manager to tell you right. The team is empowered, the team is a whole team the structure the team knows that this is what has to be done or I mean there is no boundaries. So suppose say in the previous in the scaling though we had multiple team of teams there might be dependencies between them. But here it is it's a whole team. So it's like the whole one complete team which is doing everything. So the dependencies are actually overcome. I mean we have broken that dependency on the broken those dependencies. Right and this roadmap this rolling roadmap which is being created by this whole team is aligned to the strategic goal. And it is incrementally being delivered by implementing the right set of agile processes CI CD practices. All these you will ensure that you will be rolling out continuous value to your customers. The ultimate goal of the enterprise is being extremely responsive creating right solution to the customer in the transform stage. This will empower the whole team to roll out new products new features continuously at rapid speed and maximum maximum value. Thus enterprises must make take a systematic approach towards moving towards scaling up and ultimately reaching the transform stage. Business agility in the true sense is about enterprise being ahead of the curve responding to customer needs faster right delivering innovative solutions. The whole process does not happen like overnight again in a big enterprise it cannot happen overnight. It has to be planned step by step they can actually say probably first you have to do that option. Now if the teams are adopted and they know agile they understand the practices and they have actually picked up what is best for them and taken it further. Then they will be able to achieve true agility during this journey at the end of every stage they have to keep tracking the results. Get to know what are the processes which work or they might have to change some process or such structure. And all these changes will have to be kept I mean it has to be taken frequently by the team the complete team the whole team which is there. We have multiple tools which are available for this to enable this scaling structure in the transformation. So Gile which is a product which I am from is an agile planning and delivery platform that enables enterprises through this evolutionary journey. I am not able to share my screenshots else I would have just shown you one of few parts of it. But Gile will help both Scrum and Kanban so at a team level you can have Scrum and Kanban teams and that can be the adoption stages enabled. Then you have the next layer of scaling which we support save less that all those frameworks. Please go ahead and I mean Gile is also available for one year subscription up to 20 users free. Please request you all to please visit our website www.gile.io to know more. Thank you for sparing your valuable time and I hope I am right on time. Thank you all be safe have a great evening.