The Adaptive Organisation is one within which Agile Principles pervade all areas of the business – in a nutshell it’s a business where:

• All areas of the business are able
• To modularise, iterate and improve the service they give
• In line with a clearly understood value priority list
• To support both internal and external clients.

A classic example would be an HR function for whom all internal clients are NOT equal but which can clearly see the internal clients whose support deserves priority. It can then deliver this in a modular fashion that can work ‘within’ that client’s needs and can retain a level of resource to progress internal improvements to their ways of working. It’s not a pipedream – but it does need a well-established adaptive mentality.

Beyond the pure benefits of efficiency,  innovation and morale that the truly Adaptive Organisation quickly begins to realise the really exciting part of achieving the Adaptive Organisation is how it ensures the Agile mentality is genuinely embedded across the organisation and therefore that the agile revolution in your organisation has become self-sustaining and self-fulling. And in doing so you will finally have escaped the 4 stages of Scaling-Failing – and P2 Scaled Agile wants to help you do that! Give us a call.

Organisational Adaptive Delivery (OAD) builds on the successful Adaptive Delivery ® Framework by presenting a methodology which enables the wider business to engage with the transformation team in an adaptive and agile fashion.

The OAD Framework operates on 4 Layers:

1. The Priority Layer – which focuses on translating the Organisational Strategy into prioritised OKR Value targets which drive all priority decisions within the business and allow value owners to independently assess where the greatest value lies against those targets.
2. The Customer Experience Layer – which looks to codify /group all the internal and external customer experiences delivered by the organisation and identify who owns them. Critically this provides the ‘value owners’ who will ultimately measure and bank the value delivered by the Delivery Layer.
3. The Function Layer – which looks to identify the functions that support change (finance /HR/etc) and modularise and resource those functions so they can deliver value to the change teams based on priority whilst continuously improving the service they offer.
4. The Delivery Layer – which consists of the delivery of the Adaptive Roadmaps that make up the Business Transformation activity within the organisation.

Brought together by 3 essential tools:

• The OKR Value Targets – which drive the link between the organisations strategy and the ‘adaptability’ and prioritisation of the other layers
• The Customer Experience Matrix – which lists all the different customer experience groupings (with both internal and external clients) and, more importantly, the type of value they deliver aligned to the OKR Value Targets and who owns that value (the value owners). This matrix critically supports the delivery layer in understanding which ‘experiences’ it needs to engage with to deliver value, which value owners get a say in their delivery and what priority its different delivery points should receive
• The Functional Capacity Burn-up – which captures the amount of support each function has available and which delivery points that capacity is allocated to support, whilst ensuring enough capacity remains free to deliver continuous improvement of that function’s capacity. Critically this should lead to a steady increase in the capacity of the function over time and an elegant burn-up of capacity.

Done right the organisation understands which delivery priorities to support whilst creating space to continuously improve and modularise the services offered by the business with a relentless focus on Customer Experience inside and outside the organisation. The Adaptive Organisation has been created.