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PE&I (Customer-Facing LOB TBD) - Q2/2019

 

“Pivot Enabled”


You know what should be done and have the ability to act on this knowledge quickly enough to maximize the impact for customers.

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As a result your organization or (customer facing) line of business is likely to better understand its customers and quickly pivot on its product go-to-market strategy to serve their fast-changing needs. A pivot enabled organization can:

• Sense market changes and quickly respond with competitive product offerings

• Change direction on a dime to morph its product offerings and capitalize on market opportunities or thwart potential threats

A fully pivot-enabled organization can sense market opportunities and quickly respond by delivering products the customer values. As a result, it will compete more effectively because it can change direction on a dime to morph its product offerings and capitalize on market opportunities or thwart potential threats. They shape disruption and are very tough to beat. 

The definition of pivot enabled, or business agility, in this assessment is not about measuring agile practice maturity within a non-customer facing business unit. Pivot enabled, as defined in this assessment, measures your company’s ability to connect all business units around product decisions and work activities to delivering products to market that customers value. So, all decisions and activities are in sync with this common customer goal.

Learning More About my Diagnosis

Your company or (customer facing) line of business has been diagnosed as Pivot Enabled, which means you achieve alignment throughout their entire business, including delivery, finance, marketing, technology and channels as they are able to sense and respond to changes as they emerge. As a result, you are able to respond to disruption and even be a disruptor. 

Your Answers: Summary

1. We create, test and validate hypotheses to make business strategy and investment decisions, because we know market success requires challenging our assumptions. Somewhat agree – We do this often enough to fuel some successful business decisions.

2. We are heavily invested in iterating on external market plays and internal improvements, because we are more about maximizing external customer opportunities than getting things checked off a list. Strongly agree – We do this frequently to make the best customer driven investments.

3. Our function’s authority, talents and interests are wholly invested in building competitive advantages for our external customers, and as a result we have given up functionally insular self-preservation tactics for open and transparent collaboration. Strongly agree – We frequently make tradeoffs, while keeping quality, for better customer objectives.

4. We relentlessly gather external customer and market data before and after the launch of a product or service and use it to validate the initial idea and/or further investment, while also using it as a source for generating new ideas. Strongly agree – We do this frequently to ensure we respond to customer needs in a timely way.

5. People are willing to put themselves and their ideas second when someone of equal or lower position within the organization has a better idea, and quickly find ways to support it for the growth and improvement of the organization. Somewhat agree – We do this often enough to have a culture that is open to ideas and acting on them.

6. It’s typical that both leadership and the product development team, i.e. everyone who has a hand in strategy and product development, has meaningful ‘idea shaping’ experience with the target external customer(s) and not just the solution. Somewhat agree – We get both business and technology leadership, as well as select individuals, engaged to test and verify ideas with customers so we invest our time and focus wisely.

Conclusion

All of the challenges captured within this Built to Compete Quadrant™ report can be turned around with greater alignment, but they are the types of issues which are going to lead to further degeneration if not addressed. The typical result of this degeneration is the risk of falling out of rhythm with the customer and market. This can come in the form of external disruption or a self-inflicted internal disruption, if the state of the company or line of business’s response capability regresses. In most cases this ultimately impacts a company’s sense capability, as it becomes a greater struggle to stay ahead or catch up to existing / rising competition.

With our consultation, your organization can implement a strategy to become pivot-enabled and, therefore, adhere to the tenets of the Agile Business Manifesto.

Please contact me directly to answer your questions.

 
Contact Bill Walton, Principal  C: 917.439.3271  E: bill@agilebridgesolutions.com

Contact Bill Walton, Principal

C: 917.439.3271

E: bill@agilebridgesolutions.com