1. EBA Assessment Results

2. ** Example ** EBA Maturity Summary Pre-crawl to Crawl Make it Stick
Org. Structure & Design
Lean Portfolio Mgmt.
Crawl
Leadership & Culture
Technical Agility
Ent. Agility Metrics
Customer Seat at the Table
Walk
Agile Framework & Mindset
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3. Top 5 Competencies
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4. Lowest 5 Competencies
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5. ** Example ** Strengths
Team Spirit; Band together when things need to get done, Passion for what we do; Highly Collaborative; Execute and get things done
Diversity of skills and talents; Experts, Thought Leaders with a Digital Mindset; Highly Knowledgeable & Motivated; Belief in the New Digital World; Smart Individuals with varied backgrounds
Member focused; Balance business needs with member needs; Ability to see the holistic view of the member, Seek to solve their pain points; See an issue and get a solution out in the marketplace
Understand the need to change; Adapt well to change; Dynamic and Flexible – flex to meet needs and fill gaps; Desire to do the right thing
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6. ** Example ** Opportunities
Aligned strategy; Acting as one team focused on a common set of goals; Organized around our priorities; Rally around larger digital implications; Alignment to outcomes
Looking at the portfolio holistically; Operate more as one team; Don't compete across teams; Persistent developer teams; Aligned value streams; Stop fighting for cash
Trust among the members is needed; It should be more about the team; Leadership mindset training; TRUST teams to execute work; Empower teams to make decisions; Blur organizational lines and work in a different way; take a bias toward action with rapid decision making
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7. ** Example ** Impediments
Lack of portfolio level goals; Lack of clarity on value; Competing outcomes; Lack of prioritization and focus
Culture; Individual value vs. team value; Lack of clear roles & responsibilities; Lack of common language and vision; Slow to react to changes and slow to re-organize; Lack of leadership trust; Lack of organizational support; Unwillingness to challenge upwards; Little energy to address significant issues
Sustainability; Pace of change and the amount of it; Change burn- out; Too few people to do the jobs thoroughly
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8. Growth Plan – 2019 Strategic Intents
Strategic Intent & Outcome Alignment
Develop Strategy
Align Outcomes
Align Product Outcomes in terms of business
Align measurement structure Create mgmt. routine for quarterly adjustments
Leadership Agility
On a scale of 10 be at 7.5 on the leadership maturity questions
Have a clear, 1 voice message, that clearly defines our agility transformation
Champion the message
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9. Growth Plan – 2019 Strategic Intents
Team & Org. Design
We would have top KPIs (OKRs) defined and measured
Align resources (Teams) to top priorities
Scaled Agile Planning
Evolve manage the plan meetings to talk about outcomes, successes & impediments (instead of activities)
Portfolio layer visibility artifacts.
Institute new quarterly planning routines
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10. Growth Plan – 2019 Strategic Intents
Customer Focus & Engagement
Form team to focus on customer engagement
Hold events or actions that capture members pain points & gather feedback on current trajectory.
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11. Customer Seat at the Table
Summary of Results by Pillar

12. Customer Seat at the Table
Understanding Your Customer
Current: Crawl – 4.04
Target: Fly (9 – 10)
We have our teams interact with our customers and they have developed deep empathy and understanding of them. Anyone in our team can give you the 2 minute elevator pitch about each customer persona.
Customer insights data and predictive analysis are integrated into day-to-day operations and drive key decisions at all levels which has resulted in tangible customer outcomes.
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Discovery & Validation
Current: Entering Walk – 4.6
Target: Fly (9 – 10)
We have our teams interact with our customers and they have developed deep empathy and understanding of them. Anyone in our team can give you the 2 minute elevator pitch about each customer persona.
Our discovery process is mature and adopted at the team, team-of-teams and portfolio levels with measurable success and business impact.

13. Customer Seat at the Table
Customer Focus & Engagement
Current: Entering Walk – 4.8
Target: Fly (9 – 10)
Our customer engagement efforts have helped our teams develop a deep knowledge, empathy and understanding of our customers and this has resulted in significant improvements in the quality and fit of our solutions and customer satisfaction.
We continually evaluate and improve all customer touch points across the enterprise and involve customers when re-engineering processes to ensure we deliver outcomes that exceed customer expectations.
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14. Customer Seat at the Table
Representative Text Comments (Themes)
As an overall organization we have a strong focus on the customer. Historically we have used things like focus groups and user testing to get the member feedback. I believe where we are lacking is our ability take the customers voice as we continuously look to improve our experiences vs. just a point in time.
We've made strides in this area however, lack of consistency, accountability and measurement continues to hinder progress.
We say the right things but when times get tough we optimize around our business.. not the customer.  Lack of strategic alignment with inconsistent use of data leads to an overall disjointed member experience.
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15. Lean Portfolio Management
Summary of Results by Pillar

16. Lean Portfolio Management
Strategic Intent & Outcomes
Current: Crawl – 3.01
Target: Fly (9 – 10)
Our strategic intent and themes are outcome driven, measurable and enable us to make better decisions. Everyone in the company at every level has visibility, understanding and alignment to rally behind them and make them happen!
We've seen real focus on outcome delivery and this has become an integral part of how we plan and deliver. We've made measurable impact to our business!
I'm very confident in our direction and inspired about what the future holds for us
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17. Lean Portfolio Management
Funding and Governance
Current: Entering Crawl – 3.1
Target: Fly (9 – 10)
We’re meeting 80%+ of our planned quarterly outcomes for the past quarter! We’ve maximized throughput, reduced WIP, effectively removed obstacles and have eliminated most dependencies. We got this!
Funding and Governance
Current: Entering Crawl – 2.81
Target: Fly (9 – 10)
We’ve seen significant gains from moving to this new funding model over the past year in terms of process simplification, waste reduction, funding efficiency and higher delivery of value.
We’ve successfully optimized and balanced our investment in run/grow/transform and seeing measurable results from the re-balancing efforts.
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18. Lean Portfolio Management
Representative Text Comments (Themes)
We have taken initial steps but still need to mature here.
This is the area where we have the most opportunity for growth. Our planning cycle as an organization still has an annual focus. We do not have the tools or processes in place at the local level or Enterprise level to be more nimble to react to changes in the environment. We are definitely getting people to move toward outcomes, but I don't think we have master how to measure the progression against these outcomes.
We do not have a common language for understanding outcomes at any time horizon and confuses capabilities with outcomes. No strategy exists at the Enterprise level, so teams are forced to wing it when it comes to establishing priority.
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19. Org Structure and Design
Summary of Results by Pillar

20. ** Example ** Org. Structure/Design Team and Organization
Current: Crawl (Entering Walk) – 4.52
Target: Fly (9 – 10)
We have seen real tangible outcomes in terms of FLOW of value as a direct result of our organizational design. We are able to define strategic outcomes and deliver on them rapidly and reliably with FLOW and minimal dependencies.
90% of our organization has adopted Agile and moved to the new design.
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Enablement Teams
Current: Crawl– 3.19
Target: Fly (9 – 10)
Fly (9-10): Our CoPs and enablement teams have made a measurable difference in the growth and maturity of our value delivery teams. We have many teams and key roles that are now enabled, confident in their new skills and actually helping/mentoring others.

21. ** Example ** Org. Structure/Design Role Agility
Current: Crawl (Entering Walk) – 3.67
Target: Fly (9 – 10)
Fly (9-10): All of the roles in our organization have been aligned, trained and re-skilled to enable the new way of working. We’re seeing tangible results because of this investment.
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22. ** Example ** Org. Structure/Design Representative Text Comments
We are moving in the right direction, some areas are closer to the 5-6 range while others are still in the 1-2 range.
We have a good foundational structure in place but not at the portfolio. We have learned how to build teams for execution; however need help enabling and supporting those teams from the top.
The team has improved in the journey towards optimal team design. We still have much to learn about shared outcomes/vision/alignment and prioritization. In some areas we are optimizing silos.
We have spent the majority of our time over the past couple of years optimizing and training the features teams. This work has been successful and I see the organization embracing it. We are still far behind in taking this same structure up to the leadership level and getting the leaders to understand their new roles and responsibilities.
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23. Agile Framework
Summary of Results by Pillar

24. ** Example ** Agile Framework Agile for Technology
Currently adopting and doing well with an average of 5.79 or 58% of the top 10 Agile practices.
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Scaled Agile Planning
Current: Crawl – 3.8
Target: Fly (9 – 10)
Our portfolio- and team-of-team level quarterly planning cadences are aligned, predictable and have contributed significantly towards having clarity, alignment and focus on outcomes.

25. ** Example ** Agile Framework Agile for Business Current: Walk – 5.25
Target: Fly (9 – 10)
Agile/Lean principles and practices are now part of the enterprise ‘new way of working’ and most of our business areas such as Sales, Marketing, Finance, Legal, Compliance, HR, Operations have adopted agility into their way of working.
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26. ** Example ** Agile Framework Representative Text Comments (Themes)
We’re on the journey to Agile transformation and the new way of working. Work still needs to be done to firm up the program and portfolio layers so the business can be Agile.
We have seen engagement from our support partners in these processes.
Agile has been implemented across most of the business units and there are some differences which isn't wrong. Problems can arise when it comes to shared services, prioritization, timing.
We can do a better job building our internal capacity to be evangelists.
We need structure in place to ensure we are getting better year-over-year. Silos and organization building tend to trump improving agile planning processes.
Enterprise Product Owner role is needed.
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27. Leadership & Culture
Summary of Results by Pillar

28. ** Example ** Leadership & Culture Leadership Agility Maturity
Current: Crawl – 3.95
Target: Fly (9 – 10) – Invested in 9-10 of the below
How many of these Leadership Agility practices do you feel we’ve invested in (provided education and clarity of expectations around)?
1- Provide clarity on vision and alignment with strategy and outcomes
2- Provide ‘intent’ (what and why) along with a few guardrails and enable the teams to define the ‘how’
3- Identify organizational obstacles and remove them quickly and swiftly
4- Attract talent that fits our culture and invest in coaching and growing individual contributors and leaders
5- Seek and welcome feedback in addition to give constructive and timely feedback to others
6- Make it safe to share ideas, experiment and take some risks to learn and innovate
7- Be a role model for our desired culture and new way of working
8- Shift focus from tactical daily work management to being more strategic and customer oriented
9- Embrace and lead through change, be a strong change leader who can motivate and rally others around a new direction/vision
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29. ** Example ** Leadership & Culture Manager Transition
Current: Crawl – 3.17
Target: Fly (9 – 10)
Shift from Tactical to Strategic: Our managers are focused on growing people, attracting and developing talent, removing obstacles and ensuring we have clarity on vision and alignment with strategy and outcomes. They are engaged at the right level and frequency based on the maturity of each team.
Strategy & Rollout: Our managers have transitioned to new roles and new ways of leading. We’re seeing measurable results in terms of obstacle removal, talent development and team satisfaction with this new role.
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Culture of Agility
Current: Crawl – 3.34
Target: Fly (9 – 10)
Culture of Collaboration: healthy team dynamics and open communication have become part of our core values and how we operate. We put aside our roles and reporting structures to work together on achieving outcomes across boundaries.
Learning & Experimenting: We have mastered the art of experimenting, measuring results and pivoting as needed. This has enabled innovation and higher customer value delivery.

30. ** Example ** Leadership & Culture
Representative Text Comments (Themes)
We still have a fear of failure and operate in a risk averse environment.
This is a huge area of opportunity for the Enterprise and the Portfolio. I think our management is not well trained or possessing the mindset of design thinking and as one team vs. siloed.
We need to invest in setting expectations with the leadership team on how their role and behaviors must change to help the organization be successful.
We need more of our people leaders to be strategic, and we need more collaboration/communication across our team and outside of our team with stakeholders.
We've made some tangible improvements in this area however defining and deploying strategy has been a challenge. Business partners are still hesitant on experimenting, testing, measuring and failing fast in a smaller scale.
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31. Make it Stick
Summary of Results by Pillar

32. ** Example ** Make it Stick Agile HR & Talent Management
Current: Entering Crawl – 2.76
Target: Fly (9 – 10)
Our agile talent development program is fully functioning and producing measurable results in terms of attracting and acquiring new talent, providing enablement training for various roles, and aligning performance measurements to our outcomes and team goals.
Continuous Measurement & Growth
Current: Entering Crawl – 2.88
Target: Fly (9 – 10)
Maturity/ Health Assessments: Our teams measure their team health quarterly and perform shorter lightweight pulse checks in between. We've seen real growth across our teams and are committed to continuous improvement.
Obstacle Removal: We have achieved significant growth and progress as a direct result of our focus on growth and removing obstacles at all levels. Leaders and teams demo their growth progress each quarter and celebrate successes.
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33. ** Example ** Make it Stick Build Internal Change Agents
Current: Crawl – 3.19
Target: Fly (9 – 10)
Leaders and change agents spend significant time coaching on the new ways of working and helping others to coach and mentor. Our sustainability program is self-sustaining.
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34. ** Example ** Make it Stick Representative Text Comments (Themes)
Need more internal change agents and champions to help make it stick. Our culture is so strong and not enough leaders practicing what they preach to be effective yet. Executive Management had a training all about "Trust" and I have not seen much change in this area, if any.
There is definitely more work to do in this area. We continue to rely on 3rd parties to ramp us up in certain areas, but then can't build the internal capacity or knowledge so we can stand on our own. Over the past couple of months, I have seen the portfolio take a more active stance in building internal capacity and have seen several people "raising their hands" to be these champions.
Rated health assessments low as not many of our areas are currently using the AgilityHealth assessment. Teams are good at defining and working on obstacles but I feel that leadership needs to jump in more often to assist or ensure teams are escalating more.
We have internal capacity and many coaches but we need to use them more effectively.
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35. Technology Agility
Summary of Results by Pillar

36. ** Example ** Technology Agility Vision & Architecture
Current: Crawl – 3.81
Target: Fly (9 – 10)
We have a highly modularized solution that separates concerns and is loosely coupled through dependency injection. We are able to deploy and update our application without deploying the entire solution.
Technical Excellence
Current: Entering Walk – 4.67
Target: Fly (9 – 10)
We've seen significant positive business impact from the use of our standing engineering practices. We're constantly inspecting and improving these.
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37. ** Example ** Technology Agility DevOps & Continuous Delivery
Current: Crawl – 3.75
Target: Fly (9 – 10)
We have gained measurable results in terms of flow, quality, speed to market; 75% of our teams are at run/fly maturity.
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38. ** Example ** Technology Agility Representative Text Comments (Themes)
We have good thought leadership here but there is no teeth to our governance or standards. This leads to varying degrees of effectiveness and efficiency across the organization.
I think we are still lacking in architecture vision and communication from an enterprise perspective. As an example I've heard that <term> is not a term that we use anymore. Not sure what has replaced it if anything. Also, my LOB architect does not seem to be able to design a future state for our new "stack". I hear that any new tech that we put in will be obsolete before we finish building on it. Isn't that the architectural runway? Would love for a unified view, with our Portfolio in the lead on this. The disparity between the Portfolio and the LOB teams is hurting us.
Sloppy, inconsistent development work introduces defects and creates problems for the Enterprise. Lack of QA and regression testing, and no accountability for fixing issues that are introduced. Expectations to put defects in the backlog. Talon rollout to developers delayed due to these issues.
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39. Agility Metrics
Summary of Results by Pillar

40. ** Example ** Agility Metrics Flow Quality Current: Crawl – 3.5
Target: Fly (9 – 10)
We anticipate our customer and market needs and deliver ahead of their expectation and our competitors. Within 1 week we deliver a highly ranked medium sized deliverable/feature. Our mature teams can deliver features per quarter. We deliver value/release daily and continuously.
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Quality
Current: Entering Walk – 4.74
Target: Fly (9 – 10)
The organization and its customers are extremely happy with the quality being delivered

41. ** Example ** Agility Metrics Value Current: Crawl – 3.8
Target: Fly (9 – 10)
We deliver 95%+ of our planned outcomes. We are meeting 100%+ of our business and financial targets. We have improved 30%+ over our baseline performance.
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42. ** Example ** Agility Metrics Representative Text Comments (Themes)
LOB delivery teams. We develop features but they are not consistently being delivered to production. Velocity is still anemic and we lack a significant backlog of valuable ideas upstream from the delivery teams. True transformation is not possible because we lack the ability to get far enough ahead of the work streams to ideate, test and vet the appropriate ideas. Even if we could do this, we lack the ability to do true MVP deployment in the LOB production environments. Lack of tech synchronization is also a problem.
We are very immature in this area. We don't track rolled up Agile performance metrics across teams (features delivered, time to market, etc.) We don't have clearly defined outcomes. We do not track efficiency.
While we have made some progress on improving speed to market, we are still not where we need to be to effective compete with the competition and meet our customers increasing demands. We are starting to see customer satisfaction and employee frustration/burn-out increase as well.
Not versed on overall metrics; only specific team goals...speaks to having overall portfolio outcomes and flow down communications
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