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Date: October 11, 2018

“Power of the Paradox & Trust in the Tipping Point”

“Power of the Paradox & Trust in the Tipping Point”

• Managing Director DTC – Marcel van de Lustgraaf

• At VIVAT since 2009. Initially as director IT Development and Change and currently Managing Director/CIO. Previously active in the Public Sector as IT director

• Master of Business Administration (MBA)

• Specialized in general IT, Change, Process Management, Program & Project Management

• As MD/CIO responsible for Data, Technology & Change within VIVAT.

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VIVAT’ s history

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VIVAT’s position and

figures

Product line Share Rank

Life 13% # 4

Non-life 5% # 4

Number of customers: Market share top 5 players:

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VIVAT wants to have a leading role in the digital insurance industry and become the most innovative insurance

company. To innovate and change quickly and efficiently we create an agile organization.

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Strategic themes

Customer Centric

Digitalisation

Data

Innovation

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To succeed VIVAT needs to excel in data and

technology. This requires a transformation of ITC.

• Run IT as a business

• Open Platforms and Services

• Enterprise Agile (agility)

• Automate everything

• Compliant and Secure

Time to MarketQualityProductivity

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Approch to an Agile

VIVAT organization

OPS + DEV Increased performance

Developers Operators

Business (PO)

Agile Dev. Teams

Organization Agility

AGILE

Continuous Delivery supports by integral tooling (ServiceNow and VSTS)

SAFe Agile Framework IT4IT Framework

Portfolio Management Automation

AlignmentIT & Business

IntegrateDEV & OPS

Fastfeedback loops

Culture & Organization

Maturity model PWCOctober 11, 2018 8

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VIVAT’s AGILE playground

• Functional lines and Product lines

• Agile Portfolio and Project Management to drive Agile way of work

• Busdev to solution

• 30 Devop teams working Agile

• 30 Product Owners in development

• Scrum master role or function, role of Agile project manager?

• Mode 1 and Mode 2 Application landscape

• Capacity funding vs Business Case funding

• Quarterly release of budget by EB

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Power of theParadox

1. Stop starting to start finishing

2. Make it small to achieve big results

3. Long lived teams to realize short term outcomes

4. From Shepherd to Beekeeper

Using these paradoxes creates several effects at once that are beneficial to the transformation

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Power of the Paradox

1. Stop starting to start finishing2. Make it small to achieve big results

3. Long lived teams to realize short term outcomes

4. From Shepherd to Beekeeper

Using these paradoxes creates several effects at once that are beneficial to the transformation

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Power of the Paradox

1. Stop starting to start finishing

2. Make it small to achieve big results

3. Long lived teams to realize short term outcomes

4. From Shepherd to Beekeeper

Using these paradoxes creates several effects at once that are beneficial to the transformation

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Power of the Paradox

1. Stop starting to start finishing

2. Make it small to achieve big results

3. Long lived teams to realize short term outcomes

4. From Shepherd to Beekeeper

Using these paradoxes creates several effects at once that are beneficial to the transformation

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Power of the Paradox

1. Stop starting to start finishing

2. Make it small to achieve big results

3. Long lived teams to realize short term outcomes

4. From Shepherd to Beekeeper

Using these paradoxes creates several effects at once that are beneficial to the transformation

Role manager…..

1. Clear Target

2. Give space

3. Solve problems around the teams

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Tipping points to secure Agile Transformation

• People and organizations needs a sense of urgency to change and to anchor the change

• Starting Agile to implement speed, obtain higher quality and lower cost

• Use standardized toolsets to exchange and control

• Increment Planning to align

• Integrated Portfolio Management to control and collaborate

• Integration to DEVOPS to deliver fast

• Maturity model to experience and feel growth

• Invest in retrospective to sustain and grow

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Lessons Learned

• Invest in stakeholders to understand the way Agile delivers advantage. The maturity of Stakeholder, Product Owner, scrum master and team in the Agile way of work must be aligned

• Understand the tension between budget control and capacity funding

• Invest in team development by training and coaching

• Invest in Center’s of Excellence / Communities of Practice to cross fertilize teams in development and standardization

• Demand time to execute retrospectives and set up improvements

• Invest in solutions that support small execution and results

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Thanks for your

attention

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