Fiona Munshi

The newest member of change agents

Change is the word of the day when we talk about transformations. Organizations are in a constant state of change in both tangible and intangible ways. In a tangible way we are changing processes, KPIs, and governance structures etc. However, in an intangible way we are also changing behaviors, culture, and knowledge. We also know that in order to ensure that change is accepted and even more so embraced – open and constant communication is key.

Mastering agile supplier collaboration

You are amid your agile transformation. Teams are working agile; teams of teams are effectively managing their dependencies, and your portfolio management is transparent and gives direction to the teams. You are continuously improving, and yet, while you have made progress regarding your speed of delivery, you are still experiencing delays in your end-to-end delivery. In the current era, end-to-end delivery often means that somewhere along the process of value delivery, you need suppliers. This can be in the form of essential physical or software components, expertise or resources. It is therefore not strange, when performing a root cause analysis or any other method you have used to tackle impediments, you come to realize that you suffer from misalignment with your suppliers. Examples are that delivery of components is not on time, communication is difficult, or the supplier isn’t on the same page as you are - trying to maximize your internal delivery. Logically, your first thought would be to improve the way you work together.