Track 2: Agile Lean Development | Room: 1205
John Roy, Managing Consultant, KPMG
The aggressive pace of change in technology is relentless and accelerating. Customers rarely have lower expectations and they are more technically fluent than ever. These days, “disruption,” “digital.” and “transformation” are etched into our business vocabularies as a reflection on the state of change—putting pressure on both technology executives business leaders to deliver differentiated solutions at speed while preserving customer trust and meeting regulatory requirements. A full array of technology capabilities has to be readily available to keep pace and take advantage of new opportunities. Ideation, funding, development and delivery has to be iterative, fast, reliable, and continuously improving. And it has to work seamlessly and securely across the entire enterprise. This holistic model is necessary because buyers are different than they were 5 to 10 years ago. But most corporate technology can’t keep up—anchored to monolithic systems, employing a slower waterfall approach backed by long-lead annual financial planning processes and siloed organizational functions. Bringing the focus to the customer requires far more collaborative and agile methodology. In order to accomplish a successful new model, a scaled agile framework must be established and the operating model must shift left.