Balancing Capability and Value Creation in Agile Organizations PPT
This PPT slide, part of the 27-slide The Agile Manager PowerPoint presentation, presents a comparative analysis of 2 key organizational structures within a dynamic Agile company: the Capability Line, referred to as "Chapters," and the Value Creation Line, known as "Tribes."
Chapters are tasked with building capabilities and deploying talent based on expertise. They focus on the operational aspects, or the "how," of the company's work. This structure allows for specialized skill development and ensures that the right talent is matched with appropriate Agile teams. However, there are limitations; once talent is assigned to a team, Chapters do not dictate specific tasks or set priorities for those individuals.
On the other hand, Tribes are oriented towards delivering value to customers and generating revenue. They function similarly to traditional business units, managing their own objectives and priorities. Tribes "rent" resources from the Chapters, which allows them to focus on strategic outcomes rather than operational details. This structure enables Tribes to provide clear directives to the resources they utilize, ensuring alignment with customer needs and business goals.
The slide emphasizes the necessity for a balanced integration of both structures within an Agile framework. Chapters ensure that the organization possesses the necessary skills and capabilities, while Tribes drive the focus on value creation and customer engagement. Understanding the distinct roles and interactions between these 2 lines is crucial for organizations aiming to implement Agile methodologies effectively. This dual structure fosters both operational excellence and strategic alignment, essential for thriving in a competitive environment.
This slide is part of the The Agile Manager PowerPoint presentation.
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Agile Operational Excellence Value Creation Organizational Structure
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