End-to-End perspective: Satisfying the customer through early and continuous delivery of valuable software

Agile transformation in an organization demands a holistic view that integrates all aspects of processes, from product conception to customer delivery. This approach, known as end-to-end, ensures that every stage is aligned to maximize customer value. In this article, we will explore how to apply this customer-centric organizational approach, focusing on data-driven decisions and eliminating internal dependencies, and how to measure progress with appropriate metrics.

When working with a team, the focus tends to be much more isolated, centered on practices, mechanics, and tasks. The goal is clear but limited to the team itself. This isolated environment makes work easier since it's usually about a pilot test or something very specific. However, when tackling an entire organization, the picture changes radically. Complexity increases with the involvement of more individuals, and most importantly, the focus significantly shifts towards the customer.

In a team, the work done might meet quality and speed, but from a global perspective, and especially from the customer's viewpoint, it might not have a significant impact. True agility is tested when working with an end-to-end objective, seeing how each action affects the ultimate customer. At this point it becomes clear if agility really helps achieve business goals or not.

One of the major current challenges in agility is the inability to demonstrate or deliver value at the organizational level. Often, we focus on the internal customer who makes a request, forgetting that the real customer is the one who pays for our products and services. This customer should be at the center of our actions. By focusing on different end-to-end value streams, we can ensure that we are meeting the customer's needs early and effectively.

The first Agile principle says: "Our highest priority is to satisfy the customer through early and continuous delivery of valuable software." While Agile principles don't have an explicit order of priority, the phrase "our highest priority" clearly indicates the crucial importance of the customer and the value of the software we deliver.

This principle highlights two fundamental aspects: the customer, who pays for our products and services, and the value of the software, which should be delivered early and continuously. Effectiveness is measured in terms of value delivered, while efficiency refers to doing it in the shortest time possible.

Value streams make perfect sense when we understand this principle. A value stream focuses on restructuring the organization so that teams are directly oriented towards delivering value to the customer, minimizing internal dependencies. This approach allows for much faster and more effective delivery.

However, implementing value streams involves a shift in organizational paradigm. It is necessary to review and, in many cases, transform the traditional departmental structure so that the organization can truly operate in an agile manner. This includes a series of changes and adjustments portrayed in agile transformation activities.

Once you’ve aligned your priorities and main objectives, it's important to work with data. I have become someone who relies solely on data. In the first six or seven years of my agile career, I worked a lot with perceptions and assumptions, based on verbal persuasion. This generated a lot of resistance to change, as conversations were based on subjective opinions. Sometimes I was right, other times it was just perceptions.

This changes completely when you work with data. Conversations become much more objective and clear: "We have this problem that occurs this amount of times, with this impact. These are the changes we can implement." The conversation then focuses on how to solve the problem, not on whether it exists. Working with data shifts the focus from "I think" to "I know," making people more data-oriented. This, to me, is fundamental.

Once you have the data, you can combine multiple practices to proceed with the agile transformation. I don't strictly adhere to any single practice; I combine many elements based on experiences, frameworks, and ways of working, some promoted or invented by us over the years. What works in one company won’t necessarily work in another one. You can’t copy-paste, but some patterns and tools can be reused.

A key pattern in agile transformation for me is the elimination of dependencies within the organization. Many organizations aim to move faster and deliver higher quality products. They often feel they are progressing slowly. Therefore, it is crucial to eliminate dependencies between teams, identifying the endpoint and the dependencies along the way. The goal is to find a balance between having multidisciplinary teams and avoiding inefficiency. Thus, we continuously drive improvement, adapting and combining agile methodologies according to the specific needs of each company.

Once you have the data, you can face different scenarios. Continuous improvement requires analyzing data on what we want to improve and understanding the root causes to achieve our goals. For example, if you're using a framework like Scrum, a retrospective meeting is an option. However, in more personalized environments, I often organize Kaizen meetings. These meetings, with a fixed cadence, focus on working with data, identifying problems, and developing action plans based on metrics and reports. We then implement the plan and evaluate its effectiveness over time, iterating continuously.

Continuous improvement is necessary work; it's a crucial part of our job as Agile Coaches and must complement the operational side, directly impacting the customer. Agility won't work without effective continuous improvement. Additionally, we must be willing to change aspects within the organization to move forward.

Private organizations, in particular, often claim that certain changes are not possible due to internal policies. However, these policies are created by the organization itself and can be modified. It's important for the organization to be willing to change, even if it's little by little. Without this willingness to change, it will be difficult to manage a successful agile transformation. Continuous improvement is one of the fundamental pillars of agility.

To measure if we are achieving continuous improvement and reaching our goals as a team and as Agile Coaches, it’s essential to observe specific metrics. Team metrics are typically related to the organization's business and strategic objectives. We aim to align the team's goals with this strategy, using tools like OKRs or similar to evaluate if we are hitting those targets.

For personal metrics, I focus on two main aspects. First, if the team achieves its objectives. Second, if after my departure, the team can maintain those achievements and continue to progress autonomously. This means the team has internalized agile language and principles, and the transformation has become embedded within the organization. Success is not just about reaching goals but also ensuring the team can function effectively without my presence.

For me, objective metrics are not about simply performing practices like retrospectives or dailies. True agility is not about adhering to certain practices but about the team’s ability to work and improve continuously and autonomously, aligned with the organization's strategic objectives.

Continuous improvement and agility are not easy goals to achieve, but with an end-to-end focus, grounded in agile principles, listening to the customer, and working with data, organizations can significantly transform their efficiency and effectiveness. Combining different practices and eliminating dependencies are crucial steps for sustained improvement. Measuring progress and ensuring improvements are lasting and self-sustaining is key to long-term success.