Organization Transformation: Agile Operating Model
Strategic Design
The Challenge:
“Deliver faster and better results by accelerating the design, development and delivery of user-centered technology by shifting to a ‘product and platform’ operating model that incorporates business and technology perspectives.”
— Strategic Operating Plan, FY2023 - 2031
Constraints:
Limited executive understanding of digital transformation operating model fundamentals
Lack of unified leadership commitment to drive the transformation
Key Activities:
Stakeholder Engagement:
Designed and conducted 26 executive interviews across all divisions
Analyzed and tagged interview data to surface recurring pain points
Mapped themes to six operating model elements and best practices
Presented key insights to senior sponsor executive
My Role:
Subject matter expert to executives and teams in both the federal agency and MITRE to translate and apply evolving agile enterprise principles and practices.
Sponsor executives included:
Associate Chief Information Officer for Strategy & Planning
Transformation & Strategy Office Foundational Technology Lead
Operating Model / New Ways of Working Team Lead
High-level roadmap development
Design guidance for “capability as a service” platforms — teams, interactions, structure
Provide Tactical Guidance:
Adapted "products and platforms" concepts to sponsor-specific org design, governance, and team structures for multiple business and IT functions
Created step-by-step guidance for building platforms as “capabilities as a service”
Supported leaders in refining OKRs to focus on customer-centric outcomes
Create Transformation Roadmap:
Developed a transformation roadmap using Kotter’s eight-stage framework, aligning strategic and tactical activities
Outcomes and Impact:
Shaped organization design and operating model principles adopted by leadership
Sparked cross-functional workshops to apply domain-driven design to enterprise architecture