Our vision — “Rid the world of bad experiences” is supported by the shared purpose, mission, and how Virtuos can help brands deliver superior Customer Experience (CX), Employee Experience (EX), and Everything Experience (XX).
To avoid ambiguity, we made a structure for our stakeholders to better understand our vision.
Create Virtuoso talent:
Virtuos, the Experience and Digital Transformation Consultancy embarks on significant growth using Business 4.0 — a strategy powered by the confluence of Industrialization 4.0, Globalization 4.0, Digitalization 4.0, and Societalization 4.0.
The COVID-19 has taught us to better prepare ourselves and communities contributing to the creation of new Society 5.0.
The Agilenterprise™ leadership has documented the principles and behaviors that members will adhere to. Such a “manifesto” can serve as a mechanism for holding people accountable. This template, based on the original Manifesto for Agile Software Development, is an effective starting point for customization.
Leadership and culture as the greatest barriers to the successful scaling of agile. We made tweaks to the way we and our teams perceive the culture by clarifying it time and again.
At Virtuos, we view plans more as testable hypotheses, to be adapted over time. Throughout our website, we have mentioned our programs that will be part of our executable work. We essentially estimate potential benefits and costs so that the Agile leadership can decide on priorities and budgets through hypothesis evaluation.
Planning, budgeting, and reviewing work together in iterative feedback loops to create an agile plan-do-study-adjust system, just as any individual agile team would.
Most organizations float around without a particular destination in mind, and few of those who know the goal draw a line to reach there. The Agilenterprise™ concept is to harness multiple opportunities in your journey while aiming to reach the final destination.
In the Agile process, we bind structures with an accountability operating model — it includes roles, responsibilities, and decision rights, a management system, leadership behaviors, culture, collaboration methodologies, and so on.
CX and EX ought to be in unison for Agilenterprise™ success. They are practically inseparable. At Virtuos, we set out a clear ambition (what and why) and metrics for success.
Three critical areas of Agile Talent Engine include:
Begin with the precise definition of the relationships between customer benefits and key business processes. Design solutions, processes, and technology that must continually adapt as customer needs change.
Customer Wide Operating Model is best suited to develop innovative solutions when what to deliver, how to deliver it, or both, are vague and unpredictable — the typical situation when addressing customer needs.
Agile has spread fastest among technology innovators, especially software engineers. At Virtuos, we created an agile .DEV portfolio that encourages “Everyone is a Developer” concept.
The problems to be solved are complex, and the solutions initially unknown. Product requirements will most likely change. The work can be modularized and performed incrementally. Close collaboration with end-users (and rapid feedback from them) is feasible. Testing can be automated. Success rates with traditional (waterfall) methods are low. But the value of success is high, especially with the increasing importance to customers of digital solutions.
Focus on customer needs and outcomes
Advance team and organizational capabilities
Prioritize and deliver value incrementally
Effectively work within and across teams
Establish trust and delegate decision making
Test and learn ideation
Focus on what your target audience cares about; reflect their priorities, not yours.
Use real experiences to build credibility for the story and empathy for protagonist.
Be creative; analogies can be a memorable way to communicate your value.