Now, we will go to the seventh step of our path: the “Creation of value centers”.

The mapping of value flows with other business units  has to do with all those areas with which we interact to enable the delivery of value, at the beginning in some cases hey will see it as an exception in the treatment of their traditional processes (if it is that there are processes of course), in my experience I listened to say several times to the representatives of other business units: “Let’s do it quickly, they are agile teams that are sponsored by the CEO, we quickly respond to their request and continue with our times and traditional procedure”.

Later, we had to experiment that these teams became a ring of impediments and obstacles to enable the release of the product.

One of the basic premises that we obtained as a reflection is that a traditional team will never better serve an agile team doing it in a traditional way, we already know the answer, that environment will grow poorly to a level as great as the capability of the business unit owner to get a budget, but it will do so without achieving sustained capability, which will eventually cause a financial sustainability crisis (scope corruption and bottlenecks are examples), which will imply seeing the work approach differently, in an agile way (either Kanban or Scrum).

Something similar happens when adding technical areas, in such a way that the delivery is transparent and a single flow of value to the customer is visualized.

When we establish the value of operational excellence, all our collaborators have seen the difference between working in a traditional way to working in an agile way, they have seen it based on product increments, improved local motivation and user satisfaction, operational excellence is related to at least 3 elements, the first is personal excellence, the second is excellence in teamwork.

The third is the creation of an environment that really fosters the first and second characteristics there are various frameworks that help us to work and integrate each of these areas, the impact that we must observe is the positive experience of our clients, which must be followed by financial impact.

In many places we have observed that business owners and product owners are more focused on the financial impact on the business, if we think about it, the coverage and the positive impact on the client will be proportional to the business prosperity we generate.

In the next capsule we will go to the eight step of our path: “Agile at Scale.”.