Kanban at Enterprise Level

When management is considering a company's ability to rapidly adapt to changes in external conditions (such as changes in market needs, competition, and technological changes), the relevance of the following questions inevitably arises.
  • What initiative should be taken next and how to ensure compliance with deadlines?
  • How many initiatives can be developed simultaneously?
  • How can a delay in starting work on one initiative affect the availability of resources for other initiatives?
  • Are there enough resources to implement the entire portfolio of initiatives?
  • How do dependencies between initiatives affect the ability to deliver value?

Many companies struggle with achieving agility through the division of work into multiple small teams and the adoption of Scrum. However, agility is not limited to the team level and can be achieved even when the company does not think in terms of product categories. Often, Kanban systems are already in use within the company and a system is needed that can address the current challenges facing the organization.

Enterprise Services Planning (ESP) is one such system. Its components, which include strategy, risk management, planning, resilience and survival, schedule planning, demand management, and value delivery, encompass all aspects of company management. Being based on Kanban, it is inherently compatible with it at the cadence level, and allows the organization to focus on what matters most for stakeholders: task assignment, resource allocation, goal setting, backlog content and clarity.
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