The Evolution of SAFe: 6.0 is here!

One of the most notable terms in SAFe 6.0 is flow. By this, the authors refer to the connection between different levels and layers within the entire organization. This connection runs from portfolio level to the most important decisions of the enterprise. And that’s exactly why flow is so important: everyone has to deal with it, including the client. In the new framework, you will find 4 new flow articles:

• Portfolio flow
• Solution Train Flow
• ART Flow
• Team Flow

Each of these articles offers guidance on how to address, optimize and debug problems with a constant flow of value at the particular level.

In addition to the importance of flow, there are two more notable differences from the previous version of SAFe. The core competency Continuous Learning Culture has become a fundamental competency for any business since the update, since mere knowledge acquisition does not guarantee its (correct) application. Lastly, the ability to continuously continue learning has also been identified as essential.

There are few major changes in SAFe 6.0. But the ones that have been made, are all the more important. Two important topics that you do have to know about, are Leading in the digital age and the Enhanced portfolio.

Leading in the digital age

Leaders are essential when it comes to making significant change happen. That is why they need to do more than just support the team. The right leadership in this digital age can really move teams forward and influence and motivate team members. That’s why it’s important that leaders are visible and part of all discussions from the beginning. After that, the next steps depend heavily on how the leader supports the organization and the complete transformation.

Enhanced portfolio

Large organizations often work with more than one Agile Release Train (ART). These companies work on their entire portfolio from the beginning. SAFe 6.0 emphasizes the importance of this point and that companies should take this into account.

One major change in SAFe 6.0 is that SAFe is being implemented on an even ground throughout the organization. The reason is that successful SAFe transformations never only impact development. From Finance to HR to Security: all parts of the organization are affected during this time. By taking the experience of previous implementations into account, we can achieve success again.

In addition, SAFe 6.0 provides an introduction to Business and technology patterns. These include the following 5 models:

1. Business-enabled ART - The collaboration of business and technology to address the same customer concerns.

2. Agile Business Train - This is probably the biggest leap toward business agility. It includes one or more operational value streams, along with all ARTs and Solution Trains that have a shared vision and mission as their goal. This increases value because everyone within the operational value stream and ART can better collaborate and continuously improve the business solution.

3. Agile Executive Team - It is important that C level executives also participate with teams. They have to become more part of the team and actively contribute to the implementation of the SAFe framework.

4. Agile Business Function - Any function of the organization can harness the benefits of the visibility and transparency brought in by agility.

5. Combined portfolio - A shared portfolio in which the value stream and its development are managed. By combining this input, decision making can be strengthened.

There are three major shifts underway in the digital landscape that affect the way organizations operate. Of course we are talking about Artificial Intelligence (AI), Big Data and Cloud. SAFe 6.0 provides guidance to deal with these innovative technologies and strengthen the organization.

Application of Cloud & Big Data

There are many different strategies when it comes to the application of Cloud. SAFe 6.0 offers guidance on Cloud for Infrastructure, Operations Cloud for DevOps and Cloud for Artificial Intelligence. Each of these options combines Cloud within the framework of a SAFe organization. These include areas such as building smart customer solutions, improving customer insights and automating the value stream.

As far as Big Data is concerned, investment, vision and governance at the portfolio level. Lean Portfolio Management leaders can use the Lean budget to invest in Big Data and DataOps. With it, they can support Epics and the Portfolio Backlog and specify and prioritize technology, infrastructure and data.

Aligning strategic intent with execution is essential for rapidly experimenting and drawing lessons from it. Setting up an experiment is complex, so it is always important to fully map the current state of the organization, along with the methods being used and how advanced they are.

With SAFe 6.0, the measurement system has evolved from cell-specific self-assessment to a more comprehensive system. This change results in better decision making and makes it clearer where areas for improvement are. A distinction is made between 3 different domains:

• Outcomes: To what extent do we meet the expectations of our shareholders and customers?

• Flow: Are we delivering in the most efficient way?

• Competency: To what extent are we applying all the Lean and Agile methods that we know are critical to our business agility?

A final significant change concerns the results. In the past, KPIs were already a good measurement system. Now OKRs are being introduced, which help define the goal and also track progress towards it. The OKRs are applied within the Framework in 3 ways:

1. Aligning Strategy and Execution

2. In support of Lean Business Cases (Epics)

3. Defining Transformation Goals