Embracing Change for the better The - scrumalliance.org · 2 How many of us want winning a habit ?...

Embracing Change for the better The 𝑨𝒈𝒊𝒍𝒆𝑰𝟑𝑬𝟑𝒇𝒂𝒄𝒕𝒐𝒓

| Seshadri Venkataraman | 26/4/2017 |Enterprise Transformation Agile Coach & Business

Transformation-Strategy Adviser for Exec. Leadership

Certified Scrum Professional (CSP)Certified Scrum Developer (CSD)Certified Scrum Product Owner (CSPO)Certified Scrum Master (CSM)

TimetofreeyourselffromaTraditionalMindsettoaNewerEnergyparadigm

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Embracing Change for the better: The 𝑨𝒈𝒊𝒍𝒆𝑰𝟑𝑬𝟑𝒇𝒂𝒄𝒕𝒐𝒓

The Transformation from AGILE to AG𝑰𝟑L𝑬𝟑 in Agile and Scrum

A (All) A (All)G (Genes inclined to overcome the) G (Goals inclined to closely) I (I factor thereby) I (Involve, Imbibe and Incorporate thereby) 𝑰𝟑

L (Lessening the) L (Leveraging the)E (Ego Factor) E (Engage, Empower and Energize factor) 𝑬𝟑

Of Individuals Of Winning Teams

The Transition factor picture personified

From that Lone Ranger in the front To this Perennial Winning Team

Opinion Poll

1 Howmanyofuswanttowinevery-time?2 Howmanyofuswantwinningahabit?

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Embracing the Wave of Change for the better - some prerequisites

• 2 sheets of paper• A pen or• A pencil J J

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The5fingerSyndrome

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Activity

• Pleasetakealookatyour5fingersoneitherhand.

• Seeifthedimensionof1fingeristhesameasdimensionofanotherfinger.

• Areallfingersalike?• Ifallfingersarealikeineverycharacteristicwill

Igetabetterhand?

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TheHandandFinger-SomeConclusions

• It is your hand and fingers. If in your own hand, fingerdimensions are non-identical, how come 2 or morepeople share identical wavelength of thoughts.

• Every individual is unique and everyone has the capacityto add to a transformation journey.

• Now scale this thought for an organization whenundergoing any transformation – how many fingers is anorganization seeing through?

• This is a Scalable proposition and it can definitely besolved rationally for mutual benefit of all stakeholdersconnected, both direct and indirect.

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Agenda1. The Obligation for Transformation2. The Transformation Dilemma3. The Change Factor4. Common Impediments in a Transformation

Journey5. The Agile Mindset and the Inception to a

Transformation Route6. Activity7. Conclusions8. Questions and Answers

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The Obligation for Transformation – A 9 dot Sprint

• Youhave9 dotsinthepicture.• Therequirementistoconnectallthe9dotsusingjust4linesWITHOUT liftingyourhandsoffthepaper.

• NoOVERWRITING ofDrawnlinespermitted.• TheTime-boxis180 seconds

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Opinion Poll

• Isit• Possible?• NotPossible?• MaybePossible?

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DifferentDotpatternstobedrawn

• SomeSamplePatternsasseenincommonness

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Solution

• TheTransientMindset– Illustrated.

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Line1

Line2

Line3

Line4

The9dotactivity– somethoughts

• How many of us actually studied the problem under consideration??• How many of us actually came up with a possible solution in

consideration to a Question given ??• How many of us felt that the 9 dot boundary condition is not

present here to limit our thought process in the requirement – it isnow a mindset created seeing a problem statement

• How many of us felt that the 9 dots provided is just a line statementin a Customer Requirement. What is not mentioned in theRequirement (2 extra dots as outliers) may actually be a hiddensolution pointer.

• How many of us actually solved the problem and how many of uswere trying to solve the problem – calls for an out-of-the-boxthinking pattern.

• How many of us overcame the regular linear thinking paradigm tocome up with what is not linear towards the thinking process

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The Transformation Dilemma• Will technology transformation make my industry irrelevant?• Will my investment on R&D and Innovation help me ?• Why should I transform my business ?• I have been delivering value all these years, how come there is a change

in pattern?• How are my competitors able to provide solutions at such a low cost? Do

I need to revisit my existing processes ?• My customers have always been happy. What is this circus I am seeing?• Will Agile make my position irrelevant?

Bottom Line

• If it ain’t broke don’t fix it !! If it ain’t delivering revenue fully, FIX IT !! DSDI – Don’t Say, Just Do It !!• Are we just delivering what our clientele wants ?• How can I WOW my customer with my solution at an incredible price ??

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ExploringPossibilities

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??

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TurningPossibilitiesintoMeaningfulActions(Willingnesstodisposeoffwhateveryoucreatedfirst)

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TheChangeRule

Ø Changeasafactorconsideredinallthepictureshasalwaysbeenconstant.Itruled,Itshallrule andItshallcontinuetorule.

Ø Thisrulingofchangeisaperennialruleoftime.Nonegotiations.

Ø Changehassomeruleenginesinit’sfold1. Firstyouacceptchangewillingly,becausewillingnessis

alwaysbetter.Unwillingnesswillcreatealotofdistasteandyouwillbeforcedintoit.

2. Slowlyimbibethechangeand3. BecomeaproponentoratorrentofchangeØ Changeisalwaysforthebetter– thingshavealways

improvedeversincechangecamein.Ø Lackofacceptancetothissmall factisabig challenge.

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FromanIndividualTransitiontoaGroupTransition

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Makingeveryonerealizetheneedforchange

Convertingthechangeresistorstochangeevangelists

The Transformation Enigma – The Emotional Intelligence (EI) Factor

Sometransformationexamplesincludebutnotlimitedtoareasfollows:

v FromVendor/SuppliertoaBusinessPartnerv FromMyProfits(ONLY)toOurVictory(MyCustomersandWeOurselves)v FromaParentProvidertoanEmptyNester(Acommonproblem)v FromaFathertoaFather-In-Lawv FromaMothertoaMother-In-Lawv FromaDaughtertoaDaughter-In-Lawandnottoforget,v FromaSontoaSon-In-Law.LL

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CommonImpedimentstotheChangeFactor

ØTheMostImportantEntitywhichwehavetoconsiderhereis-

ü The‘I’Factor.IfI don’tchange,howcanI evangelizechange?

ü YourPeople– bothinofficelifeandinsocial/personallife.

ü ExistingBusinessProcessesandOfficePracticesü TraditionalandRedefinedBusinessRulesofEngagementü TheCustomerandStakeholderMindsetthenandnow!!

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People – Tough times never last, however, Tough people do !!

q Ifyourtechnologies failyou,nevermind somethingelsecanfill-in.Ifyourpeople failyou,youareinrealhotsoup.

q Peoplecompriseyourlife– bothofficialandpersonalq Mindsets,emotions,personalexperiencesmattertoa

goodextentq Whatyousayandwhatyouthinkneedalotofattention

tounderstand

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The Agile Mindset and Transformation. A Manager’s Metamorphosis towards becoming an Inspiring Leader

What differentiates Leaders from Managers - It is their psyche.

üA Connect with you before I Communicate with you. üI value you just like I value myself.üI empathize with my people (Human beings have emotions). üI acknowledge the discomfort factor you undergo during a change. üI acknowledge I am not an expert and I need your expertise. üAll of us win when our customer wins. üI understand a change journey is tough and I believe we together can overcome the difficulty.

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The Sharp Arrow Head Corollary

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q The sharpness of the Arrow indicates focus.

q The turbulence of the Arrow head is first sensed bythe arrow head and by applying proper coursecorrection it hits the target successfully.

Tostrikeatargetweneed

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Coursecorrectionasperthewind

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Bringingthemalltogether…..

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Toachievethisweneed…

q Cooperationofallparticipants/playersqMultiplepracticessessionsandsomefailures

eventuallycascadingtosuccess

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ConclusiveRemarks- TocultivatethetruefeelforAgilityinQuintessenceTheHammerandtheKeySyndrome

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QuestionsandAnswers??

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Contact InformationSeshadri VenkataramanEmail:seshguru@gmail.com ;seshvenkat@gmail.comMobile:+91.98407.73196Skype:seshadri6PleaseconnectwithmeonSocialMedia,Mypublicprofilesareasbelow.Twitter:www.twitter.com/seshadrivenkatFacebook:www.facebook.com/seshadri.venkatLinkedIn:https://www.linkedin.com/in/seshadri-venkataraman-csp-10b106138/www.projectmanagement.com/profile/seshadrivenkat

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BestWishesforyourtransformationprocess

Thankyou!!

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Thank you for attendingSeshadri Venkataraman

26/4/2017