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Agile CultureDelighting Our Customers
Co-Founder, AccelinnovaPresident, Evolutionary Systems
Director, Institute of Collaborative Leadership
Pollyanna PIXTON
Trustworthinesswhat do we want ?
amazing products
delighted customers
great profit
amazing products
and delighted customers?
use Agile!
great profit?
create highly efficient and
effective teams
we need a culture that is ….
an active enabling force in
energizing teams
to achieve
organizational goals
Get more done by doing less
such a culture has….
trust
ownership
integrity
alignment
trust/ownership model
Micro-
management
Team Does as Instructed
No Ownership
Leader / Process
is Bottleneck
Conflict
Team Demotivated
Mired in Bureaucracy
& Wasted Effort
Energy &
Innovation
Team Trusted
Team Accountable
Leader Freed
Abdication
No One Cares
HighTeam/Individual Ownership
Control
Trust
Low
Lead
ers
hip
& B
usi
ne
ss P
roce
ss
Trust
trust and integrity
Integrity is
honestly dealing
with ambiguity
ownership andalignment
team purpose
must be aligned
with business goals
assessment
where does your team think it is?
Conflict
Team Demotivated
Mired in Bureaucracy
& Wasted Effort
Energy &
Innovation
Team Trusted
Team Accountable
Leader Freed
HighTeam/Individual Ownership
Control
Trust
Low
Lead
ers
hip
& B
usi
ne
ss P
roce
ss Abdication
No One Cares
Micro-
management
Team Does as Instructed
No Ownership
Leader / Process
is Bottleneck
where does your leader think your team is?
Conflict
Team Demotivated
Mired in Bureaucracy
& Wasted Effort
Energy &
Innovation
Team Trusted
Team Accountable
Leader Freed
HighTeam/Individual Ownership
Control
Trust
Low
Lead
ers
hip
& B
usi
ne
ss P
roce
ss Abdication
No One Cares
Micro-
management
Team Does as Instructed
No Ownership
Leader / Process
is Bottleneck
deals honestly with ambiguity?
Yes No
Your Organization?
Your Team?
Your Leader?
In what way?
business purpose and goals
Yes NoDoes your organization understand its business purpose?
Does your leader understand and align with the business purpose of the organization?
Does your team understand and accept the business purpose of your leader?
business goal
alignment
and
understanding
from many meaningful thoughts,
one valuable vision.
product inception
planning
objectives
Clear and compelling vision
Shared understanding across team
Prepare to actively design and build
Who owns what, who is responsible for what
Form a product/project team
(alignment and understanding)
customer journey
and
touch point mapping
four important questions
The business should provide the problem – not the solution.
1. Who do we serve?
2. What do they want and need most?
3. What do we provide to help them?
4. What is the best way to provide this?
customer journey
example: online postage
Search online,
Compare,
Read reviews
We go to the post office a lot
and waste time in line.
Sign up for trial
Buy decisionSet up account
Installation
Printer setup
Billing options
Customer support
Maintenance
Prove value
what parts of
your product touch the
customer?
online postage touch points?
Search online,
Compare,
Read reviews
We go to the post office a lot
and waste time in line.
Sign up for trial
Buy decisionSet up account
Installation
Printer setup
Billing options
Customer support
Maintenance
Prove value
articulate
the
vision
the “billboard”test…
“To be the low cost airline.”
- Southwest Airlines
online postage billboard?
decision filters
focus on vision
“Will this help us bethe low cost airline?”
- Southwest Airlines
decision filters:
make dailydecisions
schedule projects
what to develop
cascade decision filtersthroughout the
organization
decision filters for
online postage?
brainstorm product ideas
create epics
Transaction
Costs
do they ALL pass
the decision filters?
prioritizebased on
business
value
now….
how do we honestly
deal with ambiguity?
leaders want certainty
“I need it now!”
“It ALL must be done in 3
months!”
“What is it going to cost?”
“How long will it take?”
“Can you do it in less?”
Leadership Role
You can’t defy gravity!
- Paul Gibson
ambiguity…
an estimate is an estimate,
a range,
not an exact
number
group estimates
are better
- NASA
chance of getting it right
we don’t know what we don’t know
leaders want certainty…
and reality is …
there isn’t any
we need some help!
accept reality
prepare for change
continuous feedback!
don’t over commit to the market
use 60/40 rule!
team only
commits to
60% of time
available
Leading Agile
Collaboration Model
Collaboration Process
don’t make
compromises
without business
buy-in
stand by your estimates
don’t cave or pad them!
when change
happens
ask why?
customer relevance?
importance to other
commitments?
what can be done
later?
show progress
minimal viable product
mitigate risks
entire team
identifies risks
together
uncertainty
marketuncertainty
technical
uncertaintyproject duration
number ofcustomers
dependencies
scope
complexity team size
culture
mission criticality
team locationtime zones
team maturity
domainknowledge gaps
dependencies
lack of trust
0
1
2
3
4
5
6
7
8
910
Market Uncertainty
TechnicalUncertainty
Project Duration
Number of Customers
Dependencies
Scope Flexibility
0
1
2
3
4
5
6
7
8
910
Acceptable Risk
Iteration 1Iteration 2
Iteration 3
risk mitigation progress
when all risk inside acceptable risk
then commit
summary
trust and ownership model
Conflict
Team Demotivated
Mired in Bureaucracy
& Wasted Effort
Energy &
Innovation
Team Trusted
Team Accountable
Leader Freed
HighTeam/Individual Ownership
Control
Trust
Low
Lead
ers
hip
& B
usi
ne
ss P
roce
ss Abdication
No One Cares
Micro-
management
Team Does as Instructed
No Ownership
Leader / Process
is Bottleneck
Trust
trust and integrity
Integrity is
honestly dealing
with ambiguity
ownership andalignment
team purpose
must be aligned
with business goals
tools that help
product inception planning
accept reality
minimal viable product
incrementally reducerisk
continuous
customer
feedback
learn more
ppixton@accelinnova.com
www.accelinnova.com
Text: 801.209.0195
Blog: pollyannapixton.com
Coming Soon!
Agile Culture ChangeOur new book
due November 2013
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