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Agile @ Spark
A Journey
Our journey starts in 2013 with our poor track record and trajectory…
2002 2004 2006 2008 2010 2012 2014 2016
“One of the poorest performers in the buoyant
telecoms sector, with underwhelming
earnings growth and capex rising”
– Australian Financial Review (July 2013)
3 year Turnaround programme delivered in 18
months
Unfortunately it didn’t change the fact that Telcos
are under a lot of pressure to change
Share of organisations that started efforts to increase their organisational Agility
Perceived instability of the business environment
….sparking our interest in Agilebut not at the expense of losing our performance muscle
We visited a number of Agile companies
and distilled 4 clear themes
1. Be clear on the “Why”?
• It’s a lot of work …. so be clear on why you want to do it
2. How “Change-able” is your organisation ?
• How much real change has your business been through in recent years ?
• Agile will be x 5
• If not a lot of change, Agile may be too great a shock to the system
3. Burn the boats
• Jump in with both feet
• Half - way increases risk of failure
4. Don’t “lift and shift”
• Do the work – no shortcuts
1. Spark’s WHY Agile?
• Faster to Market
• Embedded
Customer Focus
• Engaged and
Empowered PeopleWaterfall
Agile
2. “Sell” the change story
• Adult-to-adult. Honest. Transparent. Early.
• Face-to-face. Live, 2-way events as backbone
• Top-team driven.
• Real and authentic. Stories. From the front. Real voices
• Video
• Methodical (vs random)
Apr May JunFeb Mar
Squad blogs
Live squad videos
Mar (mid)
Animated video
Apr
Sounding board ws
Feb (mid)
Announce Tribe map &
TL/CL Mar
HR reset package,
Apr
Open homes
Jun (TBD)
Buddy system
Apr
Coffee
chats
Frontrunner
boot camp
Full Tribe map
release
HR model
details
Design to squad Roles open for and
chapter level application
Agile day
Town Hall 1Agile day
Jun
Town hall 2
Mar
Town hall 3
May (mid)
Example timeline
CEO
letter
Frontrunner
TL blogs
HR
Legal
Comms
Centres of Excellence
Regulatory
Agile
Value
Management
Finance
Channel
and Delivery
Units
Product
Tribes
Segment
Tribes
Enabler
Tribes
IT Path-to-
Production
Security
Retail
Business Hubs
Billing
Enablement
IT Applications
Call Center
Call Center
Call Center
Consumer
Business
Wholesale
OmnichannelChannel
Enabler Tribes
Mobile
Network
Evolution
Network &
Infrastructure
Service
Operations
Prof. Services
Delivery
Broadband
Digital Services
Billing
Voice &
Collaboration
Physical
Infrastructure
Field Delivery
Managed Data
IT Services
Sales & Service
North
Sales & Service
South
Data &
Automation Admin
3. Create an Agile Structure
– moving to a very flat structure
3 Layers:
Leadership, Tribe,
Squad
Delayer the structure
118 Squads
Design fully around teams
90 Day
Quarterly
cycle
Radically transform the
backbone
40 Agile Coaches 5000Bootcamp& with new employment agreements
Build coaching capability Change management at scale Top team in drivers seat
3+hours per week together,
every week, from top
team
2Week Operating Rhythm
1,700
to 120 Job Titles
4. Effective QBRPROCESS
Squad
backlog
Quarterly plan
for each Unit
Tribe OKRs
Quarterly priorities
based on strategy
Layers
Incentives
Titles
Market pressures Outputs
Budgeting
4. Tools: we re-set HR (…. and Finance/Comms/Legal)
Market pressures Outputs
…to help speed the place up
Going Agile, we issued new employment
agreements
Key differences:
• “I’m in”
• No Conventional Job descriptions
PREVIOUS“BANDS”
NOW“STAIRCASES”
Business Unit Leadership Positions
+/- 20% of
median
Step One
Step Two
Step Three
Step Four
Level 3
Level 2
Level 1
Level 3
Level 2
Level 1
Level 3
Level 2
Level 1
Step Five
Level 3
Level 2
Level 1
Level 4
Level 5
Level 3
Level 2
Level 1
Level 4
Level 5
Level 4
…. with complete change in remuneration model
to reinforce career / skills development
Pay Ranges Pay Points
Tribe LeadTL Tribe backlog OKRsTribe budget
Chapter LeadPeople
development
Domain
consistencyCapability buildingCL
Product OwnerPOBacklog and
prioritizationGo / No-go
decisionSquad vision
Agile CoachАC Agile maturityResolve
Impediments
Coaching and
mentorship
Design and
deliver
supporting
processes
CoE Lead Functional expertiseCoach and
mentor teams
Centre of
Excellence Lead
5. Clarity - Agile Development & Capabilities Agenda
6. Agile Coach capabilities
Forums
Feedback
Fieldwork
Graduate as Agile Coach Ongoing developmentScreen and recruit "Gated” Development
Agile
expertise
Coaching
skills
Criteria
Delivery
Confidence
and soft skills
Problem solving
& analytics
Good Agile Coaches in NZ are rare:
We had to build our own…..and quickly
Promoters
49%
Passive
37%
Detractors
14%
7. Transparency and measurement
1:1 Regularity = 93%
1:1 Effectiveness = 78%
Pre-Agile
32 eNPS
Agile
41 eNPS
Operational
metrics
Value
drivers
NPS
Journey
metrics
Squad
productivity
Agile
maturity
Financial
metrics
People
indicators
VoE
OKRs/
KPIs
Squad
quality
Margins: 25% to 30%
Dividends: 16cps to 25cps
Market Cap: x 2
iNPS – Sales and Service: -20 to +50
Inbound Calls: 40% reduction
Culture 14th Percentile to eNPS +41 (+9)
It’s been quite the journey since 2013 .…
BEHAVIOURAL SHIFTS WILL SUPPORT THE CULTURE WE NEED IN AGILE
MoreLess
‘Owning it’ Doing what is right
Feeling safe to have a go and
experiment
Cautious Playing it safe; it’s always acceptable to escalate
Believing failure is to be avoided under all
circumstances
Value every voice Actively seeking diverse perspectives
Taking responsibility to speak up
Loudest voice wins Only listening to big personalities or leaders
Feeling cautious to speak up
Empower and coach Trusting others to get things done
Using guidelines and questions to help
others solve problems
Manage and direct Telling others how to get things done
Relying on rules to organise team work
Team success Looking to make others shine
Being deliberately open and transparent
Being generous with time for others
My tasks Prioritising own deliverables over broader team
needs
Passing ‘to’ a player not ‘for’ a player
Agile means
a big
change in
culture.
“If we had to do it again ….?”
1. Total Commitment …. starts at the top and don’t stop
2. “Go Agile to be Agile”…
3. Keep HR / Finance / Comms involved
4. Don’t miss the opportunity to re-set
• Job titles, Compensation / career models, L and D
5. Things that will really help
• IT foundations need to be ready• ‘Change-able’
• Design-thinking
• One-on-ones / Feedback
3
Top 10 learnings
6. Don’t make it about costs
7. Be clear on the role and capabilities of the agile
coach role
8. Create a Sounding Board
9. Storytelling and “Knitting”
10. Get experts to help
What got us here won’t get us there…
1
5
TODAY
Standards will drive step-change
3
• Variability exists across the business – naturally given we took some risks as we flipped
• Clinical, Consulting type ‘speak’ will not inspire. Standards need to be aspirational too
1
2
3
4
5
Building Highly Functioning Tribes
Driving Performance, Pace and Productivity
A leader driving an inclusive achieving culture
Building Vision, Purpose and Clarity
Contribution Model
HOW:
Gold Standards unite
Communities of Shared
Practice
Feedback is a multiplier in the mature
agile culture
• Even MORE 2 way dialogue
• Feedback in the moment
• Always a precursor to development
3
VoE - we’ve been thinking about…
3• How agile ‘able’ is the Tool/Platform?
• Strong feedback loops
• ‘in the moment’ and ‘operating at pace’.
• Adaptability – ours to own?
• Fluidity - Reporting and Insights?
• Survey Simplicity and Frequency
• Too often, Too Many?
• Over cooked?
• Leader Engagement and Ownership
• Freedom and accountability to communicate directly
• Anonymity vs Transparency?
• Feedback Loop
• Do we consistently pass the Red Face Test of hearing and applying?
Bringing the future workforce faster to NZ…
Learning and Development Agenda
Experimenting with Communities of Practice
Product OwnerSquad vision
Tribe Lead/COE LeadTribe/Unit vision
Chapter LeadQuality standards
• 90 Day Programmes
• Survey Assessment
• Short Format Workshops
• Blended Learning Offers
• Self direction - learning curiosity
• 180 Day Programme
• Feedback / Assessment
• Agile Learning Methodology
• Emotional Agility
Bringing the future workforce faster to NZ…
Agile Progression and Pathways – flat and fast
Agile
Pipeline
Entry Level Talent
vs
Side-Loading
Bench Strength
&
Progression
Core Capabilities
&
Future Skill Shifts
• Flat =Challenging
• Accessible learning for all
• Agile = behavioural fish
bowl
• Leading with Ambiguity
• Coaching
• Connection/Influence
• Commercial Skills
• Story Telling
• Coaching
• The Future of Work &
Job Design
30
• Feedback against “what great looks” like is our cornerstone.
• Format and Timing is key in a world of fluidity, pace & unknowns
• Be clear on who does what best for learning offers – leader? HRP?
Coach?
• Keep the backlog tight, deliver it, then dip back in
• Build our own– accessible by all, for all.
• Cultivating Communities will differentiate: pace, scale, and magic
• Integrate - consistent weaving of the culture we’re driving
We believe L & D – neatly woven, will deliver the
productivity and culture kicker...