The Top Transformation Issues and How to Solve Them · The Top Transformation Issues and How to Solve Them. ... Training Consultancy and Delivery services ... 2ND Floor Liberty Gate

Est.1998

Radtac is a leading provider

of Agile Servixes

The Top

Transformation

Issues and How

to Solve Them

Agenda

• Certified ScrumMaster®

• Agenda

Introduction

Session overview and issue identification – 15 mins

Enabling business transformation, why Agile is failing in many

organisations & measurement – 45 mins

Agile leadership – 15 mins

Other issues – 30 mins

Close – 15 mins

3© RADTAC Ltd 2016 – All rights reserved

Radtac Chairman /

Founder

Peter Measey

Introductions

• 35 years IT experience

• 23 years experience Agile transformation

• Radtac CEO for 19 years

• Lead author and editor of BCS book on Agile

• Certified Scrum Trainer, Agile Project Management trainer etc

• Certified PMI-ACP, Prince2, Kanban, SAFe etc

Radtac are a specialist Agile Transformation company,

offering the UK’s widest portfolio of award winning Agile

Training Consultancy and Delivery services

Radtac are proud to have been have been Agile Awards winners the past 3 years for work done with our clients

with withwith

4


Radtac Services

Training

Public, Private and Managed

Service Training solutions.

Consultancy

Consultancy, Coaching,

Mentoring and Transformation

solutions.

Delivery

The best Agile practitioners

and teams in the market.

Visualisation

Enabling change and

alignment through visualisation

solutions.

Fully integrated portfolio of Agile services

Corporate Presentation

Agenda


• Agenda

Introduction






Close – 15 mins

• 15 Minutes• Exercise• Open Space

1. Form groups, nominate a facilitator and define your

major Agile transformation issues

2. Facilitator please place them on the board

3. Pete will then overview them and pick the main

subjects – starting with the 3 of the 5 on the overview

Agenda


• Agenda

Introduction






Close – 15 mins

The rate of change in the business world is not going to slow down anytime soon. If anything, competition in most industries will...

.... probably speed up over the next few decades.

Source : ‘Leading Change’ by John P Kotter

Average lifespan of a company in the S&P 500 index has decreased from 61 years in 1958 to just 18 years today, a run rate that would mean that….

.... by 2027, more than three-quarters of the S&P 500 will not exist

Source: Professor Richard Foster : Yale University

The Modern Business Landscape

When the business environment is complicated, complex or chaotic, evolutionary AgileBusiness Transformation is more appropriate than large scale revolutionary programmatic business transformation.

So .. Agile is key, but scaled business implementation often fails – why ?

The implication

Don’t understand HOW

(lack of vision)

Don’t understand WHY(complacency)

Transformation Problems – Why Agile Failing (1)

Organisation doesn’t understand WHAT it must do to change

– Time bound transformation (declaring victory too soon)

– Little Value Flow (no short term wins)

– Lack of Empowerment(guiding coalition)

– 2 big + 2 complex = 4 failure


Organisation doesn’t understand WHAT it must do to change

– Ineffective communication (by a factor of 100)

– Change fatigue

– Ineffective management (permitting obstacles)

– Transformation silos (Not anchoring changes)


Evolution over revolution

Systems thinking over silo mentality

Transformational leadership over transactional management

Empowered people over process and tools

We value the items on the left over the items on the right

Transformation Solutions - values

Continuous delivery of independent, minimum valuable businessflows :

Within an evolving transformational strategy that runs at a sustainable pace

Stop starting, start finishing

Transformation Solutions – principle one

Appropriate power to the appropriate people :

Values based management

Autonomy, Mastery, Purpose(Dan Pink)

Transformation Solutions – principle two

Make the organisationalsoil ready before planting the seeds of change

Communication cubed (listening, persuading, fast-feedback)

Create a transformation pull environment

Transformation Solutions – principle three

Collaborate with stakeholders

Stakeholders - the people or groups who can help us or screw us up.

Implement a targeted visual persuasion campaign that is continuous and evolving.

Transformation Solutions – principle four

Build an innovative, learning culture

Lifetime Learning

Design thinking

Continually inspect and adapt,

Making mistakes = innovation and creativity

Transformation Solutions – principle five

Encourage and visibly support transformational leadership

Whilst understanding that transformation is delivered by agile management.

Transformation Solutions – principle six

Encourage transformation catalysts, tempered radicals and non-conformist thinkers

Incubate agile leaders.

Incubate agile teams

Transformation Solutions – principle seven

‘Plans are worthless but planning is everything’ (Eisenhower)

Transformation waves

The majority of transformation plans and estimates will need to change very soon after they are created.

Plan for 'tipping point transformation' informed via fast feedback cycles.

Transformation Solutions – principle eight

Embrace simplicity and trust people

"Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.” – (Dee Hock)

‘X’ Managers and ‘Y’ managers - (McGregor)

Transformation Solutions – principle nine

Anchor evolutionary change in the culture

changing the culture is the end game not the start point.

Prevent cultural entropy

Transformation Solutions – principle ten

Align reward systems

Re-enforce good habits

Reduce bad habits

Transformation Solutions – principle eleven

Measure value, speed, satisfaction and quality

Increase value delivered

Fit for purpose speed of fit for purpose value

Fit for purpose customer satisfaction.

Fit for purpose quality

Transformation Solutions – principle twelve

‘The typical twentieth-century organisation has not operated well in a rapidly changing environment.

Structure, systems, practices, and culture have often been more of a drag on change than a facilitator.

If environmental variability continues to increase, as most people now predict, the standard organisation of the twentieth century will likely become a dinosaur.’

Source : ‘Leading Change’ by John P Kotter….


1. Discuss in your groups what has been presented

2. Raise anything further

Agenda


• Agenda

Introduction






Close – 15 mins


• Building the right thing?

Build the thing fast and well

SM

Development

TeamProduct

Owner

b)

a)

c)

d)

ScrumMaster’s job is to

shorten the feedback loop

which will in turn accelerate

learning.

a) Perfect product but we

may miss the market

window.

b) Great value but will

probably be building

technical debt.

c) Quick and great

technically but will

anyone use it?

d) The important thing is to

find the right balance.

Source: Henrik Kniberg - https://www.crisp.se/konsulter/henrik-kniberg


• Coaching Skills

Move away from… Move towards…

Coordinating individual

contributions

Coaching the whole team to

collaborate

Acting as a subject matter

expert

Being a facilitator

Driving towards specific

outcomesBeing invested in the teams

overall performance

Knowing the answer Asking the team for the answer

Directing Guiding

Focus on deadlines and

technical options

Focus on business value

Fixing problems Helping others fix problems


• Servant Leader Skills

Listens and supports team members in decision identification

Understands and empathises with others

Encourages and supports the personal development of each

individual

Persuades rather than uses authority

Thinks beyond day-2-day realities

Looks for help without diminishing other’s commitments

Is open and appreciates openness

Servant leader skills


• Avoiding Dysfunctional Teams

Source: Lencioni, P. (2002). The five dysfunctions of a team : a leadership fable. San Francisco: Jossey-Bass.

Conflict

Trust

Commitment

Accountability

Results

Focusing on……. Focus on Collective Outcomes

Embracing……. Confront Difficult Issues

Achieving……. Force Clarity and Closure

Mastering……. Mine for Conflict

Trust……. Be Vulnerable


1. Discuss in your groups what has been presented

2. Raise anything further if required

Agenda


• Agenda

Introduction






Close – 15 mins


1. Discuss as many of the other issues identified by the

group until session end

2. Pete to lead discussion

Agenda


• Agenda

Introduction






Close – 15 mins


Company History & USP’s

Corporate Presentation

As of 2017, we bring 19 years experience to offer our customers

E2E agile Transformation capability

from the C-Suite to the delivery teams

Full range of Coaching

personal, executive, technical, team & coach the coach

The broadest range of Agile training in the UK

including having trained 33% of the UK’s ScrumMasters

Sharp Transformation thought leadership

especially in Agile Business Transformation and Scaling Agile

The ability to scale our services globally

Our Barclays engagement was 12 countries over 4 continents


Our common engagements - Maturing Agility across the Enterprise A commonly seen organisational Agile journey


How Radtac services support the Agile journey

LONDON

45 Beech Street

London EC2Y8AD

+44-207-953-9853

LEEDS

One Aire Street

Leeds LS1 4PR +44-113-

457-0082

KENT

Unit 2, Revenge Road,

Chatham, Kent

ME5 8UD

+44-207-953-9853

www.radtac.com

1030 15th Street, N.W

Suite – TBC

Washington D.C 20025

+866- 0207-953-9853

171 Main Street

Suite 265

Los Altos, CA 94022

+866- 0207-953-9853

2ND Floor Liberty Gate

MM Alam Road

Lahore, Pakistan

+92-0345-145-1215

US (East Coast)

US (West Coast)

PAKISTAN

Our locations


Resources

Agile Foundations –

principles, practices

and frameworks

WE WROTE THE BOOK

Peter Measey, CEO of

London based agile

specialists, Radtac, is lead

author and editor of the

official textbook for the BCS

Foundation Certification in

Agile, “Agile Foundation –

Principles, practices and

frameworks.”

Quickly estimate story sizes

with either Planning Poker or

T-Shirt sizes.

PLUSManage your time

effectively through the use

of the

Pomodoro technique.

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Radtac Agile Tools

Mobile Application

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eTools

[email protected] +44 (0) 203 811 0424 www.radtac.co.uk

KEEP IN TOUCH

THANKS VERY MUCH

www.radtac.co.uk/courses

www.radtac.co.uk/blog

Documents

The Top Transformation Issues and How to Solve Them · The Top Transformation Issues and How to Solve Them. ... Training Consultancy and Delivery services ... 2ND Floor Liberty Gate