What would it take to Have an Agile Enterprise - Agile NZ ......©2015 Agile Coaching Institute Tradition Edriven(Agile • Loves(detailed(processes • Violates(spirit(of(Manifesto(•

Michael(K.(Spayd @mspayd

Lyssa(Adkins((((@lyssaadkins

ADVENTURES(WITH(AGIE(2015(E LONDON

What(would(it(take(to(

Have%an%Agile%Enterprise?

©2015 Agile Coaching Institute

Coaching the Agile EnterpriseA(Handbook(for(

Emerging(Transformation(Leaders,(Change(Artists(and(

Benevolent(TroubleEMakers(

©2011E15 Michael(K.(Spayd

Your(Guides….


We(see(that(people(have

HUGEaspirations

for(an(Agile(enterprise.

Do#you?


What(many(of(us(have…


What(many(of(us(aspire)to…

A(leanedEout(process

Careers(without(politics

An(Agile(culture


Source:( Version( One(2013(“State(of(Agile”( Survey


Two(things(an(Agile(Enterprise(needs

Business)Agility

Human)Systems)Agility

and Michael K. Spayd


Four(Organizational(Value(Cultures((Altitudes)

Achievement / Results-driven

( )

Pragmatic, success-oriented, analytical mindsetQuestions authority, driven to get ahead, values freedom to succeedInnovation,Accountability,Meritocracy

Conformist / Role-driven(Amber)

Follows authority, aware of social roles & dutyAbsolute Truth (dogmatic), oriented to group’s expectations& valuesLong-term perspective,ConsistentProcess,Size&Stability (Hierarchy)

Pluralistic / Relationship-driven (

Values-oriented, community based, fairnessHears all perspectives, relationships-over-outcomes, desiresconsensusEmpowerment,Values-driven culture,Multi-Stakeholder perspective

Source: Frederic Laloux – Reinventing Organizations, plus Wilber, Graves, Beck, and Cook-Greuter

Evolutionary / Purpose-driven

(Teal)

Purpose-driven, inner integrity, sees ‘systems’Dis-identifies withown ego, autonomyto express self, authenticity‘Inner Rightness’ as the Compass,Wisdom beyond Rationality

Implusive ( ) Power & dominance, heroism, avoidance of shameSeparate ego, dominance vs submission, chiefdoms, illegal orgs



How(are(altitudes distributed((roughly)?

Red,)5%

Amber,)30%

Orange,)40%

Green,)20%

Teal,)5%

0 1 2 3 4 5 6

%)of)People)(in(developed(world)



How(does(Agile(Manifest(at Different(Altitudes?

TraditionEdriven(Agile

ResultsEdriven(Agile

PeopleEdriven(Agile

Adaptive(Agile((ImpactEdriven)




• Loves(detailed(processes• Violates(spirit(of(Manifesto(

• Small,(local(process(improvements

• Mgmt dislikes( selfEorganization

• Agile(‘in(name(only’

• Possible(benefits:( iterative,(customer(focus,(quality,(speed

• Kanban is(a(better(fit(culturally



PeopleEdriven(Agile


Manifesto AlignmentComprehensive documentation over working software

Following a plan over responding to changeProcesses & tools over individuals & interactions

Portions%adapted%from:%Dajo Breddels,%Agile%2012and Michael K. Spayd



• Driven(only(by(results• Saving(money

• Nominal(customer(satisfaction

• “Doing(more(with(less”

• Competition( for(recognition

• Excellence(! technical(

practices

• Metrics(used(to(compare(teams

12



PeopleEdriven(Agile


Manifesto AlignmentContract negotiation over customer collaboration

Working software over comprehensive documentation

Portions%adapted%from:%Dajo Breddels,%Agile%2012and Michael K. Spayd


PeopleEdriven(Agile

• Focus:(people(&(values

• Real(team(empowerment

• Owns(their(estimates(&(technical(

decisions

• Morale(goes(up

• ConsensusEdriven;(downside(=(

deathEbyEconsensus

• Customer(partnerships

• Flat(organization

13



PeopleEdriven(Agile


Manifesto AlignmentIndividuals & Interactions over processes and toolsCustomer Collaboration over contract negotiation

Portions%adapted%from:%Dajo Breddels,%Agile%2012


Adaptive(Agile

• Whole(systems(thinking(

• Embraces(complexity

• Processes(&(systems(support(

“Flow”

• Dropping/blurring(of(roles• Values(effectiveness(over(efficiency

• “FullEblown”(Agile( is(possible

14



PeopleEdriven(Agile


Manifesto AlignmentFull manifesto alignment, especially

Responding to change over following a plan

Portions%adapted%from:%Dajo Breddels,%Agile%2012


Integral(Agile(Altitudes

Business)Agility




Methods)by(Quadrants

Psychological(

Window

Behavioral(Window

Cultural(Window

Systems(Window

Inspired%by%Brett%Thomas,%AQAL$Elements$Applied$to$Leadership3$RSI%is%Trademark%of%CRR%Global

-Professional Coaching-Personality tests (e.g., MBTI)

-Introspection / meditation

The(“I”(Perspective

-Scientific method-Structured observation

-Metrics / statistics

The(“IT”(Perspective

-Mental models-Facilitated dialogue-Relationship Systems

Intelligence™ (RSI)The(“WE”(Perspective

-Systems thinking-Value stream mapping

-Empirical mgmt systems

The(“ITS”(Perspective



Agile)Approaches)Mapped(to(Quadrants

“I”

“WE”

“IT”

“ITS”

• ‘Being’ Agile / Agile mindset• Software Craftsmanship (values)• The Leadership Circle (Anderson)• Professional Coaching (Co-active)

• Doing Agile / behaviors & practices

• Software Craftsmanship (practices)

• Applying the scientific method• Kanban (team level)

• Scaled Agile Framework™• Beyond Budgeting• Kanban (Portfolio level)• Systems Thinking• Theory of Constraints• Holacracy

• Schneider’s culture typology• Creating an Agile, collaborative

culture• Systems Coaching / RSI™• Examining mental models (Senge)



MetaEmap

Integral(Agile(Transformation)Framework

Leadership)&)Engagement

Organizational)Culture)&)Relationships

Competencies,)Products)&)Technologies

Organizational)Architecture)&)Structure

Business)Agility




Evolution(in(the(Leadership Quadrant



Evolution(in(the(Competencies)&)Products)Quadrant



Evolution(in(the(Organization)Architecture)Quadrant



Evolution(in(the(CultureQuadrant



What(might(be(possible(

for(the(Agile(Enterprise(in(

YOUR)organization?


What(is(even(possible?

AmberQOrange Enterprise


Organizational)Culture)&)

Relationships


Organizational)Architecture)&)

Structure

• Power(from(job(title(

matures(into(an(

“outcomes”(orientation

• Real(iterative(development( is(

possible

• Beginning(to(value(customer(

feedback

• Culture(begins(to(value(results

• Allegiance( to(Function(can(

grow(into(a(careerEorientation

• Matrix(org(structure(can(

focus(on(projects over(

functions




Orange Enterprise

• Drawn(to(new(ideas,(success

• Identified(with(one’s(

profession,(wants(latest(

training((MBA,(PMP,(tech,(etc.)

• Limiting(WIP(is(possible((to(

drive(efficiency)

• Tech(practices(can(flourish

• Collaboration(is(driven(by(

efficiency)(not(relationships)

• Culture(values(innovation(&(

meritocracy

• Role(allegiance( to(career(as(

defined(by(the(market

• Matrix(structure(overlaid(by(a(

crude(value(stream(orientation



Relationships



Structure




OrangeQGreen Enterprise

• EQ(comes(more(online

• Aware(of(impact(on(others

• Begins(to(see(others’(

perspectives

• Can(more(fully(practice(Scrum

• More(collaboration(with(

business((&(other(stakeholders)

• Role(allegiance( can(tilt( to(

the(needs(of(the(team

• Starting(to(value(the(

relationship aspects(of(Agile

• Matrix(org(structure(starts(to(

be(balanced(with(value(streams(

and(a(focus(on(customers



Relationships



Structure




Green Enterprise

• Relatively(high(EQ

• Some(awareness(of(Systems

• Able(to(work(with(diversity(&(

social(complexity

• Full(practice(of(selfEorganized(

Scrum(is(possible

• Culture(truly(values(

empowered(teams

• “Values” move(front(&(center,(

especially( diversity

• Flattening(structure

• Value(streams(optimized( into(

the(org(structure(to(align(with(

customers



Relationships



Structure



What(would(an(Agile Organization be(like?

Function Traditional)(Orange)Organizations

Emerging)(Teal) Organizations

ORGANIZATION Hierarchical pyramid Self-organizing teams; coaches with no mgmt authority

PROJECTS Heavy project management methods

No project mgrs; people self-staff projects

RECRUITMENT Interviews by HR, matches job description

Interviews by future team members

JOBS Needs own description & title No job titles; fluid, granular roles

PERFORMANCE

MANAGEMENT

Focus on individualperformance; appraisal by supervisor

Focus on team performance; peer appraisals

PROMOTIONS Jockeying for position, politics

No promotion, roles fluidly rearranged with peer agreement

Adapted%from%Frederic%Laloux,%Reinventing$Organizations



Teal Enterprise

• Awareness(of(own(ego(needs(

and(‘shadow’

• Acute(systems(awareness

• Able(to(work(with(diverse(

complexity(levels

• Truly(adaptive(processes(

are(possible

• Culture(values(fulfillment(of(

purpose(&(impact

• Values(&(is(able(to(leverage(

cultural(differences

• Adaptive(org(structures(

emerge(and(change(based(on(

everEchanging(needs(of(people(

and(markets



Relationships



Structure


Engage)in)crossQquadrant)conversations

Our(Challenge(to(You… Look)through)new)eyes

Make(a(list:(

What)trial)balloons) can)you)float)back)

at)work?


Documents

What would it take to Have an Agile Enterprise - Agile NZ ......©2015 Agile Coaching Institute Tradition Edriven(Agile • Loves(detailed(processes • Violates(spirit(of(Manifesto(•