agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Creating Lasting Agile Change
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
once upon a time...a tale of an agile transition and how everyone lived happily ever after
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
transition timeline
pilot teams
leadership team
transition team
country roll-out
scale
10
100
1000
scale
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
delighting the customer
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of course, all our transitions go like this
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well... not just yet
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why a successful agile transition is more than the sum of its parts
challenge of empowering agile organizations
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
empowerment used to mean self-management
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
situational leadership (Hersey, Blanchard)
supportingfor people with:
high competencevariable
commitment
delegatingfor people with:
high competencehigh commitment
coachingfor people with:
some competencesome commitment
directingfor people with: low competencehigh commitment
little a lot
little
a lo
t
supp
ortiv
e be
havio
ur
directive behaviour
The Hersey-Blanchard Situational Leadership Theory rests on two fundamental concepts:• leadership style and • the individual or
group's maturity level
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
today self-organization trumps self-management
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
self-organization vs. self-management
is a tool change not a cultural change
is a change in enterprise culture
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
change is not the same as progress
The last 100 years has seen lots of improvements
in golf clubs
but golf scores have stayed the same
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
self-organization vs. self-management
is a tool change not a cultural changemanagement acts as policy police
is a change in enterprise culture
management creates the environment
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
from control to enablement
http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html
Maria Ogneva, Head of Community at Yammer
John Hagel [in The Power of Pull] talks about necessity of shifting from predictable outputs and inputs to activating the right resources and ecosystems at the right time
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
self-organization vs. self-management
is a tool change not a cultural changemanagement acts as policy policerole of leadership is left unchanged
is a change in enterprise culture
management creates the environment
role of leadership changes
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
leadership challenge
“However most of the high-performance teams were not manager-led teams.
They were teams where the management had deliberately stepped back, or was inattentive or where one reason or another was totally absent, thus enabling the team to self-organize.”
Steve Denning
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
situational leadership (Hersey, Blanchard)
supportingfor people with:
high competencevariable
commitment
delegatingfor people with:
high competencehigh commitment
coachingfor people with:
some competencesome commitment
directingfor people with: low competencehigh commitment
little a lot
little
a lo
t
supp
ortiv
e be
havio
ur
directive behaviour
The Hersey-Blanchard Situational Leadership Theory rests on two fundamental concepts:• leadership style and • the individual or
group's maturity level
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
“At the University of California at Irvine, ...they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”
adapting vs. defining
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
human innovation
•building in-house innovation capability
•lean manufacturing
•new model for labor relations
Human Innovation at Appliance Park
http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-manufacturing-renewal/ar/1
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
creating lasting agile change
build internal coaching capabilityadopt agile practices and principlesalign metrics and HR with self-organization
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
build internal coaching capability
•build redundancy in•find passionate people•high calibre, influential
transition team
leadership
expectations
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build internal coaching capability
•Involve leadership from beginning, not as an after thought
•Help leadership lead by example
transition team
leadership
expectations
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
build internal coaching capability
•lean leadership - decades!
•why do we think we can do it in weeks?
transition team
leadership
expectations
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
creating lasting agile change
build internal coaching capabilityadopt agile practices and principlesalign metrics and HR with self-organization
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Focus on framework and boundary objects
Institutionalize knowledge sharing
Share success not best practices
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Focus on framework and boundary objects
Institutionalize knowledge sharing
Share success not best practices
adopt agile practices and principles
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
adopt agile practices and principles
Share success not best practices
Dilbert ©2012
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
creating lasting agile change
build internal coaching capabilityadopt agile practices and principlesalign metrics and HR with self-organization
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
align metrics and HR with self-organization
reward with autonomy, mastery, purposeincorporate holistic view / guidance
create environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
align metrics and HR with self-organization
reward with autonomy, mastery, purposeincorporate holistic view / guidance
create environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
align metrics and HR with self-organization
reward with autonomy, mastery, purposeincorporate holistic view / guidancecreate environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
creating lasting agile change
build internal coaching capabilityadopt agile practices and principlesalign metrics and HR with self-organization
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Further viewing/reading
• Slideshare: http://www.slideshare.net/davesharrock
• The Rise of the Empowered Employee
http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html
• The CEO of General Electric on Sparking an American Manufacturing Renewal
http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-manufacturing-renewal/ar/1
• Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations by Ken Blanchard
• Drive by Daniel Pink
http://www.youtube.com/watch?v=u6XAPnuFjJc
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
thank you
[email protected]: dave.sharrock
twitter: @davesharrockslides: slideshare.net/davesharrock
“Coming together is a beginning. Keeping together is progress. Working together is success.”
Henry Ford