`B U I L D I N G A S E L F - S U S T A I N I N G A G I L E O R G A N I Z A T I O N

A L E A D E R S H I P - D R I V E N A P P R O A C H

S E A N D U N N , C D , P E n g , C S P , P M Ps e a n . d u n n @ i h s . c o m

HOW DO WE ENSURE OUR VALUES ANDPRINCIPLES

PERSISTFOR GENERATIONS?

C O N S I D E R

1 0 Y E A R S F R O M N O W, Y O U R E T U R N T O Y O U R O R G A N I Z AT I O N

WHAT WILL YOU F IND?

TECHNICAL EXCELLENCE

TRANSFORMATIONALLEADERSHIP

LEAN PRODUCTMANAGEMENT

• CODING SKILLS• DESIGNING SOFTWARE

TO ACCOMMODATE CHANGE• DEVELOPMENT ECOSYSTEM

• INCREMENTAL VALUEDELIVERY

• SHORT-FEEDBACK CYCLES• WHOLE-SYSTEM

OPTIMIZATION

• INSPIRING OTHERS• DEVELOPING

LEADERS• BUILDING TEAMS• LEAD BY EXAMPLE

What did I learn from thirteen years in the Army?

Q: Where do Generals come from?

A: They are made.

LESSONS

FROM THE

ARMY

Leadership is consciously developed early in career

Training others is a critical skill that must be taught and practiced

Personnel development is a top priority

Hack (noun): A solution that solves the immediate problem while

sacrificing long-term consequences.

Scrum – A collection of “organizational hacks”?

SCRUMMASTERS SHOULD NOT BE MANAGERS

conventional scrum wisdom:

ORGANIZATIONAL HACK?

WHAT IF: MANAGERS == LEADERS == SCRUMMASTERS

Now consider:

Where do come from?leaders

CEOs

product owners

managers

directors

vice-presidents

A: They are made.

If your leaders can’t teach it,

How well do you really know it?

C O N S I D E R

1 0 Y E A R S F R O M N O W, Y O U R E T U R N T O Y O U R O R G A N I Z AT I O N A N D D I S C O V E R A P R A C T I C E T H AT R E S E M B L E S N E I T H E RS C R U M N O R K A N B A N

HOW DO YOU REACT ?

A B I L I T Y T O D E V E L O P T H EN E X T G E N E R A T I O N ?

L E A D E R S H I P ?

T H E P A S S I O N F O R D I S C O V E R Y ?

T H E P R I N C I P L E S ?

THE METHODOLOGY ?

W H AT W I L L S E L F - S U S TA I N ?m

atu

rity

To confidently walk away from an organization, knowing that they will continue to discover

new and better ways of developing software

my success criteria:

SOME PATTERNS

• Focus on behaviours – let delivery be a consequence

• Develop leaders – at all levels – to be Agile coaches

• Create training and development plan, courses & materials

• Developing others is a value – rewards and promotion are based

• Be deliberate about your hiring strategy

IN CONCLUSION

• Building a self-sustaining organization requires deliberate thought, effort, and investment

• Sustain the values and the principles –not the practices

• Agile values are organizational values

• Culture is leadership driven

• Lead by example – model the desired behaviour