Cultural change agile is about people evening briefing

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Cultural Change: Agile is about People

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© 2014 RADTAC Ltd.

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Radtac - 16 Years of learning continues

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RADTAC Why

Ice

We believe in challenging the status quo and in the innate ability of people

to rise to the challenges of their organisation.

© 2014 RADTAC Ltd.


RADTAC How

Ice

We enable our clients to achieve sustainable and continuous improvement by unlocking their human potential, using our

exceptional people and unparalleled practical industry experience.

By doing this we have come to value….

Evolution over revolutionCollaborative partnerships over supplier relationshipsPragmatic transformation over fundamentalist dogma

Transformational leadership over transactional management

We believe there is value associated with the statements on the right, however we value the statements on the left more


RADTAC What

Ice

We deliver this by providing a fully integrated portfolio of services,

Our 4 Pillars

Culture – Vision and behavioural transformationConsulting – Capability transformation

Delivery – Transformation catalysts / interim peopleTraining – Knowledge transformation

We deliver this by focussing on a pragmatic and realistic integration of modern and existing delivery and management frameworks, with a focus on Lean, Agile and Kanban thinking


Tonight’s: “Why”

Ice© 2014 RADTAC Ltd.

PurposeTo show how individuals through their personal

motivation enable teams to achieve truly enterprise wide agility


People are central to Change

Results

Actions

Intrinsic Behaviours

Beliefs

Good measurement reinforces actions as successes

Clear short iterations provide fast wins and easy adjustment to

shape success

© 2014 RADTAC Ltd.

“People don’t resist change; they resist being changed” Peter SengeYou cannot manipulate people’s beliefs, therefore their intrinsic behaviours can only be adjusted through their own observation of results You create “pull” by leading actions that meet a vision that is supported by resultsYou create enablement through toolboxes e.g. Agile, Lean, KanbanPeople will drive change themselves when given the tools and leadership


Change Challenges People

Efficiency Effectiveness

Managed Led

Innovation

Status Quo

>80% of Organisation

<20% of Organisation

Managed Led

The status quo is safe, it is how I got hereMy status is based on the status quo, why should I change what isn’t brokenIf I really try and change this I am going to upset my executive colleaguesVision is hardPeople follow leaders who have vision © 2014 RADTAC Ltd.


Empirical and Defined Processes

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“Complexity and Organisational Reality” – Ralph D Stacey

Technology

Close To Certainty Far from Certainty

Clo

se T

o C

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tyFa

r fr

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Cert

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Complicated

Simple

AnarchyComplex

Req

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Leadership and Uncertainty

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Managed Led

Managed

Led

Innova

tion

Statu

s Quo

>80% of

Organ

isatio

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<20% of

Organ

isatio

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Lencioni Model

© 2014 RADTAC Ltd.

Inattention to

resultsAvoidance of

Accountability

Lack of Commitment

Fear of Conflict

Absence of Trust


Absence of Trust – here Lencioni focuses on the leadership role in the team, the principle is based on the need for the team to trust each other by being ‘venerable’

Fear of Conflict – the principle is that people ‘fear to rock the boat’ as this is indicative of a disruptive and ‘non-collegiate’ colleague. This creates the psychological phenomenon of ‘group think’.

Lack of Commitment – this is also sometimes referred to as “Cabinet Responsibility”

Avoidance of Accountability – this is about the collective holding the individuals to account, it is not about blame

Inattention to Results – This is about the team being accountable for the overall result and the leader keeping focus on that,

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5 Behaviours of Successful Teams

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Focussed on

ResultsStepping up and

being Accountable

Team Committed

Good Conflict

Trust your Colleagues


Summary - 5 Functions of Good Teams

Trust your colleagues

Passionate and unfiltered debate on important issues

Team and all individuals committed to goals for this period

Team holds itself and members accountable for commitments

Collective set of results that are common and well understood

© 2014 RADTAC Ltd.


Motivated and Talented Individuals

“Drive: The Surprising Truth About What Motivates Us” – Dan Pink (2012)

© 2014 RADTAC Ltd.


Unsustained Change

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The Shallow WaveIndividual teams adopt their own way of workingThe way of working is compatible with existing method of programme and project managementNot a sustainable change outside of the team, when members depart the way of working is likely to collapseHas little Enterprise benefit, in fact is unlikely to deliver any benefit as it sits in isolation surrounded by Constraints

Layer 1

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Layer model after SAFe

Dean Leffingwell

© 2014 RADTAC Ltd.


‘Tsunami’ – powerful & destructive

The Breaking Wave‘All senior team on Board, ‘gung-ho’ , flavour’ of the monthIt is a managed and ‘driven’ adoption.Small project teams at layer 3 embrace ideasLayer 2, ‘The Frozen Middle’ not engaged, wave crests, breaks and collapses, senior team ‘walk away’Layer 3 get beaten up by layer 2 for being so ‘stupid’ – don’t do it again

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What good change looks like

The Sustainable WaveChange comes from in all layers in a vertical slice through the organisationThe change is ‘Led’ through adoption and demonstrable behaviourCompany starts small and acts fast to expandScalable growth horizontally across the whole enterprise – horizontal stripe

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Good Change with Evolution

‘T’ Shaped People – ‘T’ Shaped Organisation• Horizontal Stripes are where most people would recognise Agile

implementations – IT Teams and departments• Vertical Slice is where true change is required to effect sustainable

Transformation• Why Most Transformation is unsuccessful is because it doesn’t have

this model (60-70% fail – McKinsey – “Inconvenient Truth About Change Mang’t “ http://bit.ly/16HRxlZ)

Horizontal Stripe

Horizontal Stripe

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© 2014 RADTAC Ltd.


People over Process

Results

Actions

Intrinsic Behaviours

Beliefs

Good measurement reinforces actions as successes

Clear short iterations provide fast wins and easy

adjustment to shape success

© 2014 RADTAC Ltd.

Horizontal Stripe

Horizontal Stripe

Layer 1

Layer 2

Layer 3 Horizontal Stripe

Vert

ical slice

thro

ug

h

org

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Focussed on

ResultsStepping up and being

Accountable

Team Committed

Good Conflict

Trust your Colleagues


Thank you for your time

Agile is About People

© 2014 RADTAC Ltd.

Leadership & Management

Cultural change agile is about people evening briefing