AgileLIVE Webinar: Agile Leadership for the Enterprise

AgileLIVE Webinar

Agile Leadership for the Enterprise October 10, 2013

AgileLIVE Webinar - Housekeeping

AgileLIVE Webinar - Presenters

Moderator David Rubinstein

Editor-in-Chief

Presenter Pete Behrens

Leadership

Agility Coach

© 2013 Trail Ridge Consulting, LLC

Agenda

✓The Current State of Enterprise Agility

✓3 Thriving Agile Enterprises

✓Agile Leadership for the Enterprise


A world of change

1930 1950 1970 1990 2010

75 years

Cor

pora

te L

ife E

xpe

ctan

cy

15 years

“The Power of Pull” (Basic Books, 2010) average life expectancy of companies in the 1937 S&P 500 Index

Waterfall

RAD

Agile

Spiral

Assembly Line

Lean


A world of change

CEOs are attempting to create

open and collaborative

cultures to encourage connection and learning

2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries


A world of change

2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries

CEOs have identified

creativity and agility as the

top leadership competencies


A world of change

New management paradigm of imagination, exploration, experiment, discovery & collaboration

Steve

Denning


Enterprise Agile Adoption - Barriers


Enterprise Agile Adoption - Issues


Enterprise Agile Adoption

Years

Agi

lity

0 1 2 3 4 5

Thrashing Agility

Rolling Agility

CULTURE

STRUCTURE

PROCESS

Rolling Agility

Thrashing Agility


Enterprise Agile Adoption

Sustaining Agility

CULTURE

STRUCTURE

PROCESS

Years

Agi

lity

0 1 2 3 4 5


Our current state - summary

✓The pace of change is increasing

✓CEO’s desire enterprise agility

✓Enterprise agility is hard to grow & sustain

Culture is a key to agility


Who am I?

1970 1980 1990 2000 2010

Waterfall

RAD

Agile

RUP

Pete Behrens

Agi

lity


Agenda





IT Create Culture

People

Learning

Cultivation

Growth

CREATE

Do things first

Transformational Change


IT Challenges 2007

✓Long delivery cycles

✓Inconsistent product quality

✓Unsustainable development

& support costs

Unsatisfied Stakeholders


IT Transformation


IT Approach

Roles

Teams

Departments

Locations

Integrated


Thriving Enterprise Agility

Years

3 months

1 month

Delivery Cycle

2006 2008 2010 2012

12+ months Organizational Agility

IT -> Service

Global

Integration

Teams Role/Title

Changes

Removed

QA

Support

2.0

Working

Software


R&D Compete Culture

Competitive

Never Satisfied

Be the “Best” COMPETE Do things fast

Fast Change


R&D Challenges 2006

✓(Too?) Fast growth

✓Complexity overwhelmed the system

✓Internal competition of people and

resources

Inability to Deliver


R&D Transformation

2008 Scrum Gathering - Steve Greene

2001 2002 2003 2004 2005 2006 2007

Features Delivered per Team

Days between Major Releases


“All-in” fast

Be the “Best” @ agile

R&D Approach

Redefined 2 key roles

Everything thru a team

Focus on

“What”

Focus on

“How”

Balanced Matrix Their Own Approach



2006 2008 2010 2012

R&D

Agility

IT

Agility

Tech Ops

Agility

Marketing

Agility

0.5M Subscribers 6% Marketshare

3.5M Subscribers 16% Marketshare


Healthcare Control Culture

Top Down

Rules & Process

Efficiency Focus CONTROL Do things right

Incremental Change


Healthcare Challenges 2008

✓Overwhelming process overhead

✓Long cycles with few change

opportunities

✓Manufacturing mindset for software

Inability to Deliver

Healthcare Systems

Healthcar

e

Healthcare IT


Enterprise Agility Bubbles

Energy Research

Power & Water

Software Sciences

Computational Sciences

Specialty Solutions

Software Systems

Software Solution

s

JV: Digital Pathology


Approaches

Build Time &

Cycle

Technical

Practices

Test Automation

Short Release cycles

Water (Scrum) Fall

SAFe Release Trains

Integrated

Research

Lean Startup -

Fastworks

Energy Research Healthcar

e

Incremental Technical Integrated


Key Results

Incremental Technical Integrated

Energy Research Healthcar

e Build Time

11 hours ➜ 20

min

400K hours saved

annually

Release cycles

24 ➜ 6 months

60% projects agile

50% release

adaptation

40% defect reduction

18% test productivity

GE Software COE

TBD - still too new



2008 2009 2010 2011 2012 2013

HC

Specialty

HC IT Energy

SSG

Software

Sciences

GE

Venture

Research

Software

Lean Startup

Source: 2013 Boston Consulting Group Study


3 Breakthrough Companies - Summary

Create Culture Compete Culture Control Culture

Transformational

Growth-oriented

Flexible & Fluid

Fast

Market-oriented

Competitive

Incremental

Efficiency-oriented

Hierarchical

Different Cultures = Different Agility = Different Leadership


Agenda




influences informs

Leadership Agility


Agile Leadership for the Enterprise

influences informs

Leadership Agility


Align Agility toward Culture

Competing Values Framework

(CVF)



10

20

30

40

50

20

30

40

50

10

20

30

40

50

10

30

40

50

10

20

Cre

ate

Com

pete

Collabora

te

Contr

ol



Role Definitions

Silo Breakdowns

Balanced Matrix

Team Structure

Shared Sprint Cycle

Build & Test Automation

Short Releases

Close Customers

Big Change

Own ADM

Best @ Agile

Fast Change

SAFe Release Trains

Water (Scrum) Fall

Incremental Change

Structure

Process

Culture

Create Culture Compete Culture Control Culture



influences informs

Leadership Agility


Influence Culture toward Agility

10

20

30

40

20

30

40

50

10

20

30

40

50

10

30

40

10

20

Desired

Cre

ate

Com

pete

Collabora

te

Contr

ol



10

20

30

40

50

20

30

40

50

10

20

30

40

50

10

30

40

50

10

20

Cre

ate

Com

pete

Collabora

te

Contr

ol



10

20

30

40

50

20

30

40

50

10

20

30

40

50

10

30

40

50

10

20

Cre

ate

Com

pete

Collabora

te

Contr

ol

R&D

IT

Acquisition



Competence

Create

Control



influences informs

Leadership Agility


Develop Leadership Agility

Expert Achiever

80%

Leverage People

Solve Problems

Direct Their Plan

Competitive

Competent

Drives compliance Limits growth & flexibility Challenged by complexity

Catalyst

10%

Develop People

Create Solutions

Open to Change

Inter-dependent

Self & System Aware

Drives shared ownership Creates growth & flexibility Thrives in complexity



Day

Month

Org

an

izati

on

al

Backlo

g

Organizational Agility Team

Impediments, Challenges, Learning,

Tools, Surveys, Feedback, Issues, etc.



Years

Agi

lity

0 1 2 3 4 5

Change is constant

is speeding up

is hard

Agile Leadership Models self-change

Leads organizational change

Coaches others thru change

Sustaining Agility



Understand & align agility and culture

Change organizational structures & flexibility

Focus on learning & expect ongoing change

Agile Leadership

Questions & Answers

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Next Steps…

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Thank you for joining us

today!

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AgileLIVE Webinar: Agile Leadership for the Enterprise