Agile NCR 2013-Tushar Soimya - Executives role in agile
Yet Another Experiment By Tushar Somaiya
Tushar is founder, director of ShuHaRiAgile, a premium agiletraining / coaching partner and coachingdojo, a uniquecommunity for agile leaders, executive coaches, agile coachesand agile practitioners to share, learn & network.Tushar has 13 years of IT experience and over 6 years of agileexperience. He is known for his fun-filled, hands-on interactivetrainings & speeches at prestigious conferences. His blogshave been re-published on ScrumAlliance, AgileAtlas & PMHut.He is an active volunteer at ScrumAlliance & PMI MumbaiChapter.Tushar Somaiya is a passionate certified professional coachwho helps executives & teams discover and unleash their truepotential. He believes in a democratic organization & self-organizing teams. He calls himself a servant leader. Throughhis NueroScience based coaching & consulting, he has helpedprojects and organizations turn agile and become truly highperforming teams.He is Results Certified Coach, Certified TransformationalCoach, Certified Scrum Master, Certified Scrum Professional,Certified System Business Analysts & one of the first 500 PMI-Agile Certified Professional.
Changing business scenario Work is changing too The ask from executives Doing & being agile Live agile? Q & A
Changes in the new economic environment are large-scale, substantial and drastically different80%70%60%50%40%30%20%10% 0% More volatile More uncertain More complex Structurally differentSource: IBM—Capitalizing on Complexity:Insights from the Global Chief Executive Officer Study (2010)
The life expectancy of firms on the Fortune 500 has rapidly declined to around 15 years and is headed for 5 years The rate of return on assets (ROA) of U.S. firms has fallen by 75% since 1965 Business model life cycle is down to 7 years 80% of new products and services fail within 3 years 95% of CEO’s agree on the increased need for enterprise innovation, yet half acknowledge they have no team or process for this. Of those that do have a team/process, how many are satisfied with it?
“Without exception, all ofmy biggest mistakesoccurred because I movedtoo slowly.”--John Chambers, Cisco CEO,“He [Chambers] also radically changed the way he managed, turning a command-and-control hierarchy into a more democratic organizational structure.”
Agility is the ability to create and respond tochange in order to profit in a turbulent business environment.
“88% of executives cite organizational agility as key to global success.”“50% say that agility is not only important, but a core differentiator.”
Systems Systems of of Record EngagementThemes: Themes:• Inward focus • Outward focus• Efficiency/cost reduction • Fundamentally social• Highly structured • Loosely structured• Slow to change • Dynamic/in flux
Adapting significant Visionary / changes in market transformational place leadership
ResponsibleResponsive How may I serve you today?
DOING AGILE BEING AGILE Think in terms of market- Fight past the cynicism and oriented visions and fear inside themselves to find strategies their hopes, dreams, and Understand that a vision is childhood ideal not a plan, that a strategy is When ideals are involved, just more than number "good" is never good enough, Even at lower levels in and that attitude affects all organizations, they set clear visions and strategies direction by generating Use the passion and creative visions/strategies relevant power to shape exceptionally to their areas of bold group goals responsibility
DOING AGILE BEING AGILE Believe in and seek "Do what is right" is the teamwork by constantly guiding principal, and it’s communicating visions and created by appealing to strategies very basic human values: a Communicate both with desire for security for self words and with their and family, for love, for actions, and do so day after respect, for opportunities to day and week after week grow, for a sense of No meeting ends without purpose in one’s life some reference to longer- The talk goes beyond what term goals we do (strategies) or how we do things (rules) to who we are
DOING AGILE BEING AGILE Motivate action with positive Help people unleash incentives of all sorts: a pat on untapped energies in the back, public recognition, pursuit of the tough group extra money in the paycheck; goals by creating work that Tend to attack, sometimes has true meaning; even courageously, that which can de-motivate employees, no spiritual; matter the source; Always address the Dealing with these leaders, unasked (and very difficult) one senses the enthusiasm, questions of: so what?; why even from introverted are we here?; what individuals; difference can we make?; what difference should we make?
Employees acting as partners and associates make their own decision They evaluate their managers every six months Potential managers are interviewed by their subordinates.
Small teams Belief in the individual No titles People choose their own work All in the same boat Focus on long term value based view rather than short term benefits
No managers Personal mission “Collaborative letters of understanding” Conflict resolved by jury
No formal management hierarchy People choose their own projects No one tells what to do, no fixed roles, no reviews, no such thing like promotion
No positions No support functions Decide your own time Self-managing teams who owns their P&L
Ihaven’t created images in this PPT. References and credits provided at the end Ideas and words in the presentation are referred and inspired from various sources listed at the end Does this have to do anything with agile? Are we ready? What does it take? When do we start?