Scrum Gathering 2012 Shanghai_领导力与组织转型:企业敏捷转型所面临的文化挑战

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讲师:王明兰

现任诺基亚(中国)投资有限公司移动手机部门敏捷教练,支持部门级和多个研发团队的敏捷转型。

之前任芬兰伊莱比特公司中国研发中心质量部经理,自2007年参加第一个敏捷项目团队,自2008年起开始大规模推动敏捷实施,特长于跨文化沟通及多文化环境的敏捷实施。

话题介绍:
企业的敏捷转型, 实质是一种革命。 作为变革者,你会无视不刻感受到企业现有文化的阻碍,这种阻碍体不仅现在巨大的工作方式变化中,甚至体现微小的人与人的交互中。 企业的文化体现在人们习以为常的行为,而这些行为为人们所不自觉。 当敏捷碰到企业根深蒂固的违背敏捷的文化,你该怎么办?当敏捷碰到一个国家5000年之久的文化,你该怎么办?

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Scrum Gathering 2012 Shanghai_领导力与组织转型:企业敏捷转型所面临的文化挑战

  1. 1. 企业敏捷转型所面临的文化挑战Enterprise Cultural Challenges To Agile Transition 王明兰
  2. 2. Enterprise Cultural Challenges To Agile Transition Wang Minglan 2012.06.07 2
  3. 3. Agenda Culture and Agile Agile Challenges In Chinese Traditional Culture Cases In Given Enterprise Culture Ramp up – Do’s and Don’ts
  4. 4. Culture And Agile
  5. 5. Reflect A Bit - What Is Culture About People Language Food Beliefs Values World views Behaviours Preferences Communication styles Relationship patterns …… 5
  6. 6. “A way of life of a group of people.Culture is learned, not innate. Culture includes a groups sharedvalues, beliefs, behaviors, preferences, verbal and nonverbalcommunication styles, relationship patterns..”----- (Chen, Chan, Brekken, Lynch, Valverde 1998) 6
  7. 7. Culture And Agile
  8. 8. Do Dancers Understand Dance’s Essence? “My organization’s agile implementation is pretty much mature. Every single team is running with sprint cadence and daily scrum smoothly. “ – A manager of a big R&D department.What you saw is people’s dancing andsinging, however do you know if dancers getthe essence of dance? 8
  9. 9. Introspect - Is the Value of Dance Achieved? “We have been dancing for years, why performance indicators didn’t show the improvement of time to market, quality, or even no clear sign of higher team moral?”• Did silver bullet achieve your target? 9
  10. 10. Cargo Cult – Can They Summon God-like Aircraft? 10
  11. 11. Agile Deployment: Way of Working or Way of Thinking? 11
  12. 12. Agile Deployment: Way Of Working Or Way Of Thinking? If we don’t change people’s thinking, we will find transitioning activities are stuck to the corner easily. 12
  13. 13. Behind Thinking : Culture Result Behavior Way of Working Thinking Way of Thinking Culture Way of Being 13
  14. 14. Agile Culture VS. Chinese Traditional Culture 14
  15. 15. Traditional Chinese Culture Higher power distance  Lower power distance Command and control  Self management Clearer boundary between each  Cross functional team other’s responsible areas 15
  16. 16. Traditional Chinese Culture Manager/Officer position as better  Build project around motivated career path than engineers individuals. Management as Saving face supporting role. Grant responsibility  Openness Over time work is somehow natural  Taking responsibility  Sustainable development 16
  17. 17. Common Elements Both promote being adaptable and flexible. However disciplines are often forgotten in Chinese companies. Agile is not taking short cut! 17
  18. 18. Common Elements Both promote resultoriented and near goaldriven. However long term view of successful products and portfolio are often neglected in Chinese companies. Agile is not short- sighted way of perusing success! 18
  19. 19. Cases In Given Enterprise Culture
  20. 20. Case #1 – Hierarchical Towards Self-organizing Team Scrum Team In Definition Scrum Team from People’s Perception Product Scrum Product Product Owner Owner Master Owner Scrum Scrum Master Master Developers and Testers Developers and Testers Developers and Testers Is it strange, or familiar to you ? 20
  21. 21. Case #1 – Why  Strong hierarchy culture in the organization. New roles of scrum masters/PO are introduced when the enterprise is transitioning to agile; Meanwhile team leaders/project managers step into new roles. 21
  22. 22. Case #1 – How To Deal With It?Correct roles and responsibility definitions and misunderstandings.Remove hierarchy. Make PO/Scrum masters use right leadership style. 22
  23. 23. Case #2– Command Control Towards Empowered Team  Is this something familiar to you : Managers demand schedule to teams and request detailed reports; Scrum Master assign tasks to teams; Team members report to scrum masters/PO.
  24. 24. Case #2– Why  Strong command control and micromanagement culture in the company.  Due to case #1, PO/Scrum Master take this command control style naturally, meanwhile teams accept this style by default.
  25. 25. Case #2– How To Deal With ItPromote servant leadership. “Serve first, lead second”.Promote coach type of leadership.
  26. 26. Case #3 – Machinery Towards Interactions  Is this something familiar to you: “robot army” organization. “robot A” finishes his step then handovers to “robot B”. If process instructions are not available to operate, then robots wait.
  27. 27. Case #3 – WhyManufacturing culture.Every human is a functioning cogwheel being controlled and adjusted. Heavy processes and tools kill people’s innovation and interaction, passion, and efficiency.
  28. 28. Case #3 – How To Deal With It Adjust the balance among people, process and tools. Relieve people from heavy processes and tools. Promote individuals’ professionalism, e.g. software craftsmanship
  29. 29. Case #3 – How To Deal With ItDiscourage interactions throughprocesses and tools. Promote just-in-time, and face to facecollaborations. One word: Make people truly become human!!
  30. 30. Case #4 – Silos Towards Collaboration  Is this something familiar to you: There is little interactions across teams. When one team seeks for help from others, it goes through from both teams’ management escalation channel. Why  Overall strong “department silo” bureaucracy culture.
  31. 31. Case #4 – How To Deal With It Make common goal visible and consistent across teams Make the common goal the foundation of achieving team goals and individual goals.  Change to feature based teams if teams are component based setup. End-to-end responsibility enables collaboration across teams.
  32. 32. Ramp Up
  33. 33. Do’s ...Why... ...Way of Being... ...Consistant Vision... ...Explictly... …Leadership …upstream and downstream… ...Seeds Evolve …
  34. 34. Do’s Communicate clearly and repeatively on why to transit to agile. Incorpate Way Of Thinking into Way Of Working Transition Program towards Way of Being. Provide consistant vision and direction across the organization Repeat the voice of promoted culture explictly on daily basis, again and over again. Change managers first! Managers become road blockers if not shifting from commanding and controlling to servant leading and coaching leadership. change of the people in upstream and downstream of scrum teams Open eyes, eudcate potential seeds to change themselves. Let the ”seeds” influence others to embrace agile culture. Help teams evolve in stead of predefining everything in PowerPoint then implement
  35. 35. Don’ts Go all in... ...one size... ...wrong people... ...titles... Reorganize… …regression… …superficial… …lose belief… …Ignore disciplines…
  36. 36. Don’ts Go all in overnight without piloting Try one size fits all. Nominate wrong people playing key roles in scrum teams. Make key roles in scrum teams permantly with titles.Reorganize teams frequently. Let teams transitioning progress regress to old way of working and thinking. Make scrum ceremonies become superficial as a result making agile essence not exposed. Make teams lose belief in agile Let teams ignore disciplines when being flexible.

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