Windows on Transformation: Four Pathways to Grow a more Agile Enterprise


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It is easy to envision a more Agile enterprise, yet we have found as a community it is quite difficult to accomplish. The transformation process goes on in many dimensions and unless we have a framework that helps us see from each of those perspectives, our efforts are much more likely to fall short. Based on Michael Spayd's upcoming book, Coaching the Agile Enterprise, this session will (literally) walk you through each of the four fundamental perspectives and the power and limitation of each. We will explore together approaches that are suitable to each perspective and how to activate them in your team, division or organization.

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  • Lyssa’s introThis talk from Michael’s bookACI: team to enterprise
  • Michael’s struggle with right viewL&M experiences with agile coaches and what they struggle with
  • Michael identified with Ken
  • L&M’s preference examplesLyssa: deep dive into coaching (1:1, bringing prof coaching into agile world, wanting to inspire best agilists). Bhuvana story. “I” preference.Michael: Schneider culture model. Systems coaching: died and went to heaven. “We” preference.
  • Teach hand raise.Pair convo.Hand poll – “Where are my I’s?” …
  • Lyssa’s story of how the IOS helps her see what she does when she coaches an agile team.
  • Michael’s story of how he works with leaders to help them see how to get an agile org.
  • Michael: what’s coming, they don’t evolve at the same rate
  • Windows on Transformation: Four Pathways to Grow a more Agile Enterprise

    1. 1. Windows on Transformation: Four Pathways to Grow a More Agile Enterprise Michael K. Spayd @mspayd Lyssa Adkins @lyssaadkins
    2. 2. from Coaching the Agile Enterprise: A Handbook for Emerging Transformation Leaders, Change Artists and Benevolent Trouble-Makers ©2011-13 Michael K. Spayd
    3. 3. Today we’re going to talk about windows ©2013 Michael K. Spayd
    4. 4. AQAL All Quadrants All Levels Ken Wilber
    5. 5. The Integral Operating System (IOS) INTEGRAL: “possessing everything essential or significant; complete; whole.” An integral approach incorporates all of the essential perspectives, schools of thought, and methods into a unified, comprehensive and accurate framework. adapted from Brett Thomas, AQAL Elements Applied to Leadership ©2013 Michael K. Spayd IOS & AQAL framework are based on the work of Ken Wilber and others
    6. 6. Collective vs. Individual AQAL – The Four Quadrants I It We Its Subjective vs. Objective ©2013 Michael K. Spayd
    7. 7. The Integral Operating System (IOS) The Four Quadrants EQ, leadership development, personality profiles, introspection, reflection, meditation, solitude, Window self-awareness Psychological The “I” Perspective The “I” Perspective Corporate vision, mental models analysis, stakeholder consultation, diversity, transformational change, Window culture management Cultural The “WE” Perspective The “WE” Perspective ©2013 Michael K. Spayd Scientific method, metrics, analysis, observation, financial controls, statistics, quality programs, productivity measurement, financial targets, Window product (singly) The “IT” Perspective The “IT” Perspective Behavioral Systems thinking, portfolio analysis, strategic planning, trend forecasting, empirical management systems, Window lifecycle analysis The “ITS” Perspective The “ITS” Perspective Systems adapted from Brett Thomas, AQAL Elements Applied to Leadership
    8. 8. The Integral Operating System (IOS) Integral Example from Medicine -- treating depression -Psychotherapy • introspective • cognitive Medications / physical treatments “I” “IT” “WE” “ITS” • Available support systems • Support from family • Prayer / good intentions ©2013 Michael K. Spayd • Socioeconomic status • Availability of insurance, treatment options
    9. 9. Applying IOS to Agile Agile Approaches (and Biases) Software Craftsmanship philosophy Leadership Agility (Joiner) The Leadership Circle (Anderson) Professional Coaching (Co-active) Focus on agile values „Being‟ Agile! Following a technical practice Using the scientific method Kanban (single team) Agile behaviors / practices “I” “WE” Schneider culture model Collaborative culture Systems Coaching / RSI™ Examining mental models (Senge) Having an Agile culture ©2013 Michael K. Spayd “IT” “ITS” Scaled Agile Framework™ Beyond Budgeting Kanban Portfolio System “Systems Thinking” Theory of Constraints Holacracy
    10. 10. Collective vs. Individual What’s Your Preference? ? ? “I” “WE” ? “IT” “ITS” ? Subjective vs. Objective ©2013 Michael K. Spayd
    11. 11. Applying IOS to Agile Integral Agile - Team View Engaged Individual Agilists Healthy Practices & Agile Behavior “I” “WE” Team Spirit & Complexity ©2013 Michael K. Spayd Team “IT” “ITS” Flow & Delivery of Business Value
    12. 12. Applying IOS to Agile Integral Agile - Organizational View Technological, Scientific & Behavioral Leadership & Engagement “I” “WE” Culture & Shared Vision ©2013 Michael K. Spayd Org “IT” “ITS” Organizational Architecture
    13. 13. Applying IOS to Agile Integral Agile – Evolving Complexity Leadership & Engagement Culture & Shared Vision ©2013 Michael K. Spayd Technological, Scientific & Behavioral Organizational Architecture
    14. 14. Upgrade to the IOS Secret Activation Code: We I It Its Community Practice: Cross-Window Conversations ©2013 Michael K. Spayd
    15. 15. fin