Transforming a culture using Kotter’s change model: a case study
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Transforming a culture using Kotter’s change model: a case study

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A case study of the agile transformation at Ericsson Mobile Core from 2009-2012 and using John Kotter's 8-step change model for leading the change. Presented at the Scrum Gathering Las Vegas 2013

A case study of the agile transformation at Ericsson Mobile Core from 2009-2012 and using John Kotter's 8-step change model for leading the change. Presented at the Scrum Gathering Las Vegas 2013

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    Transforming a culture using Kotter’s change model: a case study Transforming a culture using Kotter’s change model: a case study Presentation Transcript

    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013From Doing Scrum to Being Agile:Lessons Learned Transforming a CultureBefore we start:Introduce yourself toyour neighbor.Share one reason why it’sdifficult to change anorganization’s culture.
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013• FEEDBACK:• overall was VERY positive. Average 4.5 out of 5• different title? Didn’t match some people’s expectations. thought it would beabout team transformation rather than enterprise• 1 person said “not a real world example” ?• Dave Sharrock’s feedback:• kick off was awesome. You had the crowd in the palm of your hand- talking through Ericsson transition was informative and kept attention. You might try : keywords for each stage to make context clear and followingeasier ; print outs on wall with key words would help finding where I am easier- get up and walk to wall was good - until you didnt ask them to do anything. A kinda pair-share with people next to then on what they are going tolearn from one another- listing 8 steps is redundant. They have the handout. Start presenting step 1 instead- slides have lots of text/bullets...- balance between starting by talking over crowd vs getting crowd attention first- engagement very high - 70ish people watching, listening, staying involved- its not clear to me how valuable it is to tell people you are injecting interactivity ?- folding arms exercise needs a little more instruction/debrief- table debriefs of examples of good/bad communication went well- allow groups (at 8 steps on wall) to discuss first before asking for input/ideas- often cant hear what people are saying. Repeat before answering?
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.About Brad SwansonThe AgileCoachingCompanySenior Agile Coach at agile42brad.swanson@agile42.com@bradswanson
    • http://www.flickr.com/photos/tza/3214197147Agilitrix
    • Dissatisfaction about performance (2008/Q4)’08/Q4Dissatisfaction
    • ’09/Q1Dissatisfaction’08/Q4First ideasFirst ideas of how to improve... (2009/Q1)
    • ‘09/Q1Dissatisfaction’08/Q4First ideasFocus on simplifying process... (2009/Q2)First ideas‘09/Q2
    • ’09/Q2‘09/Q1Dissatisfaction’08/Q4First ideasFirst ideasStart TransitionDecision to start a Transition... (2009/Q3)’09/Q3
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’09/Q4First ideasFirst ideasStart TransitionChanges to organization, the dawn of Agile... (2009/Q4)Dawn of Agile’09/Q4
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasStart TransitionDawn of Agile’09/Q4Leadership Team’10/Q1New Leadership Team... (2010/Q1)
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Coach the coach/Train the Trainer... (2010/Q2)
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal TrainingInternal training started... (2010/Q3)’10/Q3
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Total focus on Agile, 80% of teams transformed (2010/Q4)
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1Challenges with first agile release... (2011/Q1)
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1First Agile Release’11/Q2First Agile Release: on time, on scope... (2011/Q2)
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1First Agile Release’11/Q2Sorting Issues’11/Q3Sorting out issues... a lot of them... (2011/Q3)
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1First Agile Release’11/Q2Sorting Issues’11/Q3Second Agile ReleaseSecond Agile Release: larger, on time, on scope (2011/Q4)
    • 15’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1First Agile Release’11/Q2Sorting Issues’11/Q3Second Agile ReleaseMore improvements: from Scope to Value... (2012/Q1)Improvement
    • 1615’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1First Agile Release’11/Q2Sorting Issues’11/Q3Second Agile ReleaseImprovementThird Agile Release, large & on time and value (Q2 2012)
    • 1615’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1First Agile Release’11/Q2Sorting Issues’11/Q3Second Agile ReleaseImprovementThe journey continues...Production deployments eachsprint (3 weeks); down from 12month cycle timeMultiple teams swarm on a featureNew business model: “Network as aService”
    • ’09/Q3’09/Q2’09/Q1Dissatisfaction’08/Q4First ideasFirst ideasDawn of Agile’09/Q4Leadership Team’10/Q1Start TransitionCoach the Coach’10/Q2Internal Training’10/Q3Teams transformed’10/Q3Release trouble’11/Q1First Agile Release’11/Q2Sorting Issues’11/Q3Second Agile ReleaseImprovementThe whole journey...’11/Q4’12/Q1’12/Q2
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 20131. Establish a sense of urgency2. Create the guiding coalition3. Develop a vision and strategy4. Communicate the change vision5. Empower employees for broad-based action6. Generate short-term wins7. Consolidate gains and produce more change8. Anchor new approaches in the cultureJohn Kotter’s 8 Steps for Leading Changehttp://www.flickr.com/photos/stevensnodgrass/
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013#1. Establish a Sense of Urgency• Crisis or game-changing opportunity• Slash executive perks• Set high targets• Accountability for business results• Make problems visible• No more happy talk• Continual reminders• Buy-in from all execs, 75% of managers,most of troopsJohn Kotter: Leading Change
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013What wouldyou observeand and hearthat wouldindicate asense ofurgency?What wouldyou observeand and hearthat wouldindicate aLACK ofurgency?1.3.2. 1. 2. 3.
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 20132. Create the guiding coalition at Ericsson•Committed executive team•Transition “Tiger” Team•Team of external coachesfor 5 months•Co-located for 2 months ofteam building and launching2 pilot teams•Train the trainer, coach thecoachhttp://www.flickr.com/photos/clam113/2666711074/
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 20131 Increase urgency2 Guiding coalition3 Vision & Strategy4 Communicate the vision5 Empower action6 Create short-term success7 Consolidate gains8 Anchor changes in the culture28OrganizationimpedimentsremovedAuthoritativeportfoliomanagementTraining &coachingGOAL: delight thecustomer, now and inthe futureConsistentlycommunicatevision & strategyCommittedtransformationteamTop MgmtSupport &ActionInternal coachesOngoing sharedlearningPilot projectLean & systemsthinkingEmpowered teams;delegate authorityShort-termsuccessesSustainableculture changesClear & visibleportfolio prioritiesAlignment &support acrossorgCommunities ofPracticeAgile developmentpractices (XP)Short dev cycle/faster time to marketStrong ProductOwner roleFixed date, variablescopeStrategic cross-functional teams1 4 522 3 4 6 75 71 4 71 3 4 5 75 6 77 84 7 87 87 87 861 2 5 64 5 672 5 6 71 3 65 6 7Sample AgileStrategy Map©66 7google: agile strategy maphttp://www.agile42.com/en/blog/2011/10/14/agile-strategy-mapping-accus/3. Develop a visionand strategy
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 20134.Communicate thechange visionNationalArchives08/28/1963 ARCIdentifier 542014• Global + local transitionteams• Repeated presentations fromleadership• Local leaders participate inbuilding the local transitionstrategy• Agile Strategy Map© visibleat each office• Gemba walk: managersfrequently visit teams toobserve, answer, reinforce• Goal: Buy-in to the vision
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013Kotter on communicating the vision•Keep it simple•Metaphor, analogy, example•Many forums•Repeat, repeat, repeat•Lead by example•Give and take
    • 5. Empower employees forbroad-based actionhttp://www.flickr.com/photos/soundlessfall/5267640669/
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013Empowerment at Ericsson• Information radiators• Visible management effort toremove obstacles• Training and coaching for allteams• Weekly “Hot Topics”sessions• Managers role-model newbehaviors• Communities of Practice(Guilds)
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 20136. Generate short-term wins• Intensive training & coachingfor pilot teams over 5 months• Cut 12 months effort from onefeature thru teamempowerment to challenge atop-down design• Smaller scope for first full agilerelease• Visibly recognize success &reward contributors
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 20137. Consolidate gains and produce more change• 80% agile teams after 9 months• External to internal coaches• Clear metrics showing gains inquality, cycle time, morale• Managers removing moreroadblocks, maintaining urgency• Communities of Practice (Guilds)• Continuous Integration• Release #2: bigger scope (4GLTE)
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 20138. Anchor new approaches in the culture• Hiring, promotions & careerpaths to sustain changes• Change PM role to Coach• Less “Control” culture• Agile portfolio planning• Measure value, not scope• “Network as a Service”business model
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013Take a standWhich of the 8steps needs moreattention andfocus in yourexperience?
    • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013Table TalkShare a story of success orfailure in any of the 8steps.Each table choose 1 idea tostrengthen an agiletransformation. Share itwith the room.
    • Many thanks @nusco for the graphics!brad.swanson@agile42.com@bradswansonhttp://www.agile42.com/en/blog/2012/08/16/ericsson-agile-transformation/