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Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
Creating lasting agile change
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Creating lasting agile change

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  • 1. Creating Lasting Agile Changeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 2. a tale of an agile transition and once upon a time... how everyone lived happily ever afteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 3. transition timeline scale scale 1000 country roll-out 100 transition team leadership pilot team 10 teamsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 4. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 5. delighting the customeragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 6. of course, all our transitions go like thisagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 7. well... not just yetagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 8. challenge of empowering why a successful agile transition is more than the sum of its parts agile organizationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 9. empowerment used to mean self-managementagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 10. situational leadership (Hersey, Blanchard) supporting coaching for people with: for people with: a lot high competence some competence supportive behaviourThe Hersey-Blanchard variable commitment some commitmentSituational LeadershipTheory rests on twofundamental concepts: delegating directing• leadership style and for people with: for people with: little high competence low competence• the individual or high commitment high commitment groups maturity level little a lot directive behaviouragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 11. today self-organization trumps self-managementagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 12. self-organization vs. self-management is a change in is a tool change not a enterprise culture cultural changeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 13. change is not the same as progress The last 100 years hasseen lots of improvements in golf clubs but golf scores have stayed the sameagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 14. self-organization vs. self-management is a change in is a tool change not a enterprise culture cultural change management creates management acts as the environment policy policeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 15. from control to enablement John Hagel [in The Power of Pull] talks about necessity of shifting from predictable outputs and inputs to activating the right resources and ecosystems at the right time Maria Ogneva, Head of Community at Yammer http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.htmlagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 16. self-organization vs. self-management is a change in is a tool change not a enterprise culture cultural change management creates management acts as the environment policy police role of leadership role of leadership is left changes unchangedagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 17. leadership challenge “However most of the high- performance teams were not manager-led teams. They were teams where the management had deliberately stepped back, or was inattentive or where one reason or another was totally absent, thus enabling the team to self- organize.” Steve Denningagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 18. situational leadership (Hersey, Blanchard) supporting coaching for people with: for people with: a lot high competence some competence supportive behaviourThe Hersey-Blanchard variable commitment some commitmentSituational LeadershipTheory rests on twofundamental concepts: delegating directing• leadership style and for people with: for people with: little high competence low competence• the individual or high commitment high commitment groups maturity level little a lot directive behaviouragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 19. “At the University of California at Irvine, ...they just planted grass... they adapting vs. defining waited a year and looked at where people had made paths in the grass and built the side walks there.”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 20. human innovation•building in-house innovation capability•lean manufacturing Human Innovation at Appliance Park•new model for labor relations http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-manufacturing-renewal/ar/1agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 21. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 22. build internal coaching capability transition team •build redundancy in •find passionate people •high calibre, influential leadership expectationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 23. build internal coaching capability transition team •Involve leadership from beginning, not as an after thought leadership •Help leadership lead by example expectationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 24. build internal coaching capability transition team •lean leadership - decades! •why do we think we leadership can do it in weeks? expectationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 25. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 26. Focus on framework and boundary objects Institutionalize knowledge sharing Share success not best practicesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 27. adopt agile practices and principles Focus on framework and boundary objects Institutionalize knowledge sharing Share success not best practicesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 28. adopt agile practices and principles Share success not best practicesDilbert ©2012 agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 29. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 30. align metrics and HR with self-organization reward with autonomy, mastery, purpose incorporate holistic view / guidance create environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 31. align metrics and HR with self-organization reward with autonomy, mastery, purpose incorporate holistic view / guidance create environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 32. align metrics and HR with self-organization reward with autonomy, mastery, purpose incorporate holistic view / guidance create environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 33. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 34. Further viewing/reading• Slideshare: http://www.slideshare.net/davesharrock• The Rise of the Empowered Employee http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html• The CEO of General Electric on Sparking an American Manufacturing Renewal http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american- manufacturing-renewal/ar/1• Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations by Ken Blanchard• Drive by Daniel Pink http://www.youtube.com/watch?v=u6XAPnuFjJcagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  • 35. “Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford thank you dave.sharrock@agile42.com skype: dave.sharrock twitter: @davesharrock slides: slideshare.net/davesharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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