How to coach traditional managers into Agile and Lean

How coachto managerstraditionalinto agile lean and Henri Kivioja Head agile coach

Lean-agile enterprise Reality BUSINESS Roadmaps Traditional Adaptation value Reporting management Flexibility planning Efficiency Cost Quality Missing customer Empowerment interaction trust Agile manager Ericsson Business agility finland lean-agile transformationEricsson Internal | 2012-03-10 | Page 2

STarting point Complex significant telecom installed product base Large 10+ years distributed of multisite development developmentEricsson Internal | 2012-03-10 | Page 3

WHY change? Create most value Improve responsiveness Build quality in EMpower peopleEricsson Internal | 2012-03-10 | Page 4

Change in almosteverything! Big projects Decoupled development and flexible releases System/design/test Teams in e2e flow silo organization Individual offices Team spaces Narrow & specialized Broader competences and competences continuous learning Individual accomplishment Team success Following a defined Lean-Agile Thinking & detailed processes Top down control More people initiative and self organizationEricsson Internal | 2012-03-10 | Page 5

Traditionalmanagement?Ericsson Internal | 2012-03-10 | Page 6

Coaching in context Lean-Agile Practitioner Teaching Coaching Coaching Stance Leader Catalyst Facilitating Mentoring Technical Business Transformation Mastery Mastery MasteryEricsson Internal | 2012-03-10 | Page 7 Modified from Lyssa Adkins

Coaching at ericssonfinlandFirst ScrumMasters Coaching For All Coaching for the Teams whole EricssonInitial Team LevelLearnings Organizational Enterprise Level Learnings LearningsOnly few managersinvolved All managers were Resistance in Affected MiddleInitial Communities Management CoP cultureIdentification of NetworkedOrganizational level Organizational OrganizationCoaches CoachesEricsson Internal | 2012-03-10 | Page 8

Empowerment, abuzzword? Empowerment happens when people and teams take full responsibility of improving their process IT s all about people!Ericsson Internal | 2012-03-10 | Page 9

EMpower and Engage! It’s all about people!Ericsson Internal | 2012-03-10 | Page 10

Areas that need to betouched› Decision-Making – Technical Decisions are to be done in the teams where is also the expertise – Coach managers to garden and make organizational and inter team level decisions where needed.› “Art of management” – Management is dead, long live leadership?› Team constellation and dynamics – Co-operation with coaches and management› Feedback and rewarding› Where is HR?Ericsson Internal | 2012-03-10 | Page 11

My Leadership team Reporting and planning based approach Community Enabler Big Picture Responsibility Culture fostering and garderningEricsson Internal | 2012-03-10 | Page 12

From first line tomiddle managers› Senior management support is crucial (sponsor)› Middle managers have worked hard to get to the position -> challenging does not work› Coach needs to be accepted – Experience – Professionalism – Personality› “Get one on your side and rest will follow”› Pressure coming from top and bottomEricsson Internal | 2012-03-10 | Page 13

Lean-agile enterprise Reality BUSINESS Roadmaps Traditional Adaptation value Reporting management Flexibility planning Efficiency Cost Quality Missing customer Empowerment interaction trust Agile manager Ericsson Business agility finland lean-agile transformationEricsson Internal | 2012-03-10 | Page 14

Our main learnings sofar First hand evidence Whole organization and experience needs to accept the through feedback move from up front cycles is planning to living the real source of with the flow from learning the teams This is a profound change of culture & thinking that goes way beyond processes & toolsEricsson Internal | 2012-03-10 | Page 15

Contact hkivioja Henri @ Twitter henri.kivioja@ericsson.com bit.ly/agileinc Agile Inc BlogEricsson Internal | 2012-03-10 | Page 16

How to coach traditional managers into Agile and Lean

by Henri Kivioja

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