The Culture of Agility
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The Culture of Agility

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Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working ...

Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working collaboratively. However, Agility as a culture has very little exposure - yet culture impacts every attempt at agility.

This session provides a language for organizational culture, its impact on agility, and examples where exposing culture has aided adoption. We explore cultures within single organizations, sub-cultures across boundaries within larger organizations, and cultures bridging a corporate merger.

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  • Agenda\nIntroduction\nOverview\nUpdate on Adoption\nBrainstorm\nNext Steps\n
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  • Scrum is a tool that we use for lean software development\nWhole Team-based approach in defining and developing solutions in short, fast cycles\nSimple Product Backlog which is estimated and prioritized by value, cost, risk and learning\nShort time-boxes to fully develop and test items in the backlog to generate feedback from customers and stakeholders\n
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The Culture of Agility The Culture of Agility Presentation Transcript

  • The Culture of Agility Pete Behrens Leadership Agility Coach Email pete@trailridgeconsulting.com Twitter @petebehrens Understanding why some companies succeed through sustained agility while others flounder following initial success © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 93% of what you’ve learned at Agile 2011 will fail to stick in your organization* * without a supportive agile culture © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is Culture ? What we do to succeed © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Culture is to an organization As personality is to a person INTP There are many culture success models just as there are many successful personalities © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Learning Agility While many organizations adopt agile, and those that bring in outside aid do so much faster than others, few are able to sustain their agile transformation - this is the focus of the presentation Sustainability Agility Training & Coaching Internal Learning 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC YearsWednesday, August 17, 2011
  • Agile is a Strategy Not the Goal! © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is Agility? Product Agility Organizational Agility Cultural Agility © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is Agility? What Process Behaviors How Roles, Teams Who Structure Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is Agility? What Process Behaviors How le ns he 11 t gi io t 20 aA ss of se 3% 9 Roles, Teams Who Structure Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • What is Agility? What Process Behaviors How Roles, Teams Who Structure Impacts Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Steve Denning @ Agile 2011 Shift from Value to Values © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is Agility? What Process Behaviors How Focus Roles, Teams Who Structure Impacts Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • A language for Culture William Schneider, The Reengineering Alternative © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Control Culture Socialization base in military organizations Structured hierarchically, focused functionally © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Control Culture ” ita tive o r “A uth Leaders exercise “role” power Follow chain of command Command respect and compliance Delegation is tight, clear © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Control Culture ” ys tem “S "Everyone at P&G is like a hand in a bucket of water, when the hand is removed, the water closes in and there is no trace." The system is more important than people Information is guarded with care and flows down/up © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Control Culture oc ess” “Pr "We are the biggest SOP company in the business.” Policy and procedure are extremely important Decision making is methodical and systematic © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Collaboration Culture Socialization base in the family or athletic team Strong focus on people and interactions Success through building and developing teams © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Collaboration Culture ” “We 1982 each employee gave $1,000 to buy a $30M Boeing 767 1973 during energy crisis they had a no layoff policy They shifted to other jobs, cleaning, selling tickets, etc. Personal sacrifice for the organization Camaraderie, shared celebrations, shared wealth Individual identity tied to organizational identity © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Collaboration Culture e over “P eopl ss” P roce "The only difference between us and our competitors is our people, our engineers are more creative, our people are more productive, we are going to beat them." Relationship power is key People stick with the organization a long time © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Collaboration Culture ” 2 =5 “2+ "When decisions have to get made, we get everyones opinion." Their CEO, a 32 year veteran with the company, still eats with packers, and junior managers Success comes through synergy from working together They hire a wide variety of people with versatility © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Competence Culture Socialization base in the university Strong focus on expertise and knowledge Value competition against a standard of excellence © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Competence Culture ” nary “V isio Seymour Cray "was obsessed by a vision of technological achievement, scientific purity, and quality" Focus on new products, services, markets, businesses Ideas and concepts ultimately motivate people © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Competence Culture en ce” l Ex cel “ Giant research lab in electrical engineering, chemistry, biology, computer science, and physics with over 26,000 patents Success by having the best product, technology or service Pursuit of excellence, ingenuity and creativity © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Competence Culture ied” a tisf ve rS “Ne "One of the things that characterizes Microsoft is insecurity. People never believe that theyve got the best product. Its always the fear that somebody is going to come up with a better product." There is always more to do Considerable pressure to move ahead © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Competence Culture O ut” r “Upo Culture of superstars Do whatever it takes to win Relationships are often competitive The better you can be, the more you will be rewarded © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Cultivation Culture Socialization base in religious institutions Strong focus on growth and faith System of beliefs to accomplish goals Make progress towards a higher order © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Cultivation Culture l ” os efu “P urp Make the world a better place, nurture people’s bodies, and uplift their souls. Expanders and enlargers of their people and organization Envision possibilities - get people on a common vision Pursuit of possibility - people possibility, uplifting © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Cultivation Culture ” g anic “Or Four acre company garden Social responsibility Plant seeds and trusts nature to take its course Information is free-flowing, little is kept secret Climate is relaxed, spirited and energetic © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Cultivation Culture e” ea tiv “Cr “Never kill an idea, deflect it” “Biological Structure” Encourage free flow of ideas People empowered to think independently Advocate discovery, experimentation and fresh ideas The organization is in motion a great deal © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • COLLABORATION Personal-Impersonal Cultures • People driven • Detached CONTROL • Organic • Systems, policies and procedures • Dynamic Impersonal Personal • Scientific • Participative • Objective • Subjective CULTIVATION COMPETENCE • Formal • Informal • Emotionless • Open-ended • Prescriptive • Emotional © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Actuality-Possibility Cultures Actuality COLLABORATION • Concrete, tangible reality, facts CONTROL • What has occurred and is occurring now • Actual experience and occurrence Impersonal • What can be seen, heard, touched, measured Personal • Practicality, utility • Insights and imagined alternatives CULTIVATION COMPETENCE • What might occur in the future • Ideals, beliefs, aspirations, inspirations • Novelty, innovations, and creative options • Theoretical concepts or frameworks Possibility © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Core Culture Overview Actuality Impersonal Personal Possibility © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Reading Charts and Graphs The information presented in Many of the subsequent slides the subsequent slides is from will display information in color real companies who have without coding what the color transitioned and are in indicates. Just as the various stages of introduction of the culture sustainability of agility. language, each core culture is represented by its color. The following case studies were chosen as examples of various cultures and how Blue = Control Culture understanding their culture impacted their agile adoption Yellow = Collaboration Culture and sustainability. Data was obtained through Red = Competence Culture surveying the organizations. Green = Cultivation Culture © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Retail Control Culture Control Collaboration This is control culture signature of a large retail IT organization with a centralized functional hierarchy. While Competence there are many nuances to their agile adoption, in general they have been on the road for Cultivation 2 years. 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Retail Control Culture 1. The people with the most power and influence in the organization: 21 a. Are charismatic, can inspire others, and are good at motivating others to develop their potential. 53 b. Have the title and position that gives them the right and authority to exercise power and influence. 21 c. Are both contributors and team players, who are an essential part of the team. People like working with them. 5 d. Are experts or specialists, who have the most knowledge about something important. Control 53 Collaboration 21 Competence 5 Cultivation 21 An example survey question and answers used to measure culture. Leaders in control cultures tend to drive through title and position. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Retail Control Culture 2. Which of the following best describes the primary way decisions are made in the organization? 3 a. We pay close attention to our concepts and standards. We emphasize the fit between our theoretical goals and the extent to which we achieve them. Our decision-making process centers on how systematically our conceptual goals are achieved. 5 b. We pay close attention to our values. We emphasize the fit between our values and how close we are to realizing them. Our decision-making process centers on the congruence between our values or purposes and what we have put into practice. 89 c. We emphasize what the organization needs. Our decision-making process centers on the objectives of the organization and on what we need from each function within the organization. 3 d. We emphasize tapping into the experiences of one another. Our decision- making process centers on fully using our collective experiences and pushing for consensus. Control 89 Collaboration 3 Competence 3 Control cultures tend to have a functional © 2011 Trail Ridge Consulting, LLC Cultivation 5 focus on the current needs.Wednesday, August 17, 2011
  • Retail Control Culture 3. What do we pay attention to primarily in our organization and how do we make decisions? 37 a. We pay attention to what might be and we decide by relying on objective and detached analysis. 13 b. We pay attention to what is and we decide by relaying on what evolves from within the hearts and minds of our people. 18 c. We pay attention to what might be and we decide by relaying on what evolves from within the hearts and minds of our people. 32 d. We pay attention to what is and we decide by relying on objective and detached analysis. Control 32 Collaboration 13 Competence 37 Cultivation 18 Not all responses will be focused in one culture - This indicates a © 2011 Trail Ridge Consulting, LLC very impersonal culture.Wednesday, August 17, 2011
  • Retail Control Culture 5. What counts most in the organization is: 26 a. Winning. Being recognized as the best competitor around. 3 b. Not losing. Keeping what weve got. 63 c. Evolving. Realizing greater potential. Fulfilling commitments. 8 d. Accomplishing it together. Being able to say "we did it together". Control 3 Collaboration 8 Competence 26 Cultivation 63 Not all responses indicate a control culture as this response indicates a cultivative response. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Retail Control Culture Adoption Due to the control culture structure and size of the organization, agile adoption is more challenging and takes longer as the traditional structures are deconstructed in favor of more agile structures Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC YearsWednesday, August 17, 2011
  • Product Cultivative Culture This is a cultivative culture signature of a Control small product development organization. Collaboration Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Product Cultivative Culture 6. Which phrase best describes our organization? 80 a. "We believe in what we are doing, we make a commitment, and we realize unlimited potential." 10 b. "We are the best at what we do." 0 c. "We are the biggest at what we do." 10 d. "United we stand, divided we fall." Control 0 Collaboration 10 Competence 10 Cultivation 80 Cultivative cultures look forward and look for growth in people through mission © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Product Cultivative Culture 7. What counts most in the organization is: 0 a. Security. 20 b. Community. 20 c. Merit. 60 d. Fulfillment. Control 0 Collaboration 20 Competence 20 Cultivation 60 This company shows a strong commitment to people and their beliefs © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Cultivative Culture Path Due to the smaller size and agile culture alignment, adoption was natural and fast. Added agile structures to focus on discipline of agility. Org growth 75 -> 150! Agility 9 people at Agile 2011! 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC YearsWednesday, August 17, 2011
  • McKinsey IT (presenting @Agile2011) Many successful agile companies exhibit cultivative cultural behaviors - as seen by Control those presenting at the conference. Collaboration Competence Cultivation 10 20 30 40 50 60 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • From Team to “WOW” Team This represents a summary of McKinsey IT Agile 2011 Presentation 1. BACK TO THE BASICS 2. NO IDEA IS TOO SILLY 3. START SMALL 4. MAKE EVERYTHING FUN © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • McKinsey IT Agile Path Due to the smaller size and agile culture alignment, adoption was natural and fast. Added agile structures to focus on discipline of agility. Even as they reach plateaus, their culture helps them move beyond them. Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC YearsWednesday, August 17, 2011
  • Barbara Fredrickson @ Agile 2011 Positive emotions expand awareness which enable agility © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Omnyx (GE Healthcare) (presenting @Agile2011) Another cultivative (and well balanced) organization presenting at Agile 2011 Control Collaboration Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Organizational Heartbeat From the Omnyx presentation, you can see they focus on culture as much as they focus on agility because they see them as co-dependent. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Omnyx Agile Path Starting with a greenfield organization, in the medical field, Omnyx created a culture of agility from the outset and have continued strengthening it for 3 years Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC YearsWednesday, August 17, 2011
  • Salesforce R&D Competence Culture (presenting @ Agile 2011) Not all successful agile Control companies are cultivative. Salesforce.com, one of the most documented successful Collaboration agile organizations sports a competence-based culture. Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • SaaS R&D Competence Culture 8. Which of the following best describes how you feel about working in your organization: 7 a. This is a caring and "spirited" place. I feel supported. 24 b. People are able to count on one another. 2 c. Things are no nonsense and restrained. 66 d. Things are rather intense. I feel like I have to be on my toes all the time. Control 2 Collaboration 24 Competence 66 Cultivation 7 Competence cultures tend to drive their people and have higher intensity © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • SaaS R&D Competence Culture 9. Which of the following best describes our organizations primary approach in dealing with customers? 14 a. Partnership. We team up with our customers. We want to be able to say "We did it together". 19 b. We emphasize uplifting and enriching our customers. We concentrate on realizing the possibilities and potential of our customers more fully. 12 c. We emphasize gaining the greatest market share that we can get. We would like to be the only game in town for our customers. 54 d. We emphasize offering superior value to our customers. We try to provide state-of-the-art goods or services to our customers. Control 12 Collaboration 14 Competence 54 Cultivation 19 Competence cultures tend to drive their products as hard as their people. Nothing © 2011 Trail Ridge Consulting, LLC is good enough, there is always better.Wednesday, August 17, 2011
  • SaaS R&D Competence Culture “All In” approach in R&D with training/coaching help brought early success. Continued expanding through IT, Tech Ops, Marketing over next 4 years. Agile structures have guided its continued growth. > 1,000 in R&D, IT, Ops, Mktg Agility 250 in R&D 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC YearsWednesday, August 17, 2011
  • Salesforce.com: A Financial Perspective Salesforce.com’s financial performance has paralleled their agility as compared to Apple, one of the top performing companies in the past decade. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • SaaS IT Culture (same company) Company cultures are not singular. In this case, Control Salesforce.com IT organization exhibits a cultivative culture. Collaboration Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • SaaS Acquisition (same company) Control Again, through acquisition, yet Collaboration another sub-culture is brought into the mixture. Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Sub-Cultures Working across differing sub-cultures can be very challenging and is what causes failure within organizations and mergers. Control IT Collaboration R&D Acquisition Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Cultural Discovery In this case, a leadership summit focused on culture began to expose the organization to this language and their culture. It aided in their shared understanding of different sub-cultures. R&D Acquisition © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • Cultural Visioning During the summit, cross-departmental teams envisioned new cultures based on what they had learned - these examples illustrate a desire to take the strengths across all cultures to drive a new future combined culture. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • What makes the difference? Why? Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC YearsWednesday, August 17, 2011
  • 1. Start with Awareness Visualize the Organizational Culture © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 2. Focus on Leadership Leadership Culture Leadership drives culture Culture drives leadership in new organizations in matured organizations © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 2. Focus on Leadership Leadership Agility Catalyst Achiever Expert Catalyst-level leadership is required to foster and support organizational agility and an agile culture, especially when a corporate culture exhibits behaviors which inhibit agility. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 3. Change the Structures This is an organizational sociogram highlighting the communication structures across roles in an organization. It, along with other structural tools, can aid in understanding how the structures are enabling or hindering agility. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 3. Change the Structures Serving as one example, reducing roles within an organization can increase Fewer communication and Roles collaboration - keys to agility. Increases Communication Source: 2004 Patterns of Effective Organizations by Neil Harrison © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 3. Change the Structures Organizational Heartbeat Org Review Cycle Program Review CycleSprint Cycle May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Serving as a second example, creating organizational shared learning and collaboration structures like this organizational heartbeat drive increased agility. © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 3. Change the Structures Organizational Agility Team Using Agile to BE(COME) Agile Impediments, Challenges, Learning, Tools, Surveys, Feedback, Issues, etc. Organizational Day Organizational Agility Team Sprint Organizational Backlog Change Backlog Month © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 4. Expect Constant Change Agility is not a one-time event it is a process of ongoing improvement where change is not the exception it is the norm and creates an environment of insecurity in our organizations constantly © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • 4. Expect Constant Change “Get Comfortable with being uncomfortable” Michael Meissner, Omnyx @ Agile 2011 © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011
  • The Culture of Agility 1. Start with Awareness 2. Focus on Leadership 3. Change the Structures 4. Expect Constant Change © 2011 Trail Ridge Consulting, LLCWednesday, August 17, 2011