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Taking Flight
From Aspiration to
Transformational Action
Your Aviator…
Software Leadership Coach w/
22 years IT Experience/20 years S/W Development
24 years Management Experience
...
Agile Transformation
is
strategic in
nature.
(Transition, Adoption, etc.)
“Culture eats Strategy for breakfast.”
- Peter Drucker
Taking Flight Approach
• Set an aspirational target
• Examine possible routes
• Select the best route and the first waypoi...
Many Things to Change Depending on
What’s Next in Priority
• New Strategies
• New Org Structures
• Find/Establish New Supp...
Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Adapted from Organizational Transit...
Decisions  Δ Habits  Δ Culture
Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Adapted from Organizat...
Inspect + Adapt
Status Quo
New Status Quo
disruption
amount
disruption
time
Understand the Impact of the
Satir Change Curve
A detailed dep...
To-Do In Work Done
Organizational Change Capacity
WIP Limit =
Limit Change in Progress
Aspiration
Starting
Point
Promotes
Restricts
Low Risk Tolerance
Grand Unclear Vision
Hiring to Fit
Insular Communication
E...
Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions
• Better yet...
of
and
Hidden Assumptions
Biases
Drawing: Alex Hughes
Δ
Paul M. Boos
paul.boos@santeon.com
pmboos@yahoo.com
@paul_boos
703-307-4322 (mobile)
Look for a ‘workbook’ on this in the ...
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Taking Flight: an abbreviated version of my Agile DC talk

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This gives you a hint at what my talk will be about and the Agile Transformation approach that I use. There is a a lot missing, but feel free to download and get a feel for it as well.

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Transcript of "Taking Flight: an abbreviated version of my Agile DC talk"

  1. 1. Taking Flight From Aspiration to Transformational Action
  2. 2. Your Aviator… Software Leadership Coach w/ 22 years IT Experience/20 years S/W Development 24 years Management Experience Deming, Reengineering, Agile/Lean Military/Federal (Inside & Outside) Product Companies Multiple Industries 16 years Acquisition Experience Active Agile Community Member (Agile Coach Camp/Agile Influencers of DC) (GLASScon/LeanCoffeeDC) Lean Start-up & Product Mgmt
  3. 3. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  4. 4. “Culture eats Strategy for breakfast.” - Peter Drucker
  5. 5. Taking Flight Approach • Set an aspirational target • Examine possible routes • Select the best route and the first waypoint(s) – Consider each leg an experiment – Work details/make decisions operationally – Inspect & Adapt at each waypoint – Make course corrections – Squadron mates
  6. 6. Many Things to Change Depending on What’s Next in Priority • New Strategies • New Org Structures • Find/Establish New Support Networks • New Practices • New/Streamlined Processes • Rewards for Δ in Behaviors • Create/Eliminate Ceremonies • New Habits  The Hardest to Do & the most crucial Some of these will be Experiments
  7. 7. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris Chosen Δs
  8. 8. Decisions  Δ Habits  Δ Culture
  9. 9. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  10. 10. Inspect + Adapt
  11. 11. Status Quo New Status Quo disruption amount disruption time Understand the Impact of the Satir Change Curve A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
  12. 12. To-Do In Work Done Organizational Change Capacity WIP Limit = Limit Change in Progress
  13. 13. Aspiration Starting Point Promotes Restricts Low Risk Tolerance Grand Unclear Vision Hiring to Fit Insular Communication Employee Indoctrination Successes Only Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency New Employees Specialized Silos Group Think
  14. 14. Squadron Mates • Create a support network • Find like minds and pair – Sounding board for pragmatic decisions • Better yet, form a triad – Third person holds the commitments of the other two to each other accountable • Grow network as pairs/triads – Net-Map Technique is a great tool here Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
  15. 15. of and Hidden Assumptions Biases
  16. 16. Drawing: Alex Hughes Δ
  17. 17. Paul M. Boos paul.boos@santeon.com pmboos@yahoo.com @paul_boos 703-307-4322 (mobile) Look for a ‘workbook’ on this in the near future…
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