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Taking Flight

From Aspiration to
Transformational Action
Agile Transformation
(Transition, Adoption, etc.)

WHY
WHAT
HOW

Want better results for our business (& us)
Change to get...
Agile Transformation
(Transition, Adoption, etc.)

is

strategic

in

nature.
Top 5 Barriers to Agile Adoption

2012
Ability to Change Org Culture
General Resistance to Change
Trying to fit Agile into...
“Culture eats Strategy for breakfast.”
- Peter Drucker
We’ll start
with

3 models
Accredited to Michael Sahota & Olaf Lewitz
Collaborative

Reality Oriented

Schneider Cultural Model

Org Oriented

Possibility Oriented

People Oriented

Cultivatio...
Using the Schneider Model
• Plot organizational characteristics onto its grid
– Subjective in nature (acknowledgement)

• ...
Adapted from Dr. Ahmed Sidky’s
Unlocking the Blackbox of Agile
Culture  Habits  Decisions

Evolutionary Theory of Economic Change,
Richard Nelson & Sidney Winder, 1982
Most organizations don’t make fully rationale decisions
those decisions are unknowingly steeped in their habits.

Evil is ...
What is Said

^

What is Done

^

Will = Intentions + Actions
Σ f(Keptagreements ) = Performance
Decisions  Δ Habits  Δ Culture
Taking Flight Approach
• Set an aspirational target
• Examine possible routes
• Select the best route and the first waypoi...
Establish an Aspirational Vision
of your future
Aspiration ::
(noun)

1. strong desire, longing, or aim; ambition
2. a goal or objective desired
End State ::
(noun)

1. The set of required conditions that defines
achievement of the commander's objectives.
Aspirational vs End State
• Any end state you choose may be wrong (don’t use
BUFD for your Org Change)
• Not having a defi...
In terms of

Organizational Transformation,

Aspirations
are…

A not too complex vision

The set of characteristics based ...
Why is Setting an Aspiration Important?
• Cast what the transformation means to the
organization; personalize it
• Determi...
Lots of Approaches to Creating One
Participatory Creation > Clear Communication > Proclamation

KrisMap
Cover Story Innova...
>> KRIS Map Exercise Here <<
Reality Oriented

Aspiration on Schneider Cultural Model
Empathetic Collaborative

Considerate

Collaborative

Control

Re...
“Deliver business value daily.”
“Constantly improve doing it,
reducing waste and through new ideas.”
Now that
we have a

Target Aspiration,
how do we

determine

the next

incremental step?
Understand
the

Current State
Lots of Approaches to This Too…
Participatory Creation > Clear Communication > Proclamation

SWOT Analysis
Business Model ...
>> Business Canvas Exercise <<
>> Here <<
Starting
Point

Aspiration
Determine
and
Prioritize
Operational Actions
to

achieve

the Next

State

congruent
with the

Vision
Lots of Approaches to This Too…
Participatory Creation > Clear Communication > Proclamation

Strategy Maps
Business Model ...
>> Follow-Up <<
>> Business Canvas Exercise <<
>> Here <<
Goal: Roadmap of Prioritized Δs
Aspiration

Org
Structure
Δs Process Δs
Habit Δs
New
Practices

Next
State

Current
State
Adapted from Organizational Tran...
Many Things to Change Depending on
What’s Next in Priority
•
•
•
•
•
•
•
•

New Strategies
New Org Structures
Find/Establi...
Decisions  Δ Habits  Δ Culture
Habits
Find Key Practices to avoid being eaten…
What Might Be Some of the Habits We
Want to Change?
•
•
•
•
•
•
•

Ways meetings are conducted
Ways meetings are scheduled...
Habit Loop
OldNew

Habit

Trigger

Craving

Reward

The Power of Habit – Charles Duhigg
Example Org Habit Around Training
Training

Need to Know
Something New

Craving
For
Recognition

Recognition
Example Org Habit Around Training
Learning

= self-study/experimentation
Training

Need to Know
Something New

Craving
For...
>> Org Habits to Δ Exercise <<
>> Here <<
Finding Leverage Points
• The habit to change is formal training to
learning = self-study/experimentation
• Step 1: Habit ...
Full Causal Diagram
Training
Request

Statement
of Intent

Avoids Showing
Vulnerability

Formal
Training

Learn the
Lingo ...
Aspiration

Org
Structure
Δs Process Δs
Habit Δs
New
Practices
Current
State

Next
State

Manage the Δ
Adapted from Organi...
“No plan survives contact
with the enemy.”
- Helmuth von Moltke the Elder
Inspect + Adapt
Satir Change Curve
New Status Quo

Status Quo
disruption
amount
disruption
time

A detailed depiction of the Satir Change ...
How can we promote

Sustainable Change?
Definitions
Sustainable :: Able to be maintained at a certain
rate or level. Synonym: Supportable
Change :: The act or ins...
To-Do

In Work
WIP Limit =

Organizational Change Capacity

Done
+
=

> disruption
amount

Capacity is the WIP
limit to change
+
tolerance to time-lag
defined by environment

=
net effect
time
+
net effect
time

balance limit vs lag
Cross-cutting Teams
Failure Tolerance
Experimentation
Clear Vision
Transparency
New Employees
Employee Orientation Diversi...
Cross-cutting Teams
Failure Tolerance
Experimentation
Clear Vision
Transparency
New Employees
Employee Orientation Diversi...
Aspiration

Org
Structure
Δs Process Δs
Habit Δs
New
Practices

Next
State

Δ Kanban
Current
State

Manage the Δ

Δ Valida...
Transformation Kanban
Backlog Next Up Ready In-Work Complete Measure Done
Transformation Kanban
Backlog Next Up Ready In-Work Complete Measure Done
Organizational WIP

Based
Based
Based
On
On
On
O...
How do we figure out how much change to pull?
1. Hypothesis use communications paths as a starting
point;
• capacity = com...
Team Size

≤1

≥1
5

7

<1
9  15

Scrum teams 7 +/-2
5 Best for deep comm, 15 most for deep trust, 150 most for comm
S = ...
Display transparency in decisions
Safety

Establish clear vision

Allow experimentation

≥1
Hire for diversity

Change
Mul...
Validation Board

Hypothesis
P1

P2

P3

P4

P5

Benefactor

Issue

Solution

Assumptions

Riskiest
Assumption
Experiment
...
Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions

• Better ye...
of

Assumptions
and
Biases

Hidden
A Couple of Typical
Biases or Assumptions
• People just don’t want to change
– So explain to me why people will take up a ...
Δ

Drawing: Alex Hughes
Thanks!
and

Have a

Good Flight!
Paul M. Boos
paul.boos@santeon.com

pmboos@yahoo.com
@paul_boos
703-307-4322 (mobile)

Look for a ‘workbook’ on this in th...
Taking flight agile2014_proposal
Taking flight agile2014_proposal
Taking flight agile2014_proposal
Taking flight agile2014_proposal
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Transcript of "Taking flight agile2014_proposal"

  1. 1. Taking Flight From Aspiration to Transformational Action
  2. 2. Agile Transformation (Transition, Adoption, etc.) WHY WHAT HOW Want better results for our business (& us) Change to get these results Operationalize & sustain change
  3. 3. Agile Transformation (Transition, Adoption, etc.) is strategic in nature.
  4. 4. Top 5 Barriers to Agile Adoption 2012 Ability to Change Org Culture General Resistance to Change Trying to fit Agile into into non-Agile framework Personnel w/Agile Experience Management Support 2011 Ability to Change Org Culture Personnel w/Agile Experience General Resistance to Change Management Support Project Complexity 2010 Ability to Change Org Culture General Resistance to Change Personnel w/Agile Experience Management Support Project Complexity 52% 41% 35% 33% 31% 52% 40% 39% 34% 30% Top 2 Reasons Agile Projects Failed Company philosophy/culture at odds w/core agile values Culture External pressure to follow traditional waterfall processes Culture 51% 40% 40% 34% 31% Sources: VersionOne State of Agile Surveys 2010-12
  5. 5. “Culture eats Strategy for breakfast.” - Peter Drucker
  6. 6. We’ll start with 3 models
  7. 7. Accredited to Michael Sahota & Olaf Lewitz
  8. 8. Collaborative Reality Oriented Schneider Cultural Model Org Oriented Possibility Oriented People Oriented Cultivation Control Competency The Reengineering Alternative, William Schneider
  9. 9. Using the Schneider Model • Plot organizational characteristics onto its grid – Subjective in nature (acknowledgement) • Where the largest cluster occurs, this is your dominant culture • You may have “sub-cultures” that are different • A culture may straddle borders • A new organization may not yet have a dominant culture • Recommend also plotting where you want your dominant culture to be…
  10. 10. Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
  11. 11. Culture  Habits  Decisions Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
  12. 12. Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits. Evil is committed by the well-meaning The Power of Habit, Charles Duhigg
  13. 13. What is Said ^ What is Done ^ Will = Intentions + Actions Σ f(Keptagreements ) = Performance
  14. 14. Decisions  Δ Habits  Δ Culture
  15. 15. 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
  16. 16. Establish an Aspirational Vision of your future
  17. 17. Aspiration :: (noun) 1. strong desire, longing, or aim; ambition 2. a goal or objective desired
  18. 18. End State :: (noun) 1. The set of required conditions that defines achievement of the commander's objectives.
  19. 19. Aspirational vs End State • Any end state you choose may be wrong (don’t use BUFD for your Org Change) • Not having a defined end state means you are never done  assists mindset change – Revisit aspiration and progress towards it regularly – Use interim states that move towards the aspiration and are more concrete – Continual experiments/Contained failures – It’s how you apply Product Thinking to your organization • Aspirations can more easily balance between soft and hard skills needed
  20. 20. In terms of Organizational Transformation, Aspirations are… A not too complex vision The set of characteristics based on this vision
  21. 21. Why is Setting an Aspiration Important? • Cast what the transformation means to the organization; personalize it • Determine what the most relevant principles from Agile (or Lean, or Craftsmanship) mean to the organization • Guides decisions within the organizations; achieves alignment • Provides guidance for course corrections once we go in-flight • Avoids top-down directives and moves it to a creative stimulation Avoids Imposed Agile…
  22. 22. Lots of Approaches to Creating One Participatory Creation > Clear Communication > Proclamation KrisMap Cover Story Innovation Game Lego for Serious Play Vision Statements We want common agreement & understanding…
  23. 23. >> KRIS Map Exercise Here <<
  24. 24. Reality Oriented Aspiration on Schneider Cultural Model Empathetic Collaborative Considerate Collaborative Control Reliable Confident Cost Conscious Pragmatic Stamina One Voice Decisive Integrity Speedy Sense of Humor Organized Optimistic Flexible Focused on Business Results Responsive Resourceful/Can-Do People Oriented Positive Attitude Org Oriented Motivated Adds Value Possibility Oriented Innovative Reader Risk Taker Cultivation Competency
  25. 25. “Deliver business value daily.” “Constantly improve doing it, reducing waste and through new ideas.”
  26. 26. Now that we have a Target Aspiration, how do we determine the next incremental step?
  27. 27. Understand the Current State
  28. 28. Lots of Approaches to This Too… Participatory Creation > Clear Communication > Proclamation SWOT Analysis Business Model Canvas Process Models Customer Personas Select the appropriate mix…
  29. 29. >> Business Canvas Exercise << >> Here <<
  30. 30. Starting Point Aspiration
  31. 31. Determine and Prioritize Operational Actions to achieve the Next State congruent with the Vision
  32. 32. Lots of Approaches to This Too… Participatory Creation > Clear Communication > Proclamation Strategy Maps Business Model Canvas Forcefield Analysis Priority vs Energy Exercises Select the appropriate mix…
  33. 33. >> Follow-Up << >> Business Canvas Exercise << >> Here <<
  34. 34. Goal: Roadmap of Prioritized Δs
  35. 35. Aspiration Org Structure Δs Process Δs Habit Δs New Practices Next State Current State Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  36. 36. 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
  37. 37. Decisions  Δ Habits  Δ Culture
  38. 38. Habits Find Key Practices to avoid being eaten…
  39. 39. What Might Be Some of the Habits We Want to Change? • • • • • • • Ways meetings are conducted Ways meetings are scheduled How managers give feedback Whether agreements are explicit or implicit How decisions are made and owned Whether people show vulnerability How people learn new skills  Use as an example Note: want org habits reinforcing an Agile mindset
  40. 40. Habit Loop OldNew Habit Trigger Craving Reward The Power of Habit – Charles Duhigg
  41. 41. Example Org Habit Around Training Training Need to Know Something New Craving For Recognition Recognition
  42. 42. Example Org Habit Around Training Learning = self-study/experimentation Training Need to Know Something New Craving For Recognition Recognition
  43. 43. >> Org Habits to Δ Exercise << >> Here <<
  44. 44. Finding Leverage Points • The habit to change is formal training to learning = self-study/experimentation • Step 1: Habit Loop  Causality Diagram • The Habit Loop becomes a bit more complex – More Steps – Reinforcing Loop • Step 2: Look for Limiting Conditions & Side Effect Loops
  45. 45. Full Causal Diagram Training Request Statement of Intent Avoids Showing Vulnerability Formal Training Learn the Lingo to “Look Smart” Shows Vulnerability Self-Study Need to Know Something New Experiment Get By/ Impress Recognition Fulfill IDP or Certification Easy to Measure Lack of Failure Absorb & Share Learning
  46. 46. Aspiration Org Structure Δs Process Δs Habit Δs New Practices Current State Next State Manage the Δ Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  47. 47. “No plan survives contact with the enemy.” - Helmuth von Moltke the Elder
  48. 48. Inspect + Adapt
  49. 49. Satir Change Curve New Status Quo Status Quo disruption amount disruption time A detailed depiction of the Satir Change model http://stevenmsmith.com/ar-satir-change-model/
  50. 50. How can we promote Sustainable Change?
  51. 51. Definitions Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation “Change Capacity”
  52. 52. To-Do In Work WIP Limit = Organizational Change Capacity Done
  53. 53. + = > disruption amount Capacity is the WIP limit to change
  54. 54. + tolerance to time-lag defined by environment = net effect time
  55. 55. + net effect time balance limit vs lag
  56. 56. Cross-cutting Teams Failure Tolerance Experimentation Clear Vision Transparency New Employees Employee Orientation Diversity (of thoughts) Promotes Starting Aspiration Point Restricts Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC
  57. 57. Cross-cutting Teams Failure Tolerance Experimentation Clear Vision Transparency New Employees Employee Orientation Diversity (of thoughts) Promotes Starting Aspiration Point Restricts Specialized Silos Low Risk Tolerance Successes Only Grand Unclear Vision Insular Communication Hiring to Fit Employee Indoctrination Group Think Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC
  58. 58. Aspiration Org Structure Δs Process Δs Habit Δs New Practices Next State Δ Kanban Current State Manage the Δ Δ Validation Board Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  59. 59. Transformation Kanban Backlog Next Up Ready In-Work Complete Measure Done
  60. 60. Transformation Kanban Backlog Next Up Ready In-Work Complete Measure Done Organizational WIP Based Based Based On On On Org Org Org Capacity Capacity Capacity Based On Org & Capacity To Measure Team has • Capacity • Charter • Measures • Expected Outcomes Team has • Completed Actions Based On Org & Capacity To Measure Team has • Measured Results
  61. 61. How do we figure out how much change to pull? 1. Hypothesis use communications paths as a starting point; • capacity = comm paths N ppl involved • hierarchy comm paths = direct report lines • team comm paths = ∑(1+…+N-1) • can have hybrids 2. Modified by Team Size 3. Multiplied by reinforcing loops 4. Consider like mid-size “story” (in terms of points); every org will be different & large single changes can out-strip capacity and need to be broken down
  62. 62. Team Size ≤1 ≥1 5 7 <1 9  15 Scrum teams 7 +/-2 5 Best for deep comm, 15 most for deep trust, 150 most for comm S = ƒ({P},E) where, P = personalities “Is Five the Optimal Team Size?”, infoQ, Vikras Hazrati & E = environment Jurgen Appelo on http://noop.nl
  63. 63. Display transparency in decisions Safety Establish clear vision Allow experimentation ≥1 Hire for diversity Change Multiplier Only concern: people’s performance on the job Hire yes people <1 Punish failure Decisions made w/littleno input
  64. 64. Validation Board Hypothesis P1 P2 P3 P4 P5 Benefactor Issue Solution Assumptions Riskiest Assumption Experiment Result Invalidated Validated
  65. 65. 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
  66. 66. of Assumptions and Biases Hidden
  67. 67. A Couple of Typical Biases or Assumptions • People just don’t want to change – So explain to me why people will take up a new hobby later in life or move across country? (Hint: it is in their interest – find mutual desire) • Agile has issues scaling to large programs – Why do you have a program? Could this be solved in a different manner with sets of smaller applications? (Hint: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions)
  68. 68. Δ Drawing: Alex Hughes
  69. 69. Thanks! and Have a Good Flight!
  70. 70. 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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