0
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
...
WHY
WHAT
HOW
Want better results for our business (& us)
Change to get these results
Operationalize & sustain change
Agile...
Agile Transformation
is
strategic in
nature.
(Transition, Adoption, etc.)
2012
Ability to Change Org Culture 52%
General Resistance to Change 41%
Trying to fit Agile into into
non-Agile framework ...
“Culture eats Strategy for breakfast.”
- Peter Drucker
We’ll start
3 models
with
Accredited to Michael Sahota & Olaf Lewitz
Collaborative Control
CompetencyCultivation
Schneider Cultural Model
RealityOrientedPossibilityOriented
People Oriented Or...
Using the Schneider Model
• Plot organizational characteristics onto its grid
– Subjective in nature (acknowledgement)
• W...
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 c...
Will = Intentions + Actions
^ ^
What is Said What is Done
f(Qagreements ) = PerformanceΣ
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
A vision
Aspirations
Organizational Transformation,
are…
not too complex
The set of characteristics based on t...
Why is Setting an Aspiration Important?
• Cast what the transformation means to the
organization; personalize it
• Determi...
Lots of Approaches to Creating One
Lego for Serious Play
KrisMap
Vision Statements
Cover Story Innovation Game
We want com...
“Deliver business value daily.”
“Constantly improve doing it,
reducing waste and through new ideas.”
Collaborative Control
CompetencyCultivation
Aspiration on Schneider Cultural Model
RealityOrientedPossibilityOriented
Peop...
we have a
how do we
Target Aspiration,
Now that
incremental step?
determine
the next
the
Current State
Understand
Lots of Approaches to This Too…
Process Models
SWOT Analysis
Customer Personas
Business Model Canvas
Select the appropriat...
Aspiration
Starting
Point
and
Operational Actions
Prioritize
Determine
to
achieve
the Next State
congruent
Vision
with the
Lots of Approaches to This Too…
Forcefield Analysis
Strategy Maps
Priority vs Energy Exercises
Business Model Canvas
Selec...
Goal: Roadmap of Prioritized Δs
Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Adapted from Organizational Transit...
Many Things to Change Depending on
What’s Next in Priority
• New Strategies
• New Org Structures
• Find/Establish New Supp...
Decisions  Δ Habits  Δ Culture
Find Key Practices to avoid being eaten…
Habits
What Might Be Some of the Habits We
Want to Change?
• Ways meetings are conducted
• Ways meetings are scheduled
• How mana...
Habit Loop
Habit
Trigger RewardCraving
The Power of Habit – Charles Duhigg
OldNew
Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Org Habit Around Training
Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Org Habit Around Training
self-study/exper...
Finding Leverage Points
• The habit to change is formal training to
learning
• Step 1: Habit Loop  Causality Diagram
• Th...
Training
Request
Need to Know
Something New
Recognition
Formal
Training
Full Causal Diagram
Fulfill IDP or
Certification
E...
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
Satir Change Curve
A detailed depiction of the Satir Change mo...
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 Done
Organizational Change Capacity
WIP Limit =
+
=
limit to change
> disruption
amount Capacity is the WIP
+
net effect
time
tolerance to time-lag
defined by environment
=
+net effect
time balance limit vs lag
Aspiration
Starting
Point
Promotes
Restricts
Promotion/Restriction based on
Limits to Organizational Change
by Herbert Kau...
Aspiration
Starting
Point
Promotes
Restricts
Low Risk Tolerance
Grand Unclear Vision
Hiring to Fit
Insular Communication
E...
Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Δ Kanban
Δ Validation ...
Next Up In-WorkBacklog Complete
Transformation Kanban
Ready Measure Done
Next Up In-WorkBacklog Complete
Transformation Kanban
Ready Measure Done
Based
On
Org
Capacity
Based
On
Org
Capacity
Based...
How do we figure out how much change to pull?
1. Hypothesis use communications paths as a starting
point;
• capacity = com...
Team Size
5 9  157
“Is Five the Optimal Team Size?”,
infoQ, Vikras Hazrati &
Jurgen Appelo on http://noop.nl
Scrum teams ...
Change
Multiplier
Hire for diversity
Display transparency in decisions
Allow experimentation
Establish clear vision ≥1
Pun...
Validation Board
Assumptions
Benefactor
Issue
Solution
P1 P2 P3 P4 P5
Riskiest
Assumption
Experiment
Result
Invalidated Va...
Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions
• Better yet...
of
and
Hidden Assumptions
Biases
A Couple of Typical
Biases or Assumptions
• People just don’t want to change
– So explain to me why people will take up a ...
Drawing: Alex Hughes
Δ
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 the ...
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
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Taking Flight: an Approach for Agile Transformation (AgileDC 2013)

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This is the full slide deck for my AgileDC presentation on taking on an Agile Transformation (Adoption, Transition, Organizational Change, etc.)

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Transcript of "Taking Flight: an Approach for Agile Transformation (AgileDC 2013)"

  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. WHY WHAT HOW Want better results for our business (& us) Change to get these results Operationalize & sustain change Agile Transformation (Transition, Adoption, etc.)
  4. 4. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  5. 5. 2012 Ability to Change Org Culture 52% General Resistance to Change 41% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 31% Top 5 Barriers to Agile Adoption 2011 Ability to Change Org Culture 52% Personnel w/Agile Experience 40% General Resistance to Change 39% Management Support 34% Project Complexity 30% 2010 Ability to Change Org Culture 51% General Resistance to Change 40% Personnel w/Agile Experience 40% Management Support 34% Project Complexity 31% Sources: VersionOne State of Agile Surveys 2010-12 Culture Culture Top 2 Reasons Agile Projects Failed Company philosophy/culture at odds w/core agile values External pressure to follow traditional waterfall processes
  6. 6. “Culture eats Strategy for breakfast.” - Peter Drucker
  7. 7. We’ll start 3 models with
  8. 8. Accredited to Michael Sahota & Olaf Lewitz
  9. 9. Collaborative Control CompetencyCultivation Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented The Reengineering Alternative, William Schneider
  10. 10. 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…
  11. 11. Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
  12. 12. Culture  Habits  Decisions Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
  13. 13. 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
  14. 14. Will = Intentions + Actions ^ ^ What is Said What is Done f(Qagreements ) = PerformanceΣ
  15. 15. Decisions  Δ Habits  Δ Culture
  16. 16. 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
  17. 17. Establish an Aspirational Vision of your future
  18. 18. Aspiration :: (noun) 1. strong desire, longing, or aim; ambition 2. a goal or objective desired
  19. 19. End State :: (noun) 1. The set of required conditions that defines achievement of the commander's objectives.
  20. 20. 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 you in the right direction 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
  21. 21. In terms of A vision Aspirations Organizational Transformation, are… not too complex The set of characteristics based on this vision
  22. 22. 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 Imposed Agile…
  23. 23. Lots of Approaches to Creating One Lego for Serious Play KrisMap Vision Statements Cover Story Innovation Game We want common agreement & understanding… Participatory Creation > Clear Communication > Proclamation
  24. 24. “Deliver business value daily.” “Constantly improve doing it, reducing waste and through new ideas.”
  25. 25. Collaborative Control CompetencyCultivation Aspiration on Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented Collaborative Innovative Resourceful/Can-Do Optimistic Pragmatic Adds Value Cost ConsciousConsiderate Organized Risk Taker Responsive Decisive Flexible Positive Attitude Sense of Humor Speedy Stamina Motivated Integrity Reader Focused on Business Results Confident Empathetic Reliable One Voice
  26. 26. we have a how do we Target Aspiration, Now that incremental step? determine the next
  27. 27. the Current State Understand
  28. 28. Lots of Approaches to This Too… Process Models SWOT Analysis Customer Personas Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  29. 29. Aspiration Starting Point
  30. 30. and Operational Actions Prioritize Determine to achieve the Next State congruent Vision with the
  31. 31. Lots of Approaches to This Too… Forcefield Analysis Strategy Maps Priority vs Energy Exercises Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  32. 32. Goal: Roadmap of Prioritized Δs
  33. 33. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  34. 34. 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
  35. 35. Decisions  Δ Habits  Δ Culture
  36. 36. Find Key Practices to avoid being eaten… Habits
  37. 37. 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 of 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
  38. 38. Habit Loop Habit Trigger RewardCraving The Power of Habit – Charles Duhigg OldNew
  39. 39. Training Need to Know Something New Recognition Craving For Recognition Example Org Habit Around Training
  40. 40. Training Need to Know Something New Recognition Craving For Recognition Example Org Habit Around Training self-study/experimentation=Learning
  41. 41. Finding Leverage Points • The habit to change is formal training to learning • 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 self-study/experimentation=
  42. 42. Training Request Need to Know Something New Recognition Formal Training Full Causal Diagram Fulfill IDP or Certification Easy to Measure Statement of Intent Self-Study Experiment Absorb & Share Learning Learn the Lingo to “Look Smart” Get By/ Impress Lack of Failure Shows Vulnerability Avoids Showing Vulnerability
  43. 43. 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
  44. 44. Inspect + Adapt
  45. 45. Status Quo New Status Quo disruption amount disruption time Satir Change Curve A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
  46. 46. How can we promote Sustainable Change?
  47. 47. 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”
  48. 48. To-Do In Work Done Organizational Change Capacity WIP Limit =
  49. 49. + = limit to change > disruption amount Capacity is the WIP
  50. 50. + net effect time tolerance to time-lag defined by environment =
  51. 51. +net effect time balance limit vs lag
  52. 52. Aspiration Starting Point Promotes Restricts 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
  53. 53. 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
  54. 54. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Δ Kanban Δ Validation Board Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  55. 55. Next Up In-WorkBacklog Complete Transformation Kanban Ready Measure Done
  56. 56. Next Up In-WorkBacklog Complete Transformation Kanban Ready Measure Done Based On Org Capacity Based On Org Capacity Based On Org & Capacity To Measure Based On Org & Capacity To Measure Based On Org Capacity Organizational WIP Team has • Capacity • Charter • Measures • Expected Outcomes Team has • Completed Actions Team has • Measured Results
  57. 57. 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
  58. 58. Team Size 5 9  157 “Is Five the Optimal Team Size?”, infoQ, Vikras Hazrati & Jurgen Appelo on http://noop.nl Scrum teams 7 +/-2 S = ƒ({P},E) where, P = personalities E = environment 5 Best for deep comm, 15 most for deep trust, 150 most for comm ≥ 1≤1 <1
  59. 59. Change Multiplier Hire for diversity Display transparency in decisions Allow experimentation Establish clear vision ≥1 Punish failure Decisions made w/littleno input Hire yes people <1 Safety Only concern: people’s performance on the job
  60. 60. Validation Board Assumptions Benefactor Issue Solution P1 P2 P3 P4 P5 Riskiest Assumption Experiment Result Invalidated Validated Hypothesis
  61. 61. 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
  62. 62. of and Hidden Assumptions Biases
  63. 63. 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)
  64. 64. Drawing: Alex Hughes Δ
  65. 65. Thanks!and Have a Good Flight!
  66. 66. 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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