Cultural architecture agile2011

Cultural Architecture Raj Mudhar Agile 2011 2011, Raj Mudhar - rajile.comhttp://jeffersonsrebels.blogspot.com/2011/02/is-it-conceivable-for-multiculturalism.html

Bio - Raj MudharCultural: Born in Leeds, England, Father from Uganda, Mother from India, live in Canada and work around the world.Employer: Alcatel-Lucent - 70000+ employees operating in 100+ countries. www.alcatel-lucent.comJob: Agile Servant Leader - helping our Wireless business transform, serving 9000+ employees.Career: 16+ years in telecom as a programmer, manager, cross-company partnership leader, and head of R&D for the Korean 3G telecom market.Interests: Culture, food, music. Blog: http://rajile.com - Twitter: rmudhar LinkedIn: http://ca.linkedin.com/in/rajmudhar E-mail: raj@ripnet.com - raj.mudhar@alcatel-lucent.com 2011, Raj Mudhar - rajile.com

Acknowledgements Linda Robinson, Nirmal Kaur Mudhar, and Kanwal Mudhar-Graham - who tested my thinking. Chitra Kasthuri, François Morin, Yong Wang, Lv Yi, Robert Tingaud, and Catherine Louis who shared their perspectives. All the people on every international project I ever worked on who taught me to be culturally aware. 2011, Raj Mudhar - rajile.com

Delivering Great Products that Customers love! 2011, Raj Mudhar - rajile.com

The True Story of aCartesian Thinker Part #1 2011, Raj Mudhar - rajile.com

“The way I was...“Cartesian thinker - linear, abstract,command & control mindsetHistory of success in the past usingtraditional methodsExperienced and respectedPlan-driven Waterfall as the default 2011, Raj Mudhar - rajile.com

Now...Lead an Agile program, using Scrum &some XP (12 teams and growing)Adopting Servant Leader principlesAggressive impediment removerTrust in teams 2011, Raj Mudhar - rajile.com

ExerciseList one cultural stereotype from yourown culture or one that you know well. 2011, Raj Mudhar - rajile.com

Artifacts & Products The visible signs of culture. This is the WHAT of culture - What you see, hear, taste, smell. The source of cultural stereotypes Misunderstanding happens when you apply your own rules and filters out of context. 2011, Raj Mudhar - rajile.com

Rules and Filters 2011, Raj Mudhar - rajile.com

ExerciseList a value and a norm from a culture you know.Value = How I aspire to behaveNorm = How I am expected to behave 2011, Raj Mudhar - rajile.com

Values & NormsValues are the WHY of cultureNorms are HOW we live the values 2011, Raj Mudhar - rajile.com

ExerciseAsk yourself the five-why’s of a cultural value.How long did it take before you arrived at apoint that defies explanation? 2011, Raj Mudhar - rajile.com

What is Culture? What you see, taste, Artifacts and Products smell, visible signs, source of stereotypes Norms and Values Norms - how I should Basic behave, Values - how I Assumptions aspire to behave Implicit Like breathing - you don’t even think about it. Explicit Culture directs our actionsSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar - rajile.com

Korean/French Team Ok! We have a decision A B Time passes... French - let’s see Korean -where we are on the path to B. let’s see where we are on the path to C. A B C 2011, Raj Mudhar - rajile.com

ExerciseCreate a narrative of what you thinkcould have happened to cause thedisconnect between the French andKorean team members.What rules and filters did you apply?What values and norms were at play? 2011, Raj Mudhar - rajile.com

Culture Map Egalitarian Hierarchical Structures Informal Formal Style Individual Group InterestsTransactional Interpersonal Relationship Direct Indirect Communication Fluid Controlled Time Internal External Control Balance Status Motivation Source: ALU CUlture Wizard 2011, Raj Mudhar - rajile.com

ExerciseA Scrum team does not have healthy conflict.The team exhibits a lack of commitment andfinger-pointing. Consider a: French Scrum team Chinese Scrum team American Scrum team. Use the culture map for help.What “could” be the problem? M.C. Escher 2011, Raj Mudhar - rajile.com

Cultural Dimensions Universalism versus Particularism Rules Relationships Communitarianism versus Individualism The Group The Individual Neutral versus Emotional The range of feelings expressed Diffuse versus Specific The range of involvement Achievement versus Ascription How status is accordedSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar - rajile.com

Grey ZoneEach cultural dimension is a continuumThere is no one right place to be on thecontinuum - all is dependent on the contextWe run into trouble when we attempt tosimplify... stereotypingContext is everything 2011, Raj Mudhar - rajile.com

The True Story of aCartesian Thinker Part #2 2011, Raj Mudhar - rajile.com

Triggers for Change Failure - a sense of urgency. Simple, testable methods. Recognized my culture, background, education was getting in the way. International experience taught me to keep an open mind. 2011, Raj Mudhar - rajile.com

Conclusion 2011, Raj Mudhar - rajile.com

CAUTION A little bit of knowledge is adangerous thing 2011, Raj Mudhar - rajile.com

My Korean FriendOver 40/Under 40 2011, Raj Mudhar - rajile.com

Think Fractals, Layers 2011, Raj Mudhar - rajile.com

2011, Raj Mudhar - rajile.com

Q&ABlog: http://rajile.com - Twitter: rmudharLinkedIn: http://ca.linkedin.com/in/rajmudharE-mail: raj@ripnet.com - raj.mudhar@alcatel-lucent.com 2011, Raj Mudhar - rajile.com

Back-Up 2011, Raj Mudhar - rajile.com

Universalism Apply rules and procedures universally to ensure equity and consistency although... We do not want to Central We do not want to drown in chaos or lose Guidelines degenerate into rigidity our sense of central with local and bureaucracy so we direction so we must... adaptations must... and discretion Encouraging flexibility by adapting to particular situations. However... ParticularismSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar - rajile.com

Individualism Encourage individual freedom and responsibility, however... Give clear objectives that We need to avoid We do not want to need conformism and slow degenerate into self- individual decision-making so centeredness or forced initiative and we must... compromise, so we must... accountability to succeed Encourage individuals to work for consensus in the interest of the group, although... CommunitarianismSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar - rajile.com

Specific, Low Context The quality of the product can be developed needs to be developed because it ultimately so that eventually is a guarantee for The quality of the relationship Diffuse, High ContextSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar - rajile.com

Achievement We need to reward what our people achieve based on skill, but... Respect what We do not want to be We want to avoid the people are so we hindered in our achievement instability that comes can better take by not challenging the from only valuing recent advantage of status quo, so... performance, so we must... what they do Respect who our people are based on their experience, although... AscriptionSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar - rajile.com

Patterns of SpeechAnglo-Saxon - silence is uncomfortable- take turns speaking, interrupting isrudeLatin - interrupt often to indicateinterest and engagementAsian - Silence to process what is said isa sign of respect 2011, Raj Mudhar - rajile.com

Showing EmotionFrench, Italian, Spanish - showingemotion is prevalent - words are notenoughAmerican - show emotion but separate itfrom rational, objective argumentKorean - within “clans” emotion is okbut with outsiders, it is not 2011, Raj Mudhar - rajile.com

The Boss Outside WorkChina - the boss is the boss outside work- significant influenceFrance/USA/Finland - the boss is justanother person outside work - limitedinfluence 2011, Raj Mudhar - rajile.com

Corporate Culture Hierarchical Family Eiffel Tower (Latin) (German) It’s who you know - Structure, titles your network Expertise Power oriented Person Task Incubator Guided Missile (Silicon Valley) (Anglo-Saxon) Management by passion Mgt. by Objectives Controlled Chaos MBAs Driver to work here is Not people focused learning more than money EgalitarianSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar - rajile.com

Corporate Culture Hierarchical Person Task our does y re Where s cultu y’compan gle or n fit? Si ltures? cu m ultiple Egalitarian 2011, Raj Mudhar - rajile.com

http://rajile.com	822
http://translate.googleusercontent.com	4
http://askhall.matt	1

Cultural architecture agile2011

by Raj Mudhar on Aug 13, 2011

Accessibility

Categories

Tags

Upload Details

Usage Rights

3 Embeds 827

Statistics

Cultural architecture agile2011 — Presentation Transcript