What Culture are you working with and how Agile is it?

  • 2,462 views
Uploaded on

Enhanced version of slides from Workshop at Paris Scrum Gathering 2013 - September 24, 2013.

Enhanced version of slides from Workshop at Paris Scrum Gathering 2013 - September 24, 2013.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
2,462
On Slideshare
0
From Embeds
0
Number of Embeds
2

Actions

Shares
Downloads
0
Comments
0
Likes
6

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. © 2013 Scrum WithStyle scrumwithstyle.com What Organisational Culture are you working with and how does it compare with Agile culture? With Rowan Bunning, CST
  • 2. © 2013 Scrum WithStyle scrumwithstyle.com Rowan Bunning • Background in object oriented & web dev. with vendors, start-ups & consultancies • Introduced to Agile practices over 10 years ago as: “the way good Smalltalkers develop software” • Pioneer of Scrum in Australia • Worked as an Agile Coach / ScrumMaster at a leading Agile consultancy in the U.K. • Agile Coach in Australia • Training in Australia and New Zealand • Certified ScrumMaster • Certified Scrum Product Owner • Effective User Stories • Agile Estimating and Planning • Agile for Teams
  • 3. © 2013 Scrum WithStyle scrumwithstyle.com Outcomes A. Gain language for your organisation’s type of culture. B. Gain insights into characteristics of your organisation's core culture. C. Gain insights into the difference between types of organisational culture. D.Gain awareness of similarities and differences between your organisation's core culture and the culture represented by Agile and Scrum.
  • 4. © 2013 Scrum WithStyle scrumwithstyle.com Workshop agenda Activity Time-box Introduction to Organisational Culture 5m Activity: Culture Questionnaire 15m Activity: Culture Characteristics 15m Schneider’s Culture Model 20m Activity: Manifesto Mapping 25m Reflection & take aways 10m
  • 5. © 2013 Scrum WithStyle scrumwithstyle.com What is organisational culture? Thoughts?
  • 6. © 2013 Scrum WithStyle scrumwithstyle.com How organisational culture has been described at this Gathering “...Shared beliefs and values.” - Xavier Warsee Paris Scrum Gathering 2013 “Stuff that people do without noticing.” - Henrick Kniberg Paris Scrum Gathering 2013
  • 7. © 2013 Scrum WithStyle scrumwithstyle.com Organisational Culture as per Schein “a pattern of shared basic assumptions that a group learned as it solved its problems of external adaptation and integration, that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” - Edgar H. Schein
  • 8. © 2013 Scrum WithStyle scrumwithstyle.com Schein model of culture - Edgar H. Schein via Jason Yip
  • 9. © 2013 Scrum WithStyle scrumwithstyle.com More definitions... “The behaviour of humans who are part of an organisation and the meanings that the people attach to their actions. Culture includes the organisation values, visions, norms, working language, systems, symbols, beliefs and habits” - http://en.wikipedia.org/wiki/Organisational_culture “A set of shared mental assumptions that guide interpretation and action in organisations by defining appropriate behaviour for various situations” - Ravasi and Schultz (2006)
  • 10. © 2013 Scrum WithStyle scrumwithstyle.com Short and sweet definitions “The personality of the organisation.” “The operating system of the organisation.”
  • 11. Source material “the way we do things around here * in order to succeed.” - William E. Schneider Our definition for this workshop * Underlined portion is as per Deal & Kennedy (2000)
  • 12. © 2013 Scrum WithStyle scrumwithstyle.com Culture and management practices “Culture establishes management practices. It fixes how an organisation plans its work, organises and coordinates activity, manages performance, and gets the results it deems important.” - William E. Schneider
  • 13. © 2013 Scrum WithStyle scrumwithstyle.com Culture questionnaire INSTRUCTIONS: 1. Please grab a Core Culture Questionnaire. 2. Complete it including the results table on the last sheet.
  • 14. © 2013 Scrum WithStyle scrumwithstyle.com What type of culture are you working in? 2. Please move to the table labelled with the core culture for which you identified the highest Total. Question Core CultureCore CultureCore CultureCore Culture ID I II III IV NAME INSTRUCTIONS: 1. As we reveal the culture name, write it under under the corresponding roman numeral. Control Collaboration Competence Cultivation
  • 15. © 2013 Scrum WithStyle scrumwithstyle.com Schneider culture model Actuality Oriented Possibility Oriented Organisation OrientedPeople Oriented Control culture Competence cultureCultivation culture Collaboration culture Reference: The Reengineering Alternative: A Plan for Making Your Current Culture Work by William E. Schneider (Apr 1994).
  • 16. © 2013 Scrum WithStyle scrumwithstyle.com Control culture Leadership focus Management style Organisational form Role of employee Task focus Nature of power/authority Decision making Approach to managing change Key norms Climate Authoritarian / directive, Maintain power Conservative Policy and procedure oriented Hierarchy Compliance,Adhere to role requirements Individuals stay within a function Role/position titular* Very thorough, Push for certainty Mandate it, Resistance to change Order, Certainty, Systematism Serious, Restrained * titular adj. having an important or impressive title but not having the power or duties that usually go with it Reference: The Reengineering Alternative: A Plan for Making Your Current Culture Work by William E. Schneider (Apr 1994).
  • 17. © 2013 Scrum WithStyle scrumwithstyle.com Competence culture Leadership focus Management style Organisational form Role of employee Task focus Nature of power/authority Decision making Approach to managing change Key norms Climate Standard setter, Taskmaster Task driven, Rational/analytical Matrix adhocracy Be an expert Function independently Specialist Expertise Very analytical, Formal logic Achievement goals drive change Open to change Professionalism, Meritocracy Competitive, Intense pace Reference: The Reengineering Alternative: A Plan for Making Your Current Culture Work by William E. Schneider (Apr 1994).
  • 18. © 2013 Scrum WithStyle scrumwithstyle.com Cultivation culture Leadership focus Management style Organisational form Role of employee Task focus Nature of power/authority Decision making Approach to managing change Key norms Climate Catalyst, Empower / enable people People driven, Nurturant Wheel-like circular lattice Express yourself Be willing to change, develop, grow Functionalist, Generalist & Specialist Charisma Participative, Organic / evolutionary Embrace / assume change Change is automatic Humanistic, Growth and development Freedom to make mistakes Lively / magnetic, Caring Reference: The Reengineering Alternative: A Plan for Making Your Current Culture Work by William E. Schneider (Apr 1994).
  • 19. © 2013 Scrum WithStyle scrumwithstyle.com Collaboration culture Leadership focus Management style Organisational form Role of employee Task focus Nature of power/authority Decision making Approach to managing change Key norms Climate Team builder, Coach Collegial, Democratic Group cluster Collaborate. Be a team player. Utilise others as resources Generalist Relationship Experimental. Lots of brainstorming. Trusting Team calls for change Open to change Synergy, Egalitarianism Esprit de corps/camaraderie Reference: The Reengineering Alternative: A Plan for Making Your Current Culture Work by William E. Schneider (Apr 1994).
  • 20. © 2013 Scrum WithStyle scrumwithstyle.com If Agile is culture ...what sort of culture is it?
  • 21. © 2013 Scrum WithStyle scrumwithstyle.com Created at Paris Scrum Gathering Agile Manifesto value/principle Scrum value / ScrumMaster responsibility Software Craftsmanship manifesto value Kanban method principle/property
  • 22. © 2013 Scrum WithStyle scrumwithstyle.com
  • 23. © 2013 Scrum WithStyle scrumwithstyle.com
  • 24. © 2013 Scrum WithStyle scrumwithstyle.com
  • 25. © 2013 Scrum WithStyle scrumwithstyle.com
  • 26. © 2013 Scrum WithStyle scrumwithstyle.com From LAST Melbourne August 2013 Agile Manifesto value/principle Scrum value / ScrumMaster responsibility Kanban method principle/property Software Craftsmanship manifesto value
  • 27. © 2013 Scrum WithStyle scrumwithstyle.com Culture Change “In any industry, the better-performing organisations had cultures that were congruent with their environment. Wholesale culture change is required when an organisation’s core culture is inherently inconsistent with the true nature of its enterprise.” - William E. Schneider "Many organisations that dive rapidly into Agile find cultural norms already in place that tend to constrain progress and hold them back." - Dan Mezick, The Culture Game: Tools for the Agile Manager.
  • 28. © 2013 Scrum WithStyle scrumwithstyle.com Is culture change the holy grail of Agile transformation? Cultural Chan!
  • 29. © 2013 Scrum WithStyle scrumwithstyle.com Case study: quotes from client A "The biggest change I've seen is to our culture." - Head of R&D at a client after 6 months of Agile Coaching “Improvement in quality.” “A lot of enthusiasm. People contributing more in meetings.” “A lot more interaction between team members - people feel a lot more empowered.” “Much easier to see the progress. We can take measurements every couple of weeks and see the progress.” “Test cases reviewed already [as they are created.]” “Helping to focus on the tasks at hand because of the short sprints and it doesn't turn into a huge job.” “[The Architect] is a lot more on top of the work that is being done”
  • 30. © 2013 Scrum WithStyle scrumwithstyle.com Culture at start of engagement B 0" 5" 10" 15" 20" 25" 30" 35" 40" 45" 50" Control"culture" Collabora3on"culture" Competence"culture" Cul3va3on"culture" March"19,"2013" Project(Team(Core(Culture( "
  • 31. © 2013 Scrum WithStyle scrumwithstyle.com Client B survey 5 months later 0" 5" 10" 15" 20" 25" 30" 35" 40" 45" 50" Control"culture" Collabora3on"culture" Competence"culture" Cul3va3on"culture" March"19,"2013" August"8,"2013" Project(Team(Core(Culture(
  • 32. Where are the culture change Knobs?
  • 33. Agile Overview © 2012 Scrum WithStyle scrumwithstyle.com Leadership
  • 34. © 2013 Scrum WithStyle scrumwithstyle.com Larman's 4 laws of organisational behaviour 1. Organisations are implicitly optimised to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures. 2. As a corollary to (1), any change initiative will be reduced to overloading the new terminology to mean basically the same as status quo. 3. As a corollary to (1), any significant change initiative will be derided as “purist” and “needing customisation for local concerns” -- which deflects from addressing weaknesses and manager/specialist status quo. 4. Culture follows structure. See: www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior
  • 35. Agile Overview © 2012 Scrum WithStyle scrumwithstyle.com Culture change through structural change ROI Delivery Scrum HowWhat Improvement Develop the right thing Develop the thing right Work together well Product Owner Team ScrumMaster Stakeholders Users Management Hierarchical Scrum
  • 36. © 2013 Scrum WithStyle scrumwithstyle.com Culture Change Model Results Actions Principles Values Beliefs Experiences Become Inform Reference: Dan Mezick, The Culture Game: Tools for the Agile Manager, FreeStanding Press, 2012.
  • 37. © 2013 Scrum WithStyle scrumwithstyle.com Recommended reading The Reengineering Alternative: A Plan for Making Your Current Culture Work by William E. Schneider (Apr 1994). The Culture Game: Tools for the Agile Manager by Mezick, Daniel (Jul 17, 2012). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework by Kim S. Cameron and Robert E. Quinn (Mar 29, 2011). Organizational Culture and Leadership by Edgar H. Schein (Aug 16, 2010). The main reference for this workshop.
  • 38. www.scrumwithstyle.com rowan@scrumwithstyle.com Twitter: @rowanb au.linkedin.com/in/rowanbunning Rowan Bunning Image credit: Hugh MacLeod aka gapingvoid