China slilja-leadership-publish

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Slides from my session in Scrum Gathering China / Suzhou Executive forum.

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China slilja-leadership-publish

  1. 1. © Reaktor 2013 Three perspectives to Agile Leadership Sami Lilja Agile Coach and Certified Scrum Trainer Reaktor Helsinki, Finland Wednesday, July 24, 13
  2. 2. © Reaktor 2013 About me • Sami Lilja, coach and trainer • Reaktor since March 2011 • Certified Scrum Trainer since July 2013 • Before Reaktor, 15+ years experience at Nokia Networks and Nokia Siemens Networks • SW engineer 1994-1998 • 10+ years management experience: Project manager, Department manager 1997-2008 • Assignment in China (Hangzhou) 2005-2007 • Agile coach 2008-2010 • Contact and connect sami.lilja@reaktor.fi LinkedIn: samililja Wednesday, July 24, 13
  3. 3. © Reaktor 2013 Purpose People Three perspectives to Leadership System Wednesday, July 24, 13
  4. 4. © Reaktor 2013 System Systems Thinking Wednesday, July 24, 13
  5. 5. ” © Reaktor 2013 A system is not the sum of its parts but the product of their interactions - Russell Ackoff What is System • Collection of parts that are interdependent. • The parts interact in a such a way that it affects the capabilities and qualities of the entire system • System has a purpose Wednesday, July 24, 13
  6. 6. © Reaktor 2013 How can we see the system? Wednesday, July 24, 13
  7. 7. © Reaktor 2013 System conditions are direct or indirect results of the design and management of work. System conditions Wednesday, July 24, 13
  8. 8. © Reaktor 2013 Some system conditions Processes Training Existing source code Stage gates Tools Organizational structures Policies Governance Bonuses Existing source code IT systems Physical working environment Quality of requirements Project model Relationship with customers Culture of high utilization rate Technologies Approval chains Missing feedback Metrics Roles and responsibilities Meetings Outsourcing and off-shoring Wednesday, July 24, 13
  9. 9. © Reaktor 2013 System conditions System conditions drive the performance of organization Improving the work requires at least some system conditions are changed System conditions tell us about management thinking Wednesday, July 24, 13
  10. 10. © Reaktor 2013 Wednesday, July 24, 13
  11. 11. © Reaktor 2013 Little’s Law and work-in-progress Time through system = Work-in-progress Throughput Little’s Law Wednesday, July 24, 13
  12. 12. © Reaktor 2013 Why limit Work-in-Progress? • Limiting Work-in-Progress creates Pull • Without WIP limits, we do not know when to take (pull) new work • Pull system.. • Creates visibility to system and reveals bottlenecks • Removes queues from the system • Creates slack for innovation and improvement Wednesday, July 24, 13
  13. 13. © Reaktor 2013 Organizations are systems • Improvement should focus on the System as a whole, not parts taken separately • Interactions are more important than components • In order to improve the System, at least some System Conditions need to change • Systems have Purpose • Improvement is aimed towards the Purpose, from customer perspective Wednesday, July 24, 13
  14. 14. © Reaktor 2013 Purpose Wednesday, July 24, 13
  15. 15. © Reaktor 2013 Purpose Purpose Measure Methods Purpose is the reason for an organization to exist It defines from customer perspective what (and how) is Value Purpose is derived from customer Demand Wednesday, July 24, 13
  16. 16. © Copyright Reaktor 2011 Confidential Wednesday, July 24, 13
  17. 17. © Copyright Reaktor 2011 Confidential 1. Eliminate causes of failure demand 2. Shape Demand 1 Most significant improvement is on this side! Create FLOW Wednesday, July 24, 13
  18. 18. © Reaktor 2013 Value demand and failure demand Value demand Adds value to our product or service from customer point of view. Something customers are willing to pay for. Failure demand Failure to do what customer needs. Bad quality, delay, wrong product or service. No product or service. Missing either what or how customer wants the service or product. Can account up to 80% of work Wednesday, July 24, 13
  19. 19. © Reaktor 2013 Measurements • Measure against the Purpose of the organization • From customer perspective • Look at variation and trend over time • Allows learning • Measure to understand and improve • Instead of arbitrary target, bonus or competition Wednesday, July 24, 13
  20. 20. © Reaktor 2013 Measurements • Measure against the Purpose of the organization • From customer perspective • Look at variation and trend over time • Allows learning • Measure to understand and improve • Instead of arbitrary target, bonus or competition Are we achieving the Purpose of the system? Wednesday, July 24, 13
  21. 21. © Reaktor 2013 Purpose: Summary • Organizations have purpose • “What” and “How” it creates value for customer • A good Purpose creates alignment, motivation and allows sensible measurement • Study demand to understand Purpose • Organize work to produce Value Demand • Study causes of Failure Demand and remove those Wednesday, July 24, 13
  22. 22. © Reaktor 2013 People Wednesday, July 24, 13
  23. 23. ” © Reaktor 2013 John Seddon People issues are not the point of intervention. Wednesday, July 24, 13
  24. 24. © Reaktor 2013 So, what is the point of intervention? We need to change System Conditions to that the System can better respond to Value Demand Wednesday, July 24, 13
  25. 25. © Reaktor 2013 Process Improvement? Wednesday, July 24, 13
  26. 26. © Reaktor 2013 Process Improvement? Do we need this process at all? What kind of thinking has created this process? Wednesday, July 24, 13
  27. 27. © Reaktor 2013 System Thinking Performance Wednesday, July 24, 13
  28. 28. © Reaktor 2013 Change strategies • Power-Coercive • Obliges compliance and punishes failure • Standards, best practices, process roll-outs • Empirical-Rational • “I explain and you follow” • Works if thinking has already changed • Can lead to argument or conflict • Normative-Reeducative • Change thinking through action and observation • Get knowledge before planning actions Chin and Benne: General strategies for affecting change in human systems (1969) Wednesday, July 24, 13
  29. 29. © Reaktor 2013 Change strategies • Power-Coercive • Obliges compliance and punishes failure • Standards, best practices, process roll-outs • Empirical-Rational • “I explain and you follow” • Works if thinking has already changed • Can lead to argument or conflict • Normative-Reeducative • Change thinking through action and observation • Get knowledge before planning actions Chin and Benne: General strategies for affecting change in human systems (1969) Agile Transformation Training, workshops Study and understand Wednesday, July 24, 13
  30. 30. © Reaktor 2013 Experiments Team Product Owner Sprint Planning Sprint Review and Retro Potentially Shippable Product Increment Product Backlog Every Sprint is an experiment! Learning and adapting requires moving from fail-safe design to safe-to-fail experiments Wednesday, July 24, 13
  31. 31. © Reaktor 2013 Roll-in vs. Roll-out • Roll-out: developing an improved process, standardizing it and applying it to other areas. • Problems • The solution is not optimized for each specific context • The other units have not been through the same learning --> lack sense of ownership, loss of control and resist change. • Roll-in: A method to scale up a change to the whole organization that was successful in one unit. • Change is not imposed. Instead, each area needs to learn how to do the analysis for themselves and devise own solutions. • Engages the people and creates better, more sustainable solutions. Wednesday, July 24, 13
  32. 32. © Reaktor 2013 Agile Leadership is about studying and improving the System, creating Purpose and learning through experiments Wednesday, July 24, 13
  33. 33. © Reaktor 2013 Agile Leadership is about studying and improving the System, creating Purpose and learning through experiments Purpose People System •Study and understand how the work works •Change unwanted System conditions •Limit WIP and create Flow •Study demand and what matters to customer •Remove sources of Failure Demand •Organize work againstValue Demand •Create Pull system to achieve Flow •Alignment and motivation come from clear Purpose •Do experiments to learn •Roll-in good ways of working, avoid “roll-out” harmonization Wednesday, July 24, 13
  34. 34. © Reaktor 2013 Thank you! Wednesday, July 24, 13

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