Bridging the Management Gap
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Why does there seem to be a gap between management and IT when it comes to Agile? Why is Agile still sometimes viewed as an "IT initiative"? And what can we do to start bridging this gap? In this presentation given at XP Days Benelux 2012, Tiago Garcez tackles these questions and more.
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Bridging the Management Gap
- 1. bridging the management gap Tiago Garcez 30/11/2012
- 2. agile coach & change agent but what am I changing?
- 3. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 4. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 5. Org. Leadership Middle Management Delivery & Support Vision & Goals Processes & Plans Delivery is it a hierarchical gap? Agile Coaches & Consultants
- 6. Delivery & Support Vision & Goals Processes & Plans Delivery The Gap is it a hierarchical gap?
- 7. or is it a communication gap? Collaboration Transparency People Organizational Leaders Agile Coaches & Consultants
- 8. or is it a communication gap? Organizational Leaders Speed & Efficiency Increased Controls Lower Costs Agile Coaches & Consultants
- 9. or is it a communication gap? Organizational Leaders WTF?!? Agile Coaches & Consultants
- 10. or is it a communication gap? Organizational Leaders The WTF Gap Agile Coaches & Consultants
- 11. we know how to fix these gaps though
- 12. hierarchical: top-down change communication: collaboration, transparency & social norms
- 13. is there still another, even deeper gap?
- 14. let’s back up a little
- 15. mule jenny and the revolution
- 16. two interesting questions emerging
- 17. Thomas Hobbes solitary, poor, nasty chaos what happens without central control? David Hume spontaneous order
- 18. can spontaneous order be productive? Adam Smith it is even more productive!
- 19. economies of scale the rise of the large corporations scientific management division of labor processes
- 20. manufacturing paradigm Bureaucratic Large Organizations Small enterprises Non-standardized Global Corporations Creative Organizations Niche Competitor Local Business
- 21. two new challenges emerge
- 22. how can you thrive in a competitive market?
- 23. Bruce Henderson Boston Consulting Group how can you thrive in a competitive market? the birth of corporate strategy
- 24. can you mass produce with flexibility & quality?
- 25. can you mass produce with flexibility & quality? just-in-time quality eliminate waste people Taichi Ohno Toyota
- 26. a new paradigm is emerging knowledge economy
- 27. (enter Agile)
- 28. what is an agile organization? how is it structured?
- 29. Working Software Flexibility Value Teams Retrospectives Continuous Delivery Collaboration Self-Management Commitments Agile Product Owner Story Points Product Backlog Transparency Value StreamVelocity Priorities Sprints RoI People Continuous Improvement Scrum XP BDD TDD Acceptance Criteria Autonomation Toyota Lean Kanban Respect Craftsmanship Quality Testing User Stories
- 30. FlexibilityValue Collaboration Teams Retrospectives People Self-Management Commitments Continuous Improvement Transparency Respect Craftsmanship Quality
- 31. People Transparency Respect Collaboration Continuous Improvement Flexibility Value Teams Self-Management Commitments Retrospectives Craftsmanship Quality
- 32. People Transparency Respect Collaboration Continuous Improvement Flexibility Value Teams Self-Management Commitments Retrospectives Craftsmanship Quality organizational culture
- 33. non-hierarchical People Transparency Respect Collaboration Continuous Improvement Flexibility Value Teams Self-Management Commitments Retrospectives Craftsmanship Quality
- 34. non-hierarchical People Transparency Respect Collaboration Continuous Improvement Flexibility Value Teams Self-Management Commitments Retrospectives Craftsmanship Quality adhocratic
- 35. Adhocratic Flat Hierarchical Bureaucratic Agile Enterprises
- 36. Industrial Revolution Bureaucratic Large Organizations Small enterprises Non-standardized Global Corporations Creative Organizations Niche Competitor Local Business
- 37. Industrial Revolution Bureaucratic Large Organizations Small enterprises Non-standardized Global Corporations Creative Organizations Niche Competitor Local Business Agile Enterprises Adhocratic Flat Hierarchical Structured Self-Management Rigid Giants Bureaucratic Democratic Corporations Knowledge Economy
- 38. today a leader... Industrial Revolution Bureaucratic Large Organizations Small enterprises Non-standardized Global Corporations Creative Organizations Niche Competitor Local Business Agile Enterprises Adhocratic Structured Self-Management Rigid Giants ... tomorrow a follower Flat Hierarchical Bureaucratic Democratic Corporations Knowledge Economy
- 39. paradigm shift = “management gap”
- 40. Bureaucratic Large Organizations Small enterprises Non-standardized Global Corporations Creative Organizations Niche Competitor Local Business Agile Enterprises Adhocratic Flat Hierarchical Structured Self-Management Rigid Giants Bureaucratic Democratic Corporations PARADIGM GAP
- 41. ?
- 42. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 43. let’s take a closer look at this
- 44. Adhocratic Flat Hierarchical Bureaucratic
- 45. what forces are at play here?
- 46. Adhocratic Flat Hierarchical Bureaucratic Structural Power PEOPLE Procedural Power PROCESS
- 47. Adhocratic Flat Hierarchical Bureaucratic Structural Power PEOPLE Procedural Power PROCESS
- 48. Adhocratic Flat Hierarchical Bureaucratic Emergent Leadership PEOPLE Collaborative & Learning PROCESS
- 49. how do some market leaders stack up?
- 50. Adhocratic Flat Hierarchical Bureaucratic Semco salesforce.com Morningstar Valve Apple Amazon Google Microsoft Gore & Associates GE McKinsey ebay
- 51. what’s life like on the upper-right? teams
- 52. freedom as part of company’s DNA what’s life like on the upper-right? no bosses define your own salary experimentation is encouraged transparency democratic teams teams responsibility
- 53. change, down in the trenches
- 54. Adhocratic Flat Hierarchical bpost Bureaucratic
- 55. hierarchical gap: no support from senior management best practices adopted at team level: sprints, backlogs, taskboards, CI, ... no significant organizational change: but best practices remain
- 56. Adhocratic Flat Hierarchical bpost Bureaucratic
- 57. Adhocratic Flat Hierarchical Belgacom bpost Bureaucratic
- 58. good start: initiative supported at the director level application teams: entire application teams working full-time in Scrum resistance to change: once we moved beyond development teams, resistance to change starting creeping up Source: Forrester
- 59. Adhocratic Flat Hierarchical Belgacom bpost Bureaucratic
- 60. how did the paradigm gap manifest itself?
- 61. “they just don’t get it”
- 62. “fire the managers and this might work...”
- 63. “the agile enterprise is a myth”
- 64. but... hold on
- 65. why does this keep happening?
- 66. maybe we’re also guilty of creating this gap?
- 67. ?
- 68. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 69. to understand, let’s take a look at our market “our market” = Agile coaches & consultants
- 70. (a) what are we selling ? (b) how are we selling it ? (c) how are we delivering our services ? (d) how are we growing ?
- 71. (a) what are we selling?
- 72. professional services the art formerly known as “consulting”
- 73. Market
- 74. Share HIGH LOW dogs HIGH Market Growth Rate $ LOW ?
- 75. Market
- 76. Share HIGH LOW HIGH Market Growth Rate Trainings LOW Certifications Tools Agile Beyond Software? Publications? Agile Consulting/ Coaching Outsourcing
- 77. Market
- 78. Share HIGH LOW Agile Beyond Software? Publications? HIGH Market Growth Rate LOW Agile Consulting/ Coaching Outsourcing Trainings Certifications Tools
- 79. Market
- 80. Share HIGH LOW Agile Beyond Software? ? ? Publications? Agile Consulting/ Coaching Outsourcing Trainings Certifications Tools HIGH Market Growth Rate LOW
- 81. (b) how are we selling?
- 83. ... and a whole lot of pimping
- 84. pimping?
- 85. our “outside in” initiative will focus on time-to-market and flexibility! org leader line manager
- 86. I heard about scrum, 1 or 2 pilots should show results!
- 87. but we need some help here...
- 88. hey baby (enter the “vendor”)
- 89. “vendor” I’ve got CSPs, CSCs, PMPs, CSPOs, CSMs I can even hook you up with a PMI ACP, you know, if you’re into that kinda stuff...
- 90. pimp
- 94. whose objectives are met in this model?
- 95. pimp
- 96. Market
- 97. Share HIGH LOW Agile Consulting/ Coaching HIGH Market Growth Rate LOW
- 98. is this an agile engagement model? why do we accept it then?
- 99. (c) how are we delivering our services?
- 100. ikea agile
- 101. product backlog ikea agile not started in progress done bjorgsjö taskboard färgrik burndown rotvik backlog user stories varmluft user stories
- 102. product backlog ikea agile not started in progress done bjorgsjö taskboard färgrik burndown rotvik backlog user stories varmluft user stories the agile tooth fairy
- 103. (d) how are we growing?
- 104. Peter Senge David Hume on the shoulders of giants Adam Smith (2,000 years of western philosophy) Henry Ford Karl Marx Taichi Ohno Bruce Henderson Friedrich Hayek Edward Tufte Henri Poincaré Fred Brooks Richard Sennett William Deming Frederick Taylor Max Weber Emile Durkheim Socrates Isaac Newton Henry Mintzberg
- 105. Peter Senge Adam Smith David Hume (2,000 years of philosophy) Henry Ford Karl Marx Taichi Ohno Bruce Henderson Friedrich Hayek Edward Tufte Henri Poincaré Fred Brooks Richard Sennett William Deming Frederick Taylor Max Weber Emile Durkheim Socrates Isaac Newton Henry Mintzberg on the shoulders of confirmation bias
- 106. branching outside our comfort zone
- 107. Market
- 108. Share HIGH LOW Agile Beyond Software ? ? dogs HIGH Market Growth Rate LOW
- 109. so, root causes for the gap?
- 110. mis-aligned vision: manufacturing vs. knowledge paradigm pimping: lone gun-slingers vs. professional services ikea agile: there are no silver bullets missing big-picture: we need to reach outside of our comfort zone
- 111. so what can we do about it?
- 112. understand the context align expectations change objectives
- 113. continuous improvement Adhocratic Flat Hierarchical structured start-up best practices Bureaucratic benevolent dictator
- 114. Adhocratic Flat Hierarchical Bureaucratic
- 115. Adhocratic Flat Hierarchical Bureaucratic
- 116. Adhocratic Flat Hierarchical Bureaucratic
- 117. understand the nature of our market consulting, not software development
- 119. what would an agile consultancy look like?
- 120. agile “consultants” pimp organizational leader line manager ?
- 121. agile “consultants” pimp organizational leader line manager
- 122. listen to our clients irony is an agilist saying “that’s not how we do things”* * @davidhussman at Agiles 2009, Florianopolis, Brazil
- 123. think beyond software cross-pollination of ideas
- 124. challenge ourselves with bigger questions
- 125. how do we educate a workforce for this new paradigm? agile in different cultures? is agile the best approach for every company? challenge ourselves with bigger questions can agile work outside of software? what is the role of management in the knowledge paradigm? what does an agile enterprise look like?
- 126. so, actions to address paradigm gap?
- 127. aligned vision: understand the context consulting: no more pimping, rise of the agile consultancies understand problem: listen to our clients’ needs, no ikea agile think big: think beyond software and reaching out
- 128. other actions?
- 129. with great power comes great responsibility what’s stopping us from bridging the gap?
- 130. ?