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AgileCamp 2014 Track 2: Leading from the Middle - Startup's Transformation

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AgileCamp 2014 Track 2: Leading from the Middle - Startup's Transformation, Adele Maynes, Head of PMO and Latha Swamy, Agile Coach - Bratton & Co.

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AgileCamp 2014 Track 2: Leading from the Middle - Startup's Transformation

  1. 1. Confidential Leading from the Middle …a startup‟s transformation journey Adele Maynes Latha Swamy
  2. 2. Confidential Inquiry and Sharing
  3. 3. Confidential Intention Discover something that we did not know about leadership and transformation… in moving beyond the “Status Quo”
  4. 4. Confidential Shared Language Alignment Visibility
  5. 5. Confidential When we say “status quo”… …we mean something like… Organization Culture • Startup grown to 200 people • Pockets of home grown agile • Product organization with a heroic mindset • Technology organization at the effect of domination • Low confidence on the Execs ability to steer the organization • Pulse survey showed accountability and recognition were both missing Organization Performance • Constant changes in direction with founders veto power • Unstable platform, unworkable user experience and piling technical debt • Stagnated revenue and growth • Weekly project reports with unactionable metrics • Unable to react quickly to competitors and market needs
  6. 6. Confidential Our agile transformation journey… 6 pockets of agile Learning & TransformationStatus Quo Products with no traction Products people love new thinking and new places to think from… (continual improvement)
  7. 7. Confidential Sharing some of our on-the-court experiences…
  8. 8. Confidential Trigger to bring in the transformation coach Q1 roadmap planning • Product boycott and domination • SVP Engg resignation resulting in a leadership void • Execs not aligned There was a clear need for a program view that is a common ground between what the execs want and what the teams are at work on 8
  9. 9. Confidential Week 1: The Paradigm Shift Promise made to market were unrealistic Product and Engineering neither aligned on the scope nor the date Missing Business agility to innovate and release new products quickly Proposal to shift paradigms from: Product and Engineering to Product Development Adding Capacity to Improving Velocity Heroic mindset to a Shared Future Proposed next action: A 2-day agile workshop to foster collaboration and alignment 9
  10. 10. Confidential Reality revealed inside of the Created Future Revelation of what it takes to deliver the new product by April 1st No clear MVPs BOOM Future created by Execs At the end of 2 days – execs asked for a commitment date Another 2 more days of release planning in a collaborative way New ideas discussed to expedite the delivery of MVP 10
  11. 11. Confidential Week 3: An agile pilot team was born… 11
  12. 12. Confidential The Notion of Supply Vs Demand Finite capacity and Unconstrained scope was introduced 12
  13. 13. Confidential The Sizing bonanza BOOM 2014 Roadmap didn‟t seem feasible anymore New thinking was needed 13
  14. 14. Confidential The Q2 Road mapping Interest in Pandora Prioritization Model BOOM Crisis 14
  15. 15. Confidential The opportunity for SAFe and Flow – The Process… To have a shared language and alignment BOOM Execs not aligned 15
  16. 16. Confidential Tagged Roadmapping with company-wide Ideation 16
  17. 17. Confidential Product‟s hypothesis…were tested to be untrue 17 Over 450 ideas by over 100 people generated in one day clustered into 70
  18. 18. Confidential Ideas were sponsored by various folks… 18
  19. 19. Confidential 52 Ideas were pitched to the entire company! 19
  20. 20. Confidential Idea Pitching to the Prioritization Committee… 20
  21. 21. Confidential 21 Every Friday „All Hands‟ …update on the status
  22. 22. Confidential Ideas bought (sold) … using poker chips 22
  23. 23. Confidential Features to Stories and mapping to sprints by the teams… 23
  24. 24. Confidential A Product Development Program Board emerged… 24
  25. 25. Confidential Execs to steer the course… Structures for execution The Ceremonies and Cadence to provide big visible actionable insights to the Execs 25
  26. 26. Confidential Executing on the plan… 26 Sprint demo every Friday
  27. 27. Confidential When we are being a leader and exercising leadership effectively … We start… having a shared language gaining alignment on priorities building great products for customers welcoming surprises and adapt to it Products with no traction become… Products people love
  28. 28. Confidential Some additional places to look from…
  29. 29. Confidential Where could… shared language alignment visibility make a difference…in your organization?
  30. 30. Confidential Leading from the Middle …a startup‟s transformation journey Questions? Thank You! Adele Maynes Program Manager @ Tagged, adele@tagged.com Latha Swamy Transformation Coach, 925.200.7424, linkedin.com/in/lathaswamy
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  33. 33. Confidential Image slide with title
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