This document discusses coaching an agile enterprise. It begins by outlining the basis of effective and ethical coaching as knowing your client, knowing your tools, and knowing yourself. It then discusses different types of organizational contexts and cultures that clients may have, and how agile practices may differ in each context. Next, it explores different types of clients and the change processes they may be undergoing. It provides examples of tools that are appropriate for different clients based on their cultural orientation. Finally, it emphasizes the importance for coaches of understanding their own preferences, motivations, training, and emotional intelligence. The overall message is that to effectively coach an agile enterprise, one must understand the client's organizational context and culture and select appropriate tools, while

1. Michael K. Spayd, CEO
AGILECAMP 2014 – San Jose
What would it mean to
Coach an Agile Enterprise?

2. ©2014 Michael K. Spayd, Agile Coaching Institute
from
Coaching the Agile
Enterprise:
A Handbook for
Emerging Transformation Leaders, Change Artists and
Benevolent Trouble-Makers
©2011-14 Michael K. Spayd

3. Coaching an Enterprise
The basis of effective and ethical coaching.
Know Your
Client
Know Your
Tools
Know Your
Self

4. ©2014 Michael K. Spayd, Agile Coaching Institute
Source: Version One 2013 “State of Agile” Survey

5. ©2014 Michael K. Spayd, Agile Coaching Institute
Source: Version One 2013 “State of Agile” Survey

6. ©2014 Michael K. Spayd, Agile Coaching Institute
Enterprise Background Noise
What’s the org structure? What’s the culture?
How do leaders lead?
Who likes
whom?
How do I get ahead?
How do you get things done here?

7. ©2014 Michael K. Spayd, Agile Coaching Institute
What is the field of Enterprise Agile Coaching?
Understanding Enterprise Agile Coaching Competencies
Ethical Considerations of Enterprise Agile Coaching
Knowing your Own Limits and Boundaries
Understanding Systems and Complexity Theory
Lean Underpinnings & Mindset
Understanding Business Agility
Measuring Business Performance with Agility in Mind
Awareness of Organizational Structure
Adaptive Principles and Patterns for Organizational Design
Agile Frameworks for Enterprise Scaling
Understanding Business Processes and their Impact
Agile Business Process Improvement
Understanding and Working with Executive Teams
Understanding Executive Coaching vs Advising
Understanding Leadership Development
Understanding Organizational Culture
Engaging Leadership in Conversation about Culture
Health and Sustainability of Agile Teams and Agile Processes
Enabling Technical Craftsmanship in the Team Culture
Integrating Leadership, Culture and Teams
Creating a Business Case for Change
Understanding the Human Change Process
Understanding the Organizational Change Process
Bringing the Agile Mindset to ChangeUnderstanding Organization Systems Entry
Components and Considerations of Organizational Assessments
Co-Creating an Organizational Change Strategy
Understanding Organizational Impediments
Identifying and Addressing Organizational Impediments
Communicating at an Organizational Level
Educating at an Organizational Level
Awareness of Large Group Facilitation MethodsFacilitating at an Organizational Level
Agile Business Process Improvement
Co-Creating an Organizational Change Strategy
Understanding Organizational Culture
Understanding the Human Change Process
Facilitating at an Organizational Level
Understanding and Working with Executive Teams

8. Know Your Client
What types of clients are in what contexts going through what kind of change?

9. ©2014 Michael K. Spayd, Agile Coaching Institute
Types of clients

10. Self (I)
(thinking)
Color Culture Type
(WE)
Online Orientation - Behaviors Motivation
Instinctive
(autistic)
Beige Archaic 100,000 yrs Wild - food, water, shelter, safety, sleep, mating
Lives for survival
Survival
Magical
(animistic)
Purple Animistic /
Magical
40,000 yrs Tribal - family, tribe, rituals; respect elders,
ancestors, spirits
Lives for past
Tradition,
avoiding
angering gods
Egocentric /
Impulsive
(egocentric)
Red Magical-
Mythic
10,000 yrs Exploitative - power-driven, privilege, gang
mentality
Lives for now
Power, fear of
shame
Mythic /
Conformist
(absolutistic)
Amber
(Blue)
Literal-Mythic 4,000 yrs Truth – purpose-driven, authoritarian ,
obedient, disciplined, dogmatic
Lives for future
Order &
meaning;
avoiding guilt
Achiever
(materialistic,
empirical)
Orange Scientific-
Rational
300 yrs Entrepreneurial - strategic, competitive,
success-driven, acquisitive, freedom-
loving Lives for gain
Adequacy,
competency
Sensitive
/Affiliative
(humanistic)
Pluralistic /
Relativistic
120 yrs Community - harmony, growth, equality,
relativism
Lives for a cause
Affiliation,
belonging
Autonomous
/ Authentic
(systemic)
Teal
(Yellow)
Holistic /
Systemic
Now
70 yrs
Systemic - spontaneity, adaptive,
competence, integrates systems,
Lives for synergy
Autonomy,
mastery
The Context of enterprise clients
The Evolution of Culture (altitudes)
©2014 Michael K. Spayd, Agile Coaching Institute
Source: adapted from Chris Lucas
http://www.calresco.org/wp/spiral.htm, Wilber,
Cook-Greuter, Graves (p. 180-182, 409), and Beck

11. How are altitudes distributed?
Red, 5%
Amber, 30%
Orange, 40%
Green, 20%
Teal, 7%
0 1 2 3 4 5 6
Distribution of Altitudes

12. Level Organization Structure Management
Style
How People Want
to be Managed
Red Strong man rule, empire Exploitative Paternalistic
Amber Pyramid, hierarchy, authority
structure
Paternalistic Consultative
Orange Functional units, strategic
enterprise
Consultative Participative
Social network, Circle Participative Facilitative
Teal Evolving around needs Facilitative Systemic
Clare Graves (Spiral Dynamics)
Structure & Management Style
©2014 Michael K. Spayd, Agile Coaching Institute
from "How Should Who Lead Whom to do What?" by Dr. Clare Graves, YMCA
Management Forum 1971-1972

13. What Agile
looks like in
different
organizational
contexts.
Variations of Agile by Altitude
Tradition-driven Agile
Results-driven Agile
People-driven Agile
Adaptive Agile (Impact-
driven)
©2014 Michael K. Spayd, Agile Coaching Institute

14. ©2014 Michael K. Spayd, Agile Coaching Institute
Tradition-driven Agile
• Loves detailed processes
• Violates spirit of Manifesto
• Small, local process improvements
• Mgmt struggles with self-
organization
• Agile ‘in name only’ ?
• Possible benefits: iterative,
customer focus, quality, speed
• Kanban maybe better fit culturally
Tradition-driven Agile
Results-driven Agile
People-driven Agile
Adaptive Agile
(Impact-driven)
Manifesto Alignment
Comprehensive documentation over working software
Following a plan over responding to change
Processes & tools over individuals & interactions
Portions adapted from:
Dajo Breddels, Agile 2012
14

15. ©2014 Michael K. Spayd, Agile Coaching Institute
Results-driven Agile
• Driven only by results
• Saving money,
• Nominal customer satisfaction
• “Doing more with less”
• Competition for recognition
• Excellence  technical practices
• Metrics may be used to compare
teams
Tradition-driven Agile
Results-driven Agile
People-driven Agile
Adaptive Agile
(Impact-driven)
Manifesto Alignment
Contract negotiation over customer collaboration
Working software over comprehensive documentation
15
Portions adapted from:
Dajo Breddels, Agile 2012

16. ©2014 Michael K. Spayd, Agile Coaching Institute
People-driven Agile
✦Focus: people, underlying values
✦Real empowerment for teams
✦Own their estimates
✦Make technical decisions
✦Flat organization
✦Consensus essential; downside =
death-by-consensus
✦Customer partnerships
✦Morale goes up
Tradition-driven Agile
Results-driven Agile
People-driven Agile
Adaptive Agile
(Impact-driven)
Manifesto Alignment
Individuals & Interactions over processes and tools
Customer Collaboration over contract negotiation
16
Portions adapted from:
Dajo Breddels, Agile 2012

17. ©2014 Michael K. Spayd, Agile Coaching Institute
Adaptive Agile
• Whole system, systems thinking
• Embraces complexity
• Processes & systems support
“Flow”
• Dropping of roles
• Effectiveness over efficiency for all
stakeholders
• “Full-blown” Agile
Tradition-driven Agile
Results-driven Agile
People-driven Agile
Adaptive Agile
(Impact-driven)
Manifesto Alignment
Responding to change over following a plan
17
Portions adapted from:
Dajo Breddels, Agile 2012

18. ©2014 Michael K. Spayd, Agile Coaching Institute
Are they ready for change?
Change State
Source: http://www.spiral-dynamics.com/resources_assessments.htm
See also: Spiral Dynamics, Don Beck & Chris Cowan
Alpha
Beta
Gamma
Delta
New
Alpha

19. ©2014 Michael K. Spayd, Agile Coaching Institute
What would an Agile Organization be like?
Function Traditional (Orange)
Organizations
Teal Organizations
ORGANIZATION Hierarchical pyramid Self-organizing teams; coaches
with no mgmt authority
PROJECTS Heavy project mgmt methods No project mgrs; people self-
staff projects
RECRUITMENT Interviews by HR to match
with job description
Interviews by future team
members
JOBS Each has own description &
job title
No job titles; fluid, granular roles
PERFORMANCE
MANAGEMENT
Focus on individual
performance; appraisal by
supervisor
Focus on team performance;
peer appraisals
PROMOTIONS Jockeying for position, politics No promotion, roles fluidly
rearranged with peer agreement
©2014 Michael K. Spayd Frederic Laloux, Reinventing Organizations
Adapted from Reinventing Organizations, by Frederic Laloux

20. Know Your Tools
What tools are appropriate to which clients?

21. Types of Tools
Psychological
Window
Behavioral
Window
Cultural
Window
Systems
Window
adapted from Brett Thomas, AQAL Elements Applied to Leadership
©2013 Michael K. Spayd
EQ, leadership development,
personality profiles,
introspection, reflection, meditation,
solitude,
self-awareness
The “I” Perspective
Scientific method, metrics,
analysis, observation, financial
controls, statistics, quality
programs, productivity
measurement, financial targets,
product (singly)
The “IT” Perspective
Corporate vision, mental
models analysis, stakeholder
consultation, diversity,
transformational change,
culture management
The “WE” Perspective
Systems thinking, portfolio
analysis, strategic planning, trend
forecasting, empirical
management systems,
lifecycle analysis
The “ITS” Perspective

22. Tools by Quadrant
©2013 Michael K. Spayd
“I”
“WE”
“IT”
“ITS”
Software Craftsmanship philosophy
Leadership Agility (Joiner)
The Leadership Circle (Anderson)
Professional Coaching (Co-active)
Focus on agile values
‘Being’ Agile!
Following a technical practice
Using the scientific method
Kanban (single team)
Agile behaviors / practices
Scaled Agile Framework™
Beyond Budgeting
Kanban Portfolio System
“Systems Thinking”
Theory of Constraints
Holacracy
Schneider culture model
Collaborative culture
Systems Coaching / RSI™
Examining mental models
(Senge)
Having an Agile culture

23. ©2014 Michael K. Spayd, Agile Coaching Institute
Integral Agile
Meta-Map of Agile Enterprises
Leadership &
Engagement
Organizational Culture
& Shared Vision
Competencies,
Products &
Technologies
Organizational
Architecture &
Environment

24. What tools fit your client?
Leadership (I) Org Culture (WE) Practices /
Competencies (IT)
Org Architecture
(ITS)
• Reactive
• Expert (Directive)
• Formal, role-based
• Agile by edict
• Iterative development
• (partial) Kanban
• Reactive
• Adv Expert, Achiever
• Coaching
(competency)
• Competitive
• Profit-driven
(‘obsessed’)
• Team owns work w/in
limits of biz results
• Engineering Practices
• (partial) Lean Startup
• Kanban – measure
cycle time
• Results-driven Scrum
• Matrix structure with
empowered customer
• Emerging Creative
• Adv Achiever, Catalyst
• Coaching (growth of
self)
• Values-driven
• Teams own results
• Participative,
consensus
• Family “feel”
• Perfm Reviews by
Teams
• Software
Craftsmanship
• Lean Startup practices
• People-driven Scrum
• Flat org structure
• Policies on rights of
workers
• Theory of Constraints
• Creative (Catalyst &
above)
• Coaching
(multidimensional)
• Self-organized teams!
• Purpose-driven culture
• True meritocracy
• Lean Startup /
Customer
Development
• Software Craftsman
• Fluid code ownership
• Unique solutions
• Innovative org
structure
• Holacracy, lattice
• Team Coach role with
no authority

25. Know Your Self
Understand your preferences, motivation, training and EQ.

26. ©2014 Michael K. Spayd, Agile Coaching Institute
What’s Your Preference?
? ?
? ?
©2013 Michael K. Spayd
Subjective vs. Objective
Collectivevs.Individual
“I”
“WE”
“IT”
“ITS”

27. What is your
Motivation?

28. ©2014 Michael K. Spayd, Agile Coaching Institute
What’s your EQ?
Two Life Stances
28
Controlling
Reactive
Complying
Protecting
Self-Awareness
Systems
Awareness
Relating Achieving
Authenticity
Creative
TheLeadershipCircle.com

29. Coaching the Agile Enterprise – book excerpt –
Downloading the IOS
http://www.agilecoachinginstitute.com/agile-enterprise-transformation-michaels-
book-excerpt/
Thank you for coming!