AgileCamp 2014 Track 6: What Means to Coach an Enterprise

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

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?

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.

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!

AgileCamp 2014 Track 6: What Means to Coach an Enterprise

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AgileCamp 2014 Track 6: What Means to Coach an Enterprise