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In Agile Transformation, C comes before A by Syed Riyazuddin

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Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives.

I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out).

Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.

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In Agile Transformation, C comes before A by Syed Riyazuddin

  1. 1. March 11, 2020 - Dubai, UAE “In Agile Transformation, C comes before A” - Syed Riyazuddin
  2. 2. SUPPORTERS PLATINUM PARTNERS GOLD PARTNER BRONZE PARTNERS
  3. 3. Know your Speaker Agile practitioner since 2009, CSM, CSPO, PMI-PMP, PMI-ACP, CAL Masters in Computer Science, & Bachelors in Mathematics (hons.) Currently working with Emirates NBD for over 2 years now as Associate VP, heading Agile Delivery across Retail Banking portfolio, focusing on Online and Mobile Transformation. Prior to ENBD, been part of Leadership team at Healthdirect Australia, Commonwealth Bank of Australia, AMP Capital and Infosys Australia. Over 14 years of experience, with 8+ years in leading and delivering large scale enterprise IT transformation with focus on Digital transformation, scaled Agile delivery practices, and people & culture.
  4. 4. Source: stateofagile.com Challenges Experienced Adopting & Scaling Agile
  5. 5. Adoption vs Transformation Disclaimer: There is nothing wrong in “Adopting” Agile! Just don’t misinterpret it. Adoption Practices, processes, and frameworks. Delivery team-focused Easier, quicker, predictable, linear Improves team’s productivity and efficiency Short term benefits E.g. chain around the tire Transformation Holistic Organizational Agility (cultural, process, business, technical, and change management All peripherals contribute to the “Customer Value” as well Harder, slow, unpredictable, nonlinear Improve long term sustainability, innovation, competency Long term gains E.g. Engine, tires, transmission etc. Requires Cultural change!!
  6. 6. Culture and Agile Transformation Culture Values & Beliefs Leadership Practices & Processes Communication Relationships But the Irony is, • Over-commercialization of Agile • Doing Agile vs Being Agile • Agile is perceived as practice, rather than a methodology • Transformation without a Soil test Agile has values and beliefs that defines a Culture
  7. 7. Source: stateofagile.com Schneider Culture Model Reality Oriented Possibility Oriented Company OrientedPeople Oriented Control “We succeed by getting and keeping control” Collaboration “We succeed by working together” Competence “We succeed by being the best” Cultivation “We succeed by growing people who will fulfill our vision”
  8. 8. Agile Culture Type Agile Culture is about Collaboration & Cultivation, and also Competence.
  9. 9. Schneider Culture Model Reality Oriented Possibility Oriented People Oriented Collaboration Control Cultivation Competence Company Oriented Design Thinking Design sprint Scrum XP SAFe Lean Software Craftsmanship Kanban Lean startup DevOps DevOps
  10. 10. Concluding remarks • Agile transformation Agile adoption • Agile transformation is a Cultural transformation • Assess your culture, create your transformation roadmap • Agile transformation is not a destination, it’s a vehicle
  11. 11. Thank you!

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