2. Tushar is founder, director of ShuHaRiAgile, a premium agile
training / coaching partner and coachingdojo, a unique
community for agile leaders, executive coaches, agile coaches
and agile practitioners to share, learn & network.
Tushar has 13 years of IT experience and over 6 years of agile
experience. He is known for his fun-filled, hands-on interactive
trainings & speeches at prestigious conferences. His blogs
have been re-published on ScrumAlliance, AgileAtlas & PMHut.
He is an active volunteer at ScrumAlliance & PMI Mumbai
Chapter.
Tushar Somaiya is a passionate certified professional coach
who helps executives & teams discover and unleash their true
potential. He believes in a democratic organization & self-
organizing teams. He calls himself a servant leader. Through
his NueroScience based coaching & consulting, he has helped
projects and organizations turn agile and become truly high
performing teams.
He is Results Certified Coach, Certified Transformational
Coach, Certified Scrum Master, Certified Scrum Professional,
Certified System Business Analysts & one of the first 500 PMI-
Agile Certified Professional.
3. ž Changing business scenario
ž Work is changing too
ž The ask from executives
ž Doing & being agile
ž Live agile?
ž Q & A
5. Changes in the new economic environment are
large-scale, substantial and drastically different
80%
70%
60%
50%
40%
30%
20%
10%
0%
More volatile More uncertain More complex Structurally
different
Source: IBM—Capitalizing on Complexity:
Insights from the Global Chief Executive Officer Study (2010)
6. ž The life expectancy of firms on the Fortune 500 has
rapidly declined to around 15 years and is headed
for 5 years
ž The rate of return on assets (ROA) of U.S. firms has
fallen by 75% since 1965
ž Business model life cycle is down to 7 years
ž 80% of new products and services fail within 3 years
ž 95% of CEO’s agree on the increased need for
enterprise innovation, yet half acknowledge they
have no team or process for this. Of those that do
have a team/process, how many are satisfied with it?
7. “Without exception, all of
my biggest mistakes
occurred because I moved
too slowly.”
--John Chambers, Cisco CEO,
“He [Chambers] also radically changed
the way he managed, turning a
command-and-control hierarchy into a
more democratic organizational
structure.”
8. Agility is the
ability to create
and respond to
change in order to
profit in a
turbulent business
environment.
9. “88% of executives cite organizational agility as
key to global success.”
“50% say that agility is not only important, but a
core differentiator.”
20. Systems Systems
of of
Record Engagement
Themes: Themes:
• Inward focus • Outward focus
• Efficiency/cost reduction • Fundamentally social
• Highly structured • Loosely structured
• Slow to change • Dynamic/in flux
21.
22. ž Adapting
significant ž Visionary
/
changes in market transformational
place leadership
26. DOING AGILE BEING AGILE
ž Think in terms of market- ž Fight past the cynicism and
oriented visions and fear inside themselves to find
strategies their hopes, dreams, and
ž Understand that a vision is childhood ideal
not a plan, that a strategy is ž When ideals are involved, just
more than number "good" is never good enough,
ž Even at lower levels in and that attitude affects all
organizations, they set clear visions and strategies
direction by generating ž Use the passion and creative
visions/strategies relevant power to shape exceptionally
to their areas of bold group goals
responsibility
27. DOING AGILE BEING AGILE
ž Believe in and seek ž "Do what is right" is the
teamwork by constantly guiding principal, and it’s
communicating visions and created by appealing to
strategies very basic human values: a
ž Communicate both with desire for security for self
words and with their and family, for love, for
actions, and do so day after respect, for opportunities to
day and week after week grow, for a sense of
ž No meeting ends without purpose in one’s life
some reference to longer- ž The talk goes beyond what
term goals we do (strategies) or how
we do things (rules) to who
we are
28. DOING AGILE BEING AGILE
ž Motivate action with positive ž Help people unleash
incentives of all sorts: a pat on untapped energies in
the back, public recognition, pursuit of the tough group
extra money in the paycheck; goals by creating work that
ž Tend to attack, sometimes
has true meaning; even
courageously, that which can
de-motivate employees, no spiritual;
matter the source; ž Always address the
ž Dealing with these leaders, unasked (and very difficult)
one senses the enthusiasm, questions of: so what?; why
even from introverted are we here?; what
individuals; difference can we make?;
what difference should we
make?
33. ž Employees acting as
partners and
associates make their
own decision
ž They evaluate their
managers every six
months
ž Potential managers
are interviewed by
their subordinates.
34. ž Small teams
ž Belief in the
individual
ž No titles
ž People choose their
own work
ž All in the same boat
ž Focus on long term
value based view
rather than short term
benefits
35. ž No managers
ž Personal mission
ž “Collaborative letters
of understanding”
ž Conflict resolved by
jury
36. ž No formal
management
hierarchy
ž People choose their
own projects
ž No one tells what to
do, no fixed roles, no
reviews, no such
thing like promotion
37. ž No positions
ž No support functions
ž Decide your own time
ž Self-managing teams
who owns their P&L
38.
39. ž Ihaven’t created images in this PPT.
References and credits provided at the
end
ž Ideas and words in the presentation are
referred and inspired from various
sources listed at the end
ž Does this have to do anything with agile?
ž Are we ready? What does it take? When
do we start?
