Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya Pokharel


Published on

Session Title : Agile Culture for High Performance

Session Overview : The presentation shall mainly cover topics related to the agile mindset and how to achieve the mindset shift, where it will say why culture is important, and the iceberg of culture. It talks about different models of culture, focusing on Agile and Kanban cultures, and how it is possible to shift from one culture to the other. It also talks about the type of organizations, and how a certain type of organization should respond to its employees, keeping in mind the culture type. The presentation will also take you through the differences between doing agile and being agile; how to turn the red list words to green list for effective communication and leadership and the 4A’s of agile leadership. Finally, it gives an insight to transformational leadership and the challenges to high performance and how we could embrace a successful agile transformation.

Published in: Education
  • Be the first to comment

  • Be the first to like this

Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya Pokharel

  1. 1. Agile Culture for High Performance -Abhigya Pokharel
  2. 2. • Agile Project Manager, @ Ncell, Axiata (Nepal) • Agile Scout - Driving the Agile Transformation Program • Active member of Agile Nepal, organizing team member for the Regional Scrum Gathering Nepal 2018. CSM, CSP, CAL1, SAFE 4.5 Agilist, ICP-ACC, PRINCE2 Practitioner
  3. 3. Key Takeaways 2. Holistic approach to change- the key elements for an organization to transform 4. Servant leadership – to help your subordinates grow and unleash their potential 5. How flow helps- through regular incremental improvements 1. Agile transformation journey at a leading telecom operator 3. Embracing change- for continuous improvement
  4. 4. Agile in Nepal Official User Group by Scrum Alliance International Conferences Software Industry using Agile since 2012 - RSGN2018 (169 Participants, 11 nations) CAL1, Scrum@Scale, CSD Certifications - Fourteen Agile Professionals Meetups - Two​ Asia Agile Forum Conferences - Two​ CSM Trainings for 150 participants - One​ CSPO Training for 45 participants - Participation in Global Scrum Gathering (Bangalore, Shanghai, Singapore) 75 CSMs in 2016 Scrum & Kanban Regional Scrum Gathering Nepal 2018
  5. 5. Business Overview Declining revenue/ declining ILD OTT Threats High Competition : NTC. Smart Tel Data Revenue highest / Opportunities Ncell Leading Telco Subs: 20M GDP Contribution 3.2% Penetration: 45% Largest tax payer Current Organizational Demographics
  6. 6. Ncell - First Wave of Agile  Change in management in April 2016.  Employee satisfaction score low- Happy Employees  Low productivity/ less revenue  Waterfall projects not delivering end results as expected  Expected faster TTM with good ROI  Build products with customer needs- Happy Customers  Using Agile- launched 10 products in 1 year in 2018, compared to 4 products in 18 months in 2016 54 60 60 64 54 58 70 80 80 84 70 70 Career Development… Communication Empowerment Operating Efficiency Performance… Teamwork Employee Engagement Survey (2016 Vs. 2018) 2018 2016
  7. 7. Today. Tomorrow. Together. Convert Customers to Fans Convert Employees to Cheerleaders Create an Agile Organization Business Objectives
  8. 8. Holistic Approach to Change Change 1. Values & Beliefs 2. Practices, Processes & Tools 3. Functions & Teams 5. Learning 4. Exemplary Leadership • Respect company values and change • Clarity on what to implement • Drive the end result • Alignment • Start with known frameworks • Use of standard tools • KPIs for measuring • Breaking Silos • Self organized teams • Could be co-located • Consistency across teams • Change agents to implement the change & frameworks • Common vocabulary throughout the org • Ask for help as required • Trainings & Certifications • Execute workshops to kickoff the change • Hypothesis & experimentation • Active participation from all • Inspire purpose to employees • Create a sense of urgency • Could be on a burning platform • Focus on what I can give
  9. 9. Holistic Approach to Change – Values & Beliefs Through demos- transparency- customer satisfaction Appreciate customer feedback and Agile helps us to give avenues for customer values Teams represent the customer by working very closely with the customer
  10. 10. Holistic Approach to Change – Processes & Tools
  11. 11. Holistic Approach to Change – Functions & Teams Team Building Holi Badminton Competition
  12. 12. Holistic Approach to Change - Leadership
  13. 13. Holistic Approach to Change - People Teams decide themselves what to do- form a team- some of them slowly become masters
  14. 14. Holistic Approach to Change - Learning
  15. 15. • Recharge & win • Data/ Voice Packs • Favorite 5 • Monsoon Offer • Customer Lifecycle Management • Back Office Digitization • Big Data Analytics Platform • Mobile Apps • Self Managed Services/ Channels • Chat Bots Products and Offerings Projects Campaigns • Constantly gather data, visualize that data in a context that generates insights that can be acted upon. • Addressing customer personas and micro segments.
  16. 16. Leadership Level Visualization
  17. 17. Team Level Visualization
  18. 18. Agile Delivery at Ncell Ceremonies at Ncell • Bi annual review of Products and Offerings (Campaign Management) • Monthly Calendar plan for Products and Offerings • Monthly Operational Meetings • Daily Standups • Sprint Planning • Sprint Review • Retrospective 5 Scrum teams and 3 Scrum Masters at current who run Agile Projects and Campaigns
  19. 19. Challenges Cultural Transformation • Empowerment • Mindset Shift • Work behaviors would not change easily Performance • Set and reach personal goals • Train and develop your employees • Identify and remove any roadblocks • Focus on business strategy Return on Action • Financial impact • Minimizing Risks • Detailed reporting User Engagement • Energy/ Motivation • Stakeholder buy-in • Implementation of rules – do’s and don’ts to be applied consistently across all the layers Teams reluctant to engage Sprint backlogs keep on changing Developers hate doing QA & documentation Nobody understands Agile
  20. 20. Albatross Alignment Fist of Five Lean Coffee Experiments/ Prototypes/ Pivoting Team commits first, before committing to client
  21. 21. YES Failure: Integration of Data from all network elements, to analyze CAPEX utilization per BTS & Network Analysis Lesson Learnt: Start with something small first. Once the result is visible plan for the next chunk. Plan your work in Iterations. Clear Communication: well planned & executed communication plan Before • Waterfall Model failed twice • Project delivery in 1.5 years • End result was not as expected • Could not use the solution for the customers • Scraped the project • CAPEX loss: 700,000 USD After • Used Agile • Delivered 5 Use Cases in 6 Sprints • End result as expected • Using the solution for the customers • Phase 2 implementation on going • CAPEX : 450,000 USD
  22. 22. Agile Organization Revamp the workspace Flexible working hours Extended maternity leaves Recreational leaves Rewards and recognition (Letter of appreciation) Slack time Vote of thanks Visual boards/ Program walls Celebrate success Fitness & wellbeing Hall of fame Trust & transparency Delegating authority & empowering employees Process simplification- in terms of approvals Create open feedback culture Career development and training plans Secured environment for failing Link performance evaluation with company values Quarterly review of targets .. Today, Tomorrow, Together
  23. 23. धन्यवाद Abhigya Pokharel