Session Abstract: One of the most difficult job of Change management is changing the mindset of the people internally as well as externally. One might be able to change ones thinking based on what they feel is right, but what do they do when their client or target customer feels that they are right and it’s in direct conflict with the persons thinking. Do they confront or emphasize? Agile is the most overused word today and agility is only confused with doing something or delivering faster while the base principle of Agile is to do the right thing at the right time. Key Takeaways: 1. Removing misconception of Agile and Agility 2. Agile mindset requires understanding what exactly is being Agile 3. Agile means a deep understanding of the customer as a person 4. What would it take to move from Agile to Scaled Agile mindset 5. Where do we stand today to where we should be.

1. Whose mindset is it anyway?
Ravi Chauhan and Srinath Chandrasekharan

2. Some ground rules..
▪ Feel free to ask questions whenever you want
▪ No question is “stupid question”
▪ Keep the session interactive
▪ Mobiles on silent mode
Agile Network India

3. Agile Transformations
Agile Network India
▪ All Agile transformations (should ) start with
▪ WHY – The primary reason for adopting Agile. Ability to quantity the benefits that are
sought through this transformation
▪ HOW – The model that is suitable for achieving the WHY
▪ WHAT – The implementation at ground level, the proof of achieving the WHY

4. Case study
Agile Network India
About the client
The client provides world class investment solutions and retirement expertise to
institutions, individuals and their advisers - to help their clients build better futures
for themselves and generations to come.
Agile Journey started 4 - 5 years ago
Hired a coach for training of teams, had multiple sessions with senior management
to orient them on Agile mindset

5. Status at the start
Agile Network India
▪ Release every 2-3 months. Huge event and used to take a few days
▪ Scrum not understood uniformly, followed in pockets
▪ Common language missing
▪ Challenges as interdependent teams followed different methodologies

6. Challenges
Agile Network India
▪ Organization Challenges
▪ Org structure not conducive to Agile
▪ Business spread very thinly across delivery teams, not able to participate fully
▪ Teams are aware of what needs to be done, but not how
▪ Engineering Challenges
▪ Build breaks were common
▪ Integration was a pain and environments were more often unstable

7. Challenges
Agile Network India
▪ Distributed teams
▪ Working with India and onsite teams ( 2-3 locations)
▪ Collaboration / Communication bandwidth across locations
▪ Project quality
▪ Execution Challenges
▪ Ways of working
▪ Project transparency
▪ Tendency to fall back on old ways when under pressure

8. Status as on date
Agile Network India
▪ Major release every 3 weeks, smaller releases in between
▪ Most teams have adopted Scrum , some have adopted Kanban ( maturity varies
across teams, which is still a challenge)
▪ All teams within a business unit are aligned, speak common language
▪ Working together across different scrum teams for deliveries
▪ In one program, teams have a dedicated PO who is co-located with team for 2
weeks every quarter

9. So who’s mindset changed
Agile Network India
▪ Senior Management
▪ Business / Client / PO
▪ Design team
▪ IT Delivery team
▪ Release team
▪ Infrastructure team
▪ Production Support
▪ Client servicing

10. Top reason’s for failure.. Need to look at some
more recent data
Agile Network India

11. Agile Network India