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Why Transformations Get Stuck - Global Scrum Gathering 2019

In this world of exponentially increasing market disruption, it is more imperative than ever for organizations to not only achieve operational agility (efficiency, speed, etc.), but also organizational agility (speed to respond to market change). Many companies are embarking on an Agile Transformation, but getting “lost in the desert” and not realizing the full agile benefits promised and needed. Traditional leadership paradigms, organizational structures, and culture all get in the way, as too many companies focus on team level change and framework implementation (Scrum and SAFe).

At Global Scrum Gathering 2019, David Hawks showed leaders how they can guide their organizations past these barriers and accelerate the momentum towards true organizational agility.

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Why Transformations Get Stuck - Global Scrum Gathering 2019

  1. 1. David Hawks @austinagile Why Transformations Get Stuck We will do real time polling during this session. TextVELOCITY to 22333 to join.
  2. 2. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY David Hawks @austinagile david@agilevelocity.com CEO, Executive Agile Coach
  3. 3. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHAT DEFINES GOOD AGILITY? • Individually, write one item per post-it. • Silently, place them in the middle of the table. What Defines Good Agility?
  4. 4. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 4 Superficial Agility Improving Agility Predictable Agility Fast Agility • Going through the motions • Work is visible • Silo development • Lots of carryover • Not strong PO/ SM • Retrospectives have meaning • ScrumMaster is Coach • Work is estimated and velocity being measured • Swarming and cross training is starting to happen • Team identity is being created • Carryover is limited • Team’s have focus (Limiting WIP) • Constant team Backlog Refinement • Break work down and swarm • Whole team ownership embracing cross functional goals • Cycle Time has been significantly reduced • Able to respond to new high priority and deliver quickly • Leadership focus on optimizing the whole • Urgently resolve organizational impediments • Test Automation, Continuous Integration, DevOps in place Get your mobile phone ready as we will do real time polling during this session. Text VELOCITY to 22333 to join. Current State of Agility?
  5. 5. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY The Path To Agility® Transformation Framework New Status Quo Status Quo Integration & Practice Chaos & Resistance
  6. 6. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY The Path To Agility® Transformation Framework Align Accelerate Adapt Predict Learn Chaos & Resistance Integration & Practice New Status Quo Status Quo Why Do So Many Companies Struggle? Let’s Explore The Top 4 Impediments Organizations Face.
  7. 7. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY Impediment #1 Implementing Solutions Without Clarity in Desired Results
  8. 8. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY CHALLENGE 1Implementing Solutions Without Clarity in Desired Results IMPACT • Lots of Resistance & Frustration • Silo Optimization • No Clear Measure of Success • Minimal Gains
  9. 9. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 10 Business OutcomesBusiness Outcomes Agile Capabilities Agile Practices Path To Agility® Transformation Framework Dictates Which Are Achieved Through By Implementing Enable Drive Accomplish Agile Outcomes
  10. 10. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHAT DEFINES GOOD AGILITY?What Defines Good Agility? 2 AGILE CAPABILITY The new ability the team/ organization has developed. 4 BUSINESS OUTCOME Ultimate impact on the effectiveness of the organization. 1 AGILE PRACTICE Something we implement (“the how”). 3 AGILE OUTCOME The newly achieved result of better agility.
  11. 11. Agile Practice Limit WIP (Portfolio Level) Agile Capability Portfolio Sequencing Agile Outcome Ability to Focus Business Outcome Increased Predictability Example #1
  12. 12. Agile Practice Sprint Planning Agile Capability Plan Iteratively Agile Outcome Team Ownership Business Outcome Increased Productivity Example #2
  13. 13. Agile Practice Test Driven Development Agile Capability Continuous Integration Agile Outcome Shortened Quality Feedback Loop Business Outcome Speed Example #3
  14. 14. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHAT DEFINES GOOD AGILITY? Take your post-its and work as a table team to categorize into the following buckets. What Defines Good Agility? 2 AGILE CAPABILITY The new ability the team/ organization has developed 4 BUSINESS OUTCOME Ultimate impact on the effectiveness of the organization. 1 AGILE PRACTICE Something we implement (“the how”). 3 AGILE OUTCOME The newly achieved result of better agility.
  15. 15. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHAT DEFINES GOOD AGILITY?Discuss As A Group 2 Is that where the emphasis should be? 3 How can you shift more towards outcomes? 1 Where were the most items?
  16. 16. © Copyright Agile Velocity, LLC All Rights Reserved Productivity Predictability Innovation Quality Speed Employee Engagement Customer Satisfaction Continuous Improvement Market Responsiveness The Path To Agility® Transformation Framework Business Outcomes
  17. 17. OrgSystemTeam Align Compelling Purpose Rollout Strategy Teams Aligned to Value Clear Value Purpose Team Agreements The Path To Agility® Transformation Framework
  18. 18. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY Impediment #2 Not Approaching As Organization-Wide Change
  19. 19. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY CHALLENGE 1Not Approaching As Organization-Wide Change IMPACT • Impediments Not Resolved Quickly • You Empower The Resistance • Teams Hit A Ceiling
  20. 20. Team Team 1 Team 2 Team N LEVELS OF PATH TO AGILITY® TRANSFORMATION FRAMEWORK Team level Practices Scrum/Kanban Code Quality DevOps System System 1 System 2 System of Value Delivery Flow of Work Scaling Cross Team Coord. Org Organization Leadership Culture/ Mindset Strategy Organizational Structure HR/Finance Practices
  21. 21. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY DISCUSS IN TRIADS 1. Form a triad with 2 people from 2 other tables 2. Discuss why the following would be good practices for an Agile Leadership Team (ALT): Discuss In Triads Cross Functional Leadership Team Running the ALT with Agile Having Visible Huddles Out in the Open Tracking Impediments on a Visible Board
  22. 22. Insights and organizational impediments from teams Transformation Backlog Transformation Team (ALT) Product of Transformation: Agile teams working in an agile organization Run the Transformation Using Agile
  23. 23. OrgSystemTeam Align Learn Compelling Purpose Rollout Strategy Teams Aligned to Value Clear Value Purpose Team Agreements Team Empowerment Action Enabled Ability to Measure Cross-Team Coordination Visibility Created Foundational Team Practices Continuous Improvement Culture The Path To Agility® Transformation Framework
  24. 24. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY Impediment #3 Leaders Not Creating Focus
  25. 25. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY CHALLENGE 1Leaders Not Creating Focus IMPACT • Lots of Interruptions • No Time to Improve • No Flow • No Ability to Forecast • Slow Time to Value
  26. 26. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY
  27. 27. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY
  28. 28. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY
  29. 29. Watch the Baton, NOT the Runners
  30. 30. OrgSystemTeam Align Learn Predict Compelling Purpose Rollout Strategy Teams Aligned to Value Clear Value Purpose Team Agreements Team Empowerment Action Enabled Ability to Measure Cross-Team Coordination Visibility Created Foundational Team Practices Continuous Improvement Culture Leadership Agility Ability to Focus Multi-Team Predictability Ability to Forecast Complexity Reduced Predictable Delivery Cadence Quality Feedback Loop Shortened The Path To Agility® Transformation Framework
  31. 31. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY Impediment #4 No Method To Madness
  32. 32. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY CHALLENGE 1No Method To Madness IMPACT • Everybody doing their own thing • Pockets of success • Declaring victory because we are out of ideas • No clear roadmap for the transformation • No way to evaluate current state to determine clear next steps
  33. 33. OrgSystemTeam Align Learn Predict Accelerate Adapt Objective Data Driven Decisions Whole Org Agility Lean Financing Customer Centered Minimal Time to Pivot Experiment Driven Development Product Learning over Delivery Compelling Purpose Rollout Strategy Teams Aligned to Value Clear Value Purpose Team Agreements Team Empowerment Action Enabled Ability to Measure Cross-Team Coordination Visibility Created Foundational Team Practices Continuous Improvement Culture Leadership Agility Ability to Focus Multi-Team Predictability Ability to Forecast Complexity Reduced Predictable Delivery Cadence Quality Feedback Loop Shortened Value Driven Optimize the Whole Reduce Cycle Time Release Continuously Self-Sustaining Improvement Decision Agility The Path To Agility™ Transformation Framework
  34. 34. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 35 1. Form groups of 4+ at a table 2. Spread out the Stack of P2A Outcome Cards (4x6/Big cards) 3. Sort the Cards with the area your organization’s are weakest in at the top and the strongest at the bottom WEAKEST STRONGEST Where Should We Focus?
  35. 35. 1. Pick one Outcome (4x6 Card) to drill into 2. Find the corresponding Capability Cards (3x5 cards, Match the icon in the bottom right corner) 3. Review the Capabilities by looking at the Acceptance Criteria on the back 4. Discuss at your table what actions your company would need to take in order to achieve the capabilities? Where Should We Focus?Where Should We Focus?
  36. 36. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY The Path To Agility™ Transformation Framework
  37. 37. Have more questions? David Hawks CEO david@agilevelocity.com @austinagile I will be at the Agile Velocity Booth from 3-5 PM today to answer questions!
  38. 38. Provide a business card or write down your full name and email on an index card for more info on Why Transformations Get Stuck. We will send you…. ! Full slide deck ! Common Pitfalls of an Agile Transformation White Paper ! Path to Agility® Framework Video Have more questions? David Hawks CEO david@agilevelocity.com @austinagile Need More?
  39. 39. More Sessions From Our #AgileFriends VALIDATE IT BEFORE YOU BUILD IT: THE EXPERIMENT CANVAS Brad Swanson, CST Wednesday, 11:00 AM Room E BE THE CHANGE:TRANSFORM YOUR ORGANIZATION THROUGH SERVANT LEADERSHIP Brian Milner, CST Wednesday, 2:45 PM Room GH
  40. 40. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY ABOUT AGILE VELOCITY Relentless Pursuit of Whole Organizational Agility TRUE PARTNER We’ll guide the teams to not only become self-sufficient, but also to become empowered to reach full agility. OUTCOME DRIVEN It’s not about dictating what to do or prescribing solutions, but focusing on achieving key business results. DISCIPLINED APPROACH Our Path to Agility™ is an Agile Transformation Framework created after decades of helping organizations accelerate agility. JOYFUL JOURNEY We want our clients to love Agile as much as we do, and part of that is creating a fun and safe environment in which to learn, practice, and master. About Agile Velocity

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