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CAJ 045-Daryl Kulak-The Politics of Business Agility

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CAJ 045-Daryl Kulak-The Politics of Business Agility

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CAJ 045-Daryl Kulak-The Politics of Business Agility

  1. 1. THE POLITICS OF BUSINESS AGILITY
  2. 2. WHO IS DARYL? - @darylkulak - Works at Accenture (acquisition) - Columbus, Ohio + Canada - Enterprise transformations - Book audio version at Audible.com
  3. 3. WHO IS ACCENTURE? - Global consulting firm - 500K+ employees - Moving away from SAP implementations towards digital product delivery and transformation (Industry X.0)
  4. 4. POLITICS AND CULTURE. 4
  5. 5. PICK AN ORGANIZATION Now describe their tech stack. 5
  6. 6. SAME ORGANIZATION Describe their culture. 6
  7. 7. 7
  8. 8. WHY DO PROJECTS FAIL? 8
  9. 9. 9
  10. 10. CULTURE MATTERS. So why do we know so little about it? 10
  11. 11. 11 Value Practices Value Stories Release Thin-Slicing Boundary Critique Enterprise Scalability Program Metrics Budgeting and Contracting Performance Appraisals Team Room Practices Sprints Definition of Done User Stories Engineering Practices Test-Driven Development Pair Programming SOLID Principles
  12. 12. Right Worldview 12 Team Room Practices Engineering Practices Value Practices Enterprise Scalability Right Practices Culture Right Intention Right Speech
  13. 13. 13 Cultural Dimension Description Examples Individualism versus collectivism Making decisions quickly by an individual versus a slower, consensus- based approach USA – individualist China – collectivist Power distance How comfortable the society is with differences in equality, influence and wealth; status consciousness India – high power distance Denmark – low power distance Uncertainty avoidance How comfortable a society is with ambiguity and vagueness; how much people follow the dominant norms Germany – high uncertainty avoidance Singapore – low uncertainty avoidance Time Orientation View of time as exact and punctual or as approximate, flexible and relative Norway – clock time Mexico – event time Assessing Corporate Culture
  14. 14. 14 Assessing Corporate Culture Cultural Dimension Description Examples Direct versus indirect Communication styles of low-context, open communication versus subtle and high-context Russia – direct Most of Asia – indirect Neutral versus affective Approach to the display of emotions – neutral/unemotional versus highly expressive and emotional Japan – neutral Italy – effective Tight versus loose Approach to social norms – tight control or left to personal preferences and diversity Saudi Arabia – tight The Netherlands - loose
  15. 15. 15 culturalq.com
  16. 16. PICK A POLITICAL PROBLEM. 16
  17. 17. THE SITUATION What is your perspective of our company’s scaling challenges? What worries/excites you? What do you think worries/excites others? P I L L A R T E C H N O L O G Y
  18. 18. Themes
  19. 19. Root Definitions
  20. 20. Root Definitions B A T W O V E Beneficiary Actors Transformation Weltanschauung Owner Victims Environment
  21. 21. 37 Execute & Disrupt
  22. 22. Results ● Five two-hour sessions with stakeholders ● Identified and prioritized change list ○ What are the “cool projects?” ○ Thin-slicing our disruptions ○ Cross-domain literacy ○ Coaching skills for “what would it take for you to stay?” ● Made changes one at a time ● Got bought by Accenture 39
  23. 23. SOME BOOKS @darylkulak darylkulak@protonmail.com Peter Checkland Soft Systems Methodology
  24. 24. ABOUT THE POLITICS AND CULTURE 41 QUESTIONS?

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