20230829 DAFITC 2023 Agile For Leaders And Executives
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In this seminar we will describe agile methods and practices that apply at the executive leadership level—why they are important, what they mean, and how they can be adopted. We will also explore the critical role management plays in supporting, leading, and guiding agile teams. We will also illustrate how the role of leadership and management changes in an agile organization, applying concepts from many sources including Lean, the Kanban Method, Flight Levels, and Management 3.0. We will also talk about what it means to lead a digital transformation and best practices for leading and managing large-scale agile initiatives, and some proven techniques for achieving consensus and changing hearts minds and behaviors. We will review the historical genesis of this work, starting with military doctrine from Clausewitz and Von Moltke, David Marquet, General McChrystal, and Stephen Bungay. Finally, we will talk about agile governance and oversight for agile at scale.
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20230829 DAFITC 2023 Agile For Leaders And Executives
- 1. Click to edit Master subtitle style AGILE FOR LEADERS AND EXECUTIVES: HOW DOES AGILE ENABLE COMMANDER’S INTENT? Craeg Strong CTO of Ariel Partners www.arielpartners.com 29 August 2023 15:00 CDT Montgomery Room 5
- 2. 2 Aspects of Great Leaders • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy • Organizing Efforts; making efficient use of resources and processes • Resolving Conflict • Providing for career advice and advancement for direct reports Management • Ability to make decisions given imperfect knowledge • Willingness to commit scarce resources that have alternative uses • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy Command Leadership
- 3. 3 Craeg Strong u Software Development since 1988 u Large Commercial & Government Projects u Leadership Coaching & Training u Organizational Agility Coach u DevSecOps Architect u Certified Ethical Hacker CTO, Ariel Partners FLC/FLG AKC/AKT/KCP , CSM/CSP/CSPO, ITILv3, PMI-ACP, PMP, CLP, SPC, CEH ICP-ACC, ICP-ATF, PSM-II, PSK cstrong@arielpartners.com https://www.linkedin.com/in/cstrong @ckstrong1 3
- 4. 4 Agility for Operational Teams People Process Technology • Team Topologies • Generalizing Specialists • Cross-Functional Teams • Kanban / Scrum • Value Stream Management / Coordination • Lean Product Management • Kanban Boards • DevSecOps Tools
- 5. 5 What is Agile Leadership? • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy Leadership
- 6. 6 What is Agile Leadership? • Ability to Inspire Others with a Vision • Aligning and Catalyzing Efforts • Driving strategy • Ability to Inspire Others with an Agile Vision • Aligning and Catalyzing Agile Efforts • Driving strategy with Agility Leadership u What does this mean? u Why is it difficult? What are the barriers? u What processes and tools can we apply? u What mindsets and behaviors should we adopt?
- 7. 7 DAF Strategic Objectives Modernize In Theater Communications Infrastructure Deploy OCONUS Cloud Computing Under Enterprise Construct Protect Data in the Cloud While Enabling Information Sharing Become a Data-Centric Organization that uses data at speed and scale for operational advantage and increased efficiency.
- 8. 8 Three Critical Gaps Outcomes Actions Plans The difference between what we want people to do and what they actually do Alignment Gap The difference between what we expect our actions to achieve and what they actually achieve Effects Gap The difference between what we would like to know and what we actually know Knowledge Gap
- 9. 9 Primary Barrier: The Whirlwind WHIRLWIND Required to Maintain The Operation BREAKTHROUGH Requiring a Change In Behavior NARROW FOCUS HERE
- 10. 10 Frameworks Versus Thinking Models Comprehensive frameworks Thinking models Step by Step Recipes Heuristics, Guidelines Practices and roles Rich, actionable visualization
- 11. 11 Observe O r i e n t Decide A c t OODA LOOP A c t Observe Identify the Crux Define Outcomes Visualize Strategy Orient Indicators at Three Horizons Lead Measures Context and Constraints Act Align Decisions with values High trust Culture Innovation thru Experimentation Decide Agile Interactions Across Silos Visual Scoreboard Solution Elements: OODA Loop
- 12. 12 Observe O r i e n t Decide A c t OODA LOOP A c t Observe Identify the Crux Define Outcomes Visualize Strategy Orient Indicators at Three Horizons Lead Measures Context and Constraints Act Align Decisions with values High trust Culture Innovation thru Experimentation Decide Agile Interactions Across Silos Visual Scoreboard Solution Elements: OODA Loop
- 13. 13 Clarifying Strategy: Identify the Crux u We cannot achieve every goal simultaneously u Some goals conflict u Understand the key challenges / barriers u Identify the “crux” or key leverage point u Solves a big problem u Achievable given time, resources CRUX
- 14. 14 Measuring Success: Outputs Versus Outcomes u Specific, non-binary u Measurable u Achievable u Relevant u Time-Bound Complete all RMF documentation for Snowflake Import all currently available data sources into Denodo Achieve passing test report for new cloud-centric data mesh solution House All F-xx airframe supply chain information in single online EBOM by Q2 2024 Secure five alternative suppliers for at least 90% of airframe fuel tanks by 2027 Shared battlespace across OCONUS has weather, ground cover, and supply info no more than 5 seconds old by Q2 2026 Outputs Outcomes
- 15. 15 Visualizing Strategy With OKRA Strategy Board Action “What do we need to do to get there?” Objective “Where do we Need to go?” Key Result “How do we know we are getting there?”
- 16. 16 Strategy Board Strategy Board Visualizing Strategy With OKRA Action “What do we need to do to get there?” Objective “Where do we Need to go?” Key Result “How do we know we are getting there?” Action “What do we need to do to get there?” Wildly Important Goal “Where do we Need to go?” Shorter-Term Key Result “How do we know we are getting there?” Longer-Term Key Result “How do we know we are getting there?” Medium-Term Key Result “How do we know we are getting there?” Q7
- 17. 17 Summary: Visualizing Strategy Wildly Important Goal Become the leading drone supplier in USA for delivery of essential goods to remote areas uBreak down the WIG into measurable outcomes at three horizons uIdentify specific action(s) that will achieve the short-term outcome uEach outcome acts as an indicator that we are making progress on the WIG uReview and adjust at least weekly A drone cluster can carry a payload that is bigger than what a single drone can carry
- 18. 18 Observe O r i e n t Decide A c t OODA LOOP A c t Observe Identify the Crux Define Outcomes Visualize Strategy Act Align Decisions with values High trust Culture Innovation thru Experimentation Decide Agile Interactions Across Silos Visual Scoreboard Solution Elements: OODA Loop Orient Indicators at Three Horizons Lead Measures Context and Constraints
- 19. 19 Lead Measures Lead Metric Hypothesis: qIt will remove barriers that prevent achievement of outcome qIt is Influenceable qPivot may be necessary Time Approval Delays House All F-xx airframe supply chain information in single online EBOM by Q2 2024 Target Outcome Develop New Cloud-Based Integrated EBOM Software Platform Initiative Lead Measure? What historical barriers exist that we can influence in the short term? Number of times approvals are delayed for supplier parts registrations
- 20. 20 Strategy Board Context and Constraints Become a Data-Centric Organization that uses data at speed and scale for operational advantage and increased efficiency Integrate all medical bioeffects data sources into the 711 HPW data mesh by Q1 2024 Human Performance Enhancement is able to optimize response time to high stress situation by 15% by Q2 2025 CONTEXT: Based on studies performed in 2019, we believe that focusing on high stress situations is best place to start CONSTRAINTS: (1) Not feasible if > $$$ (2) Algorithms cannot train on PII or PHI ... WIG Long-term outcome Med-term outcome
- 21. 21 Observe O r i e n t Decide A c t OODA LOOP A c t Observe Identify the Crux Define Outcomes Visualize Strategy Orient Indicators at Three Horizons Lead Measures Context and Constraints Act Align Decisions with values High trust Culture Innovation thru Experimentation Solution Elements: OODA Loop Decide Agile Interactions Across Silos Visual Scoreboard
- 22. 22 Agile Interactions Across Silos Strategic Level Standup qTeams qValue Streams qSend Delegates
- 23. 23 Pharma Example Revenue from Anti-Cancer Doctor Presentations Week Become leading supplier of anti- cancer drugs in USA Long-Term Goals 2023 - 2025 Wildly Important Goal 1 Year Outcomes By 31 Dec 2023 < 3 Months By 30 June 2023 Next In Progress Measure Success New lymphoma drug to market 3 lymphoma drugs in human trials 5 lymphoma drugs in animal testing Doctors have 40% better awareness Doctors prescribe our drugs over Competitor 20% Doctor awareness equals competition QRS Formula β Mutation Testing Social Media Campaign New absorption coating Equipment in repair Week Quarter
- 24. 24 Linking Strategy to Value Streams Wildly Important Goal Ready Hypothesize Refine Explore Validate Ready 4 Engineering In Progress Internal Test Send Out Initiative Nano Particle Selection Business As Usual Initiative β Mutation Testing β Mutation Testing
- 25. 25 Observe O r i e n t Decide A c t OODA LOOP A c t Observe Identify the Crux Define Outcomes Visualize Strategy Orient Indicators at Three Horizons Lead Measures Context and Constraints Decide Agile Interactions Across Silos Visual Scoreboard Solution Elements: OODA Loop Act Align Decisions with values High trust Culture Innovation thru Experimentation
- 26. 26 Making Decisions Consistent with Values We want a highly collaborative and cooperative environment Make progress with imperfect information rather than delay waiting for perfect information We finish things with quality and timeliness Don’t accept lengthy requirements gathering periods or extended studies Don’t spread your direct reports across many efforts simultaneously Celebrate examples of cross- functional or cross-vendor collaboration
- 27. 27 Agile Leaders Encourage Blameless Postmortems uIncident is analyzed impartially uNo punishment or retribution for participating staff uReview assumptions and understanding uFix the process Cultivating a High Trust Culture: Blameless Postmortems 1. Root Cause Analysis 2. Identification of short, medium and long-term solutions 3. Goal: Make this kind of accident impossible in the future Antifragile Organization
- 28. 28 Timeboxed experiments to prove or disprove hypotheses u understand whether a new product or service idea is fit for purpose u Test out a new user experience branding with users u Check if new technology will meet performance or integration expectations u See if an existing component can be easily adapted for a new purpose Pivot before wasting efforts u Measure number of experiments for all kinds of teams u Ensure teams conduct experiments every cycle u Encourage lunch and learns about past experiments u Celebrate both positive and negative outcomes in both cases we learn! Encouraging Innovation through Experimentation Wright brothers used gliders to experiment with techniques for improving control
- 29. 29 Observe O r i e n t Decide A c t OODA LOOP A c t Solution Elements: OODA Loop Act Align Decisions with values High trust Culture Innovation thru Experimentation Decide Agile Interactions Across Silos Visual Scoreboard Orient Indicators at Three Horizons Lead Measures Context and Constraints Observe Identify the Crux Define Outcomes Visualize Strategy
- 30. 30 Leadership Agility with Flight Levels
- 31. 31 Summary (1/2) u Leadership Agility Solves Problems Agile teams CANNOT solve alone § Knowledge Gap, Alignment Gap, and Effects Gap § Whirlwind u Leadership Agility Involves a Changes Across all aspects of leadership, management, and command § Applying Lean Discipline to identify the Crux of the strategy § Act on a Common Strategic Picture § Actively participate in Strategy as the evolution of a central idea through continually changing circumstances § Cultivating a high trust culture
- 32. 32 Summary (2/2) u Flight Levels Thinking Model Powers Organizational Agility § Effective visualizations across three levels: Strategy, Coordination, Operations § Strategic Boards tie objectives to outcomes, and outcomes to tangible, concrete actions § Set of heuristics, guidelines, and visualizations, not prescriptive recipes § Evolutionary approach to continuous improvement u Most Important Elements for Leading with Agility § Codify values, and ensure decisions and actions align § Maintain strategy as a living breathing thing; every member of the organization participates
- 33. 33 Learn More https://www.arielpartners.com/capabilities-statement https://www.arielpartners.com/upcoming-courses https://www.arielpartners.com/flight-levels ENTERPRISE KANBAN FOR AGILE TRANSFORMATION & LEADERSHIP UPCOMING TRAINING ABOUT ARIEL