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7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 by Dipesh Pala

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One of the keys to a successful enterprise Agile transformation is the support of executive leadership, which is more than simply providing approval. The Agile executive enables, empowers and engages rather than controls.

According to one recent survey, more than one in three organisations claim that the lack of leadership engagement within their businesses is plaguing their journey towards sustainable organisational agility.

With a special focus on executives and leaders, this presentation will be draw upon more than a decade of Agile transformation experiences in multiple organisations across eight countries, and will share real-life case studies and insights to illustrate the key things that Agile leaders need to do differently.

Be inspired by knowing what serves to catalyse and nourish progress – and what does the opposite.

Published in: Leadership & Management
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7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 by Dipesh Pala

  1. 1. @DipeshPala @DipeshPala 7 Things That Agile Leaders and Executives Do Differently Dipesh Pala Agile Capability Leader - Asia Pacific Agile Australia 2016
  2. 2. @DipeshPala Agile Cake
  3. 3. @DipeshPala Cannot change the Organisational Culture Lack of Agile Experts or Experience within the organisation Lack of Management Support for Agile Concerns around implementing non-IT programs using Agile Cannot Change Pre-existing rigid Waterfall Framework No Barriers Concerns around Scaling or Distributed Agile Which one is the number 1 Barrier?
  4. 4. @DipeshPala Source:  VersionOne.com  -­‐  state-­‐of-­‐agile-­‐report-­‐agile-­‐2016-­‐survey-­‐results   Barriers for Agile Adoption
  5. 5. @DipeshPala What Makes Changes Challenging *  IBM  Global  Making  Change  Work  Study  explored  differences  in  how  change  was  implemented  by  over  1,500  practitioners  world-­‐wide      
  6. 6. @DipeshPala *  IBM  Global  Making  Change  Work  Study  explored  differences  in  how  change  was  implemented  by  over  1,500  practitioners  world-­‐wide       What Makes Change Successful
  7. 7. @DipeshPala Can’t  Create     or     Change  Culture     It  just   happens…  
  8. 8. @DipeshPala •  Stop  Starting,  Start  Finishing   •  Slow  Down  to  Go  Faster   •  One  Team,  One  Dream   •  Foster  Fully  Capable  Teams   •  Fail  Early  &  Fail  Small   •  Deliver    Business  Value,  not  just  Projects   •  Servant  Leadership   7 Things Agile Leaders and Executives will do differently
  9. 9. @DipeshPala
  10. 10. @DipeshPala P P P P P P P P P P P P PP Done  In  Progress  Backlog   PP P P P P P P P P P PP P P P P PP P P P P PP P P P PP PP P PP PP P P P P P P P P P PP P P P P PP P P P P P P P P P P P Minimize  WIP   Slow  down  to  go  faster!   1. Stop Starting, Start Finishing
  11. 11. @DipeshPala 2. Slow Down to Go Faster
  12. 12. @DipeshPala If  you  can’t  fly,  Run.   If  you  can’t  run,  Walk.   If  you  can’t  walk,  Crawl.   But,  by  all  means     keep  moving.    -­‐  Dr.  Martin  Luther  King,  Jr.  
  13. 13. @DipeshPala 3.One Team, One Dream
  14. 14. @DipeshPala Doing The Right Work Doing The Work Right
  15. 15. @DipeshPala Doing The Right Work Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Strategic Programs 4 56 7 3 1 2 8 Customer Requests
  16. 16. @DipeshPala Team 1 Pull Pull Team 2 Team n Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Customer Requests
  17. 17. @DipeshPala Team 1 Pull Pull Team 2 Team n Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Customer Requests
  18. 18. @DipeshPala Using Agile practices to “cascade” strategy
  19. 19. @DipeshPala 4. Foster Fully Capable Teams
  20. 20. @DipeshPala AS  IS   Capability  that  has  both  depth  and  breadth  across  the  domain     providing  greater  scalability  and  flexibility  
  21. 21. @DipeshPala IDEAL   More  Accountability   Less  Coordination   More  Transparency   Reduced  Cycle  Time   Capability  that  has  both  depth  and  breadth  across  the  domain     providing  greater  scalability  and  flexibility  
  22. 22. @DipeshPala 5.Fail Early & Fail Small
  23. 23. @DipeshPala Teams     thrive  and  innovate     when  they  are  provided     environments  where     they  feel  safe     to  trial  things   Promoting     anonymity     actually  underscores     the  risk  of     speaking  up   Source:  HBR  Jan-­‐Feb  2016  Issue  –  Can  your  employees  really  speak  freely?  
  24. 24. @DipeshPala 6. Deliver Business Value rather than just Projects
  25. 25. @DipeshPala PDD   Points  Driven  Development  
  26. 26. @DipeshPala 7. Servant Leadership Shift  from  managing  for  results  to     designing  environments  that  create  results  
  27. 27. @DipeshPala The  power  of     our  greatness     lies  in  matching  our     words  and  language     to  our  destination     The  words  you  use     impact  the  attitude     of  others   Inspired  by:  Tanya  Lacy  –  How  to  change  your  world  with  your  words  
  28. 28. @DipeshPala Agile Cake
  29. 29. @DipeshPala Progress   Setbacks     Daily  Checklist     for  Agile  Leaders     Toxins   Nourishers  Catalysts   Inhibitors     www.ibm.com/au/devops/agile_checklist  
  30. 30. @DipeshPala Dipesh Pala Agile Leader IBM GBS Asia Pacific dipeshpala@au1.ibm.com @DipeshPala slideshare.net/DipeshPala au.linkedin.com.com/in/dipeshpala

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