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BUILDING AN AGILE
CULTURE
www.srijan.net | business@srijan.net
Image source :http://unsplash.com
EXPERIMENTS AT SRIJAN
A LITTLE BIT OF
HISTORY
The Journey :: 2002 - 2003
● Estb 2002
● No grand vision, no grand ideas!
● Simple personal pursuit of ‘making meaning out...
No Grand Vision!
The Journey :: Mar - Jun 04
● Srijan was doing custom PHP and ASP -- hand-
coded CMSs; later open-source Postnuke
● Came a...
The Journey :: 2004 - 2007
● Small Team 10-15 people
● Short-term projects
● Fairly Profitable
● Mostly incoming leads
● N...
The Journey :: Our Values
and Culture
● Chance meetings with coaches and well-wishers --
values started evolving -- mine a...
Books that defined culture
● Chance meetings with coaches and well-wishers --
values started evolving -- mine and Srijan’s
2002 - 2011
● Short-term projects
● Fixed Cost
● Incorrect estimations (nearly always)
● Tail of the projects always dragg...
2002 - 2011
● Financial constraints led to staffing developers on
new projects (before completing one at hand –
endless pr...
WHERE ARE WE
NOW?
2015-2016
● Financial Year closing we should be touching 30 Cr
in revenues
● 150-175 people
● Fairly high people happiness...
SO WHAT WORKED?
“Learn to live life,
and you shall learn
to write” Shama Futehally
● A certain ‘Authenticity’ and ‘Integrity’
○ with people
○ with customers
○ with finding the purpose of your own life as
w...
Role of Luck & Serendipity
Role of Luck & Serendipity
“Lucky people have an openness, an authenticity, and
a generosity towards embracing people - wi...
● With support of a business coach we started
setting financial goals in 2011-12
● 10 Cr, 15 Cr, 30 Cr
● Darts on the boar...
● ‘Articulated’ our internal values
○ Authenticity
○ Responsibility
○ Respect
○ Sharing
○ Equal Opportunity
○ Learning (Co...
● Defined a sense of purpose
○ External : ‘We run our company like a
hospitality business’
○ Internal : “What comes from t...
Focus on
Customer
Experience
Focus on
Customer
Education
Consultative
Sales
Solution
Selling
Free Half
day
workshops
Paid
...
● Central to Srijan’s strategy is “Customer Experience” -- focus on
delighting our customers; we try and embed ourselves i...
● Consultative Sales process
○ Early client engagement; free 1-2 day workshops;
understanding client’s business
○ Solution...
Hug Your Customers
● Talk by Anand Deshpande,
CEO - Persistent Systems
● Long-term contracts with a
few clients -- we’ve “...
Agile Teams
● Deeply “motivated leaders” -- to uphold our core
values
● Org Structure
○ Group Leader (across 3-4 teams)
○ ...
Agile Teams
● Tying “Performance Management” to Customer
Happiness (Balanced Score Card)
● Setting up ‘goal sheets’ for de...
Agile Teams
● For our delivery teams
○ Ongoing trainings -- agile and otherwise
○ Constant coaching -- agile and otherwise...
In Closing
● “Being Agile! cultures” require an integration of the
○ organisation’s values, purpose
○ delivery (agile)
○ t...
THANK YOU
www.srijan.net
Rahul Dewan
in.linkedin.com/in/rahuldewan
@rahuldewan
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ATD2015: Building agile cultures - Rahul Dewan

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ATD2015: Building agile cultures - Rahul Dewan

  1. 1. BUILDING AN AGILE CULTURE www.srijan.net | business@srijan.net Image source :http://unsplash.com EXPERIMENTS AT SRIJAN
  2. 2. A LITTLE BIT OF HISTORY
  3. 3. The Journey :: 2002 - 2003 ● Estb 2002 ● No grand vision, no grand ideas! ● Simple personal pursuit of ‘making meaning out of my own life’
  4. 4. No Grand Vision!
  5. 5. The Journey :: Mar - Jun 04 ● Srijan was doing custom PHP and ASP -- hand- coded CMSs; later open-source Postnuke ● Came across TYPO3 ● My jaw dropped on reading the feature list -- all open source and free! Yikes! ● June 2004 we had an incoming lead from a 200- chain retail store from Germany
  6. 6. The Journey :: 2004 - 2007 ● Small Team 10-15 people ● Short-term projects ● Fairly Profitable ● Mostly incoming leads ● Nearly all TYPO3, Germany + Netherlands
  7. 7. The Journey :: Our Values and Culture ● Chance meetings with coaches and well-wishers -- values started evolving -- mine and as a result Srijan’ s ● Team oriented ● Take on challenges ● Work very hard ● Nimble, Responsive, Responsible ● Less processes (chaos + processes)
  8. 8. Books that defined culture ● Chance meetings with coaches and well-wishers -- values started evolving -- mine and Srijan’s
  9. 9. 2002 - 2011 ● Short-term projects ● Fixed Cost ● Incorrect estimations (nearly always) ● Tail of the projects always dragged (endlessly) ● Each time we bore the brunt (of such cost over- runs) ● Change requests were “difficult to capture”, “scope” and estimate ● Fingers pointing all over (sales -- developers)
  10. 10. 2002 - 2011 ● Financial constraints led to staffing developers on new projects (before completing one at hand – endless project tail!) ● One-person-team staffed on a project, was not unusual ● Low developer morale ● Low leadership morale ● Poor financial health (even after a lot of hard-work for years)
  11. 11. WHERE ARE WE NOW?
  12. 12. 2015-2016 ● Financial Year closing we should be touching 30 Cr in revenues ● 150-175 people ● Fairly high people happiness index ● Low attrition ● High EBIDTA margins ● 70% business from Enterprises ● We’ve grown 50%+ each year over prev 3-4 years
  13. 13. SO WHAT WORKED?
  14. 14. “Learn to live life, and you shall learn to write” Shama Futehally
  15. 15. ● A certain ‘Authenticity’ and ‘Integrity’ ○ with people ○ with customers ○ with finding the purpose of your own life as well as the business Sense of Purpose, Authenticity
  16. 16. Role of Luck & Serendipity
  17. 17. Role of Luck & Serendipity “Lucky people have an openness, an authenticity, and a generosity towards embracing people - without overthinking ‘what’s the value exchange?’” ~ Anthony Tjan, Co-author of “Heart, Smarts, Guts & Luck”
  18. 18. ● With support of a business coach we started setting financial goals in 2011-12 ● 10 Cr, 15 Cr, 30 Cr ● Darts on the board Impact of Business Coaching
  19. 19. ● ‘Articulated’ our internal values ○ Authenticity ○ Responsibility ○ Respect ○ Sharing ○ Equal Opportunity ○ Learning (Continuous Improvement; Growth) ○ Excellence (we’re low on this metric) Impact of Business Coaching
  20. 20. ● Defined a sense of purpose ○ External : ‘We run our company like a hospitality business’ ○ Internal : “What comes from the people must go back to the people many-many times over” Impact of Business Coaching
  21. 21. Focus on Customer Experience Focus on Customer Education Consultative Sales Solution Selling Free Half day workshops Paid Discovery workshops Early Customer Engagement Leadership training workshops Focus on Continuous Improvement Coaching English Training for Associates Empowered team members Appraisals promote team behaviour Shares/Stock ownership Independent decision making Deep sense of ownership of client success Profitability transparency Encourage dissent & self expression Talks, Blogs, Community work Employee brand development Agile & LEAN Delivery process Customer deeply involved Rapid Prototyping Split contracts Focus on project outcomes Seek repeat business High developer time & utilization High profitability Constant Dev/Training of Staff
  22. 22. ● Central to Srijan’s strategy is “Customer Experience” -- focus on delighting our customers; we try and embed ourselves into the client’s business ● It is around this -- Customer Experience -- that all other core activities emerge: ○ Agile & Lean development processes ○ Consultative Sales process ○ Continuous Training & Development of Staff, Managers, & Leadership ○ Empowered Teams ○ Clients with repeat business potential Impact of Business Coaching
  23. 23. ● Consultative Sales process ○ Early client engagement; free 1-2 day workshops; understanding client’s business ○ Solution selling; we do not have pure sales (saelu) in our company; sales is focussed around solving customer needs ● Continuous Training ○ at all levels in Srijan -- from CEO to interns, a lot of people at Srijan are constantly some sort of a) training, b) leadership development & c) self-development programme/initiative (internal or external) Impact of Business Coaching
  24. 24. Hug Your Customers ● Talk by Anand Deshpande, CEO - Persistent Systems ● Long-term contracts with a few clients -- we’ve “hugged” them ● Our customers love us!
  25. 25. Agile Teams ● Deeply “motivated leaders” -- to uphold our core values ● Org Structure ○ Group Leader (across 3-4 teams) ○ Team (SM, Dev, CSS) ○ Architect (across 2 teams) ● Bring ‘projects to teams’, as opposed to assembling team for projects
  26. 26. Agile Teams ● Tying “Performance Management” to Customer Happiness (Balanced Score Card) ● Setting up ‘goal sheets’ for developers, scrum masters, group leads ● Quarterly 360 appraisal process, including bonus payouts
  27. 27. Agile Teams ● For our delivery teams ○ Ongoing trainings -- agile and otherwise ○ Constant coaching -- agile and otherwise ● Basically, constant investment in ○ people’s growth ○ creating alignment across the organisation
  28. 28. In Closing ● “Being Agile! cultures” require an integration of the ○ organisation’s values, purpose ○ delivery (agile) ○ team structures ○ appraisals ○ sales processes
  29. 29. THANK YOU www.srijan.net Rahul Dewan in.linkedin.com/in/rahuldewan @rahuldewan

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