1. Agile Transformation and Cultural Change
A Lean approach to Change Management
Ágiles 2015
Johnny Ordóñez

2. Johnny Ordóñez
And now, What shall I say
after Angel Medinilla??
Ágiles 2015
Agile Transformation and Cultural Change
A Lean approach to Change Management

3. Family
Husband(of(a(great(woman
Father(of(two(wonderful(kids
Interests
Happiness(&(Culture
Enterprise(Agility
Management(3.0
Design(Thinking(&(UX
Community
Ecuadorian(Agile(Community
Lean(StartUp Quito
Latam Agile(Community
Job
LeanHAgile(Coach(at(Cobiscorp
SAFe Trainer(&(Consultant
Education5&5Certifications
Kanban(Methodologist(Certified
Certified(Scrum(Professional
Certified(Scrum(Master
Certified(Product(Owner
Certified(Scrum(Developer
Master(of(IT(Management
My pleasure!A little bit about me
Experience
+6(years(in(Agile
Seriva
Intergrupo
Thoughtworks
Johnny Ordóñez

4. Bringing Agile to organizations
is like dancing inside
a train wagon...

6. Why are we here?

7. Porque
somos como
este amigo
Change
Agent

8. Porque
somos como
este amigo

9. What do we mean by culture?

10. “It is the acquired pair of glasses
through which we see life.”
– Mbarek A.

11. “I understand culture
as a treasure that is
part of our collective
memory, of our
perception of
ourselves.”
– Lidija N.

12. “Culture is something that unites people.”
– Anastasiya O.

13. “Culture is
simply a shared
way of doing
something with
passion.”
– Brian Chesky

14. ¿What is Culture?
based on William Ouchi’s approach, Theory Z
BEHAVIOURS &
ARTIFACTS
Just what we see
BELIEFS & VALUES
In what we believe
The right one
Our education
MENTAL MODELS
How we rationalize something
Cognitive structures
feelings
emotions
expectatives
family
childhood
hope parents
motivation
faith

15. Agile as a Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairing
standup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitment
face to face
PRACTICES
PRINCIPLES
VALUES
BEHAVIOURS &
ARTIFACTS
Just what we see
BELIEFS & VALUES
In what we believe
The right one
Our education
MENTAL MODELS
How we rationalize something
Cognitive structures

16. ¿Change starts
here?
Agile as a Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairing
standup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitment
face to face
Doing Agile
Being Agile True Change
starts here!

17. Organizational Culture
by Michael Sahota & Olaf Lewitz
The change
must be
made by
many sides

18. Why is it so hard to change?

19. Agile Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairing
standup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitment
face to face
PRACTICES
PRINCIPLES
VALUES
BEHAVIOURS &
ARTIFACTS
Just what we see
BELIEFS & VALUES
In what we believe
The right one
Our education
MENTAL MODELS
How we rationalize something
Cognitive structures

20. Each element in the Culture is a Meme
MEME

22. All memes together form a Memeplex
MEME
Idea that reinforces itself
MEMEPLEX
System of Memes that operating
in coordination
Foreign Idea
(like Agile)
The system
defends againts
the foreign
element

23. Organizational Culture is a Memeplex

24. Organizational Culture is a Memeplex
“Now there is
something called
Agile...”
"But it's only for sw
development...”
"It's just the
current fad
methodology...”
"With that it does
not affect my job...”
"But our contracts
are fixed scope..."

25. “Culture is the organization’s
immune system.”
– Michael Watkins

26. Is it possible to change a person or
an organization?

27. Perspectives of the Mindset
PHYSIOLOGICAL
How works our brain at biochemical
level (Neuroscience)
COGNITIVE
How our brains receives & process
the information, How we learn

28. Perspectives of the Mindset
The ability of our brains to find
new ways and “rewire” itself.
Neuroplasticity
PHYSIOLOGICAL
How works our brain at biochemical
level (Neuroscience)

29. PHYSIOLOGICAL
How works our brain at biochemical
level (Neuroscience)
COGNITIVE
How our brains receives & process
the information, How we learn
Perspectives of the Mindset

30. COGNITIVE
How our brains receives & process
the information, How we learn
GrowthMindset
Believe that we can learn
anything if we put in the work,
practice, and effort to learn it.
FixedMindset
Think that we cannot increase
our skills or knowledge in a
particular area.
Carol Dweck,
Stanford psychologist
Perspectives of the Mindset

31. PHYSIOLOGICAL
How works our brain at
biochemical level (Neuroscience)
COGNITIVE
How our brains receives & process
the information, How we learn
The ability of our brains to find
new ways and “rewire” itself.
Neuroplasticity GrowthMindset
Believe that we can learn
anything if we put in the work,
practice, and effort to learn it.
Perspectives of the Mindset

32. Change begins with oneself
Individual
Mindset
Group
Communities
Companies

33. So, how can we influence the
culture?

34. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek

35. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek

36. Okay, what so "Agile" we are now?
AGILITY
Business Agility + Organizational Agility

37. “COSMETIC” AGILE
Okay, what so "Agile" we are now?
AGILITY
Business Agility + Organizational Agility

38. “COSMETIC” AGILE
Okay, what so "Agile" we are now?
AGILITY
Business Agility + Organizational Agility
Avoid this!

39. Agile is about People

40. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People

41. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People

42. Ways to "manage" the change

43. Lean Change Management
by Jason Little
JASON LITTLE
Fortunately, this guy
wrote this book!

44. Lean Change Management
by Jason Little

45. Lean Change Management by Johnny
based on Jason Little’s model
INSIGHTS
INITIATIVES
MINIMUN
VIABLE
CHANGE
PREPARE
INTRODUCE
REVIEW
DELIVER
ASSESSMENT
SYNTHESIZE
Cultural Assessment
Feelings
Perceptions
Polls
DEFINE
Visioning
Strategies
Blast Radius
Core Team
PRIORITIZE
by Value/Impact and Cost
Alignment with corporate goals
Create a MVC
LEARN
Valuable metrics
Feedback
More feelings
OBSERVE, LEARN, REFLECT
Schneider's Culture Model
PLAi model based on Reinventing Organizations
Serious Games
Inception
Interviews
Change Agent as
an organizational
anthropologist

46. Change Canvas
by Jason Little

47. People Process Tech5&5Tools Environment
Skills Motivación Framework Prácticas XP ALM
Automated5
Testing
Continuous5
Delivery
Conocimiento
Compartido
Espacio Físico
Curso
SAFe
Coaching(
Historias
POs
Coaching(
Marketing
OneHToH
One
Hapiness
Index
Initiative
Initiative
Initiative
Initiative
Initiative
TFS(Pilot
Initiative
Initiative
Junit(
Pilot
Initiative
Initiative
Initiative
Initiative
Coding(
Dojos
Lightening(
Talks
Open(
Spaces
MVC 1
MVC 2
MVC 3
Equipos
en(una
mesa
Mensajes
en(las
paredes
Cucumber
Contratos
Ágiles
+
H
Priority
H

54. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles

55. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles

56. Enterprise Adoption Board
Enterprise
Agile Coach
Executive
PMO Leader Tech & XP Practices
Coach
Agile Coach
ENTERPRISE AGILE COACH
Portfolio & Program Level
Executive Staff
AGILE COACH
Team level
Coaching into process and practices
Scrum / Kanban
EXECUTIVE SPONSORSHIP
Alignment with organizational and
business perspectives.
Proxy with other areas if it is required.
It helps manage formality.
TECHNICAL COACH / CD CONSULTANT
Team and Program level
Working with DevOps, Architects
Coaching into technical qualityPMO
Support the Change process
From Project Management Office
to Change Management Office.
Human Talent
HUMAN TALENT
On-Boarding process.
Professional career
development.
just an example of an Enterprise-level adoption team

57. Change Coalition
Change network through the Organization
VALUESTREAMS

58. VALUESTREAMS
Change Coalition
Change network through the Organization

59. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
WHO
Change coalition
Change agents like an Agile team

60. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
WHO
Change coalition
Change agents like an Agile team

61. 1. Create a SAGA
based on High Altitude Leadership
BELIEFS
WHAT
Structure
Plans
Metrics
HOW
Processes and procedures
Policies
Frameworks
RESULTS
BEHAVIUORS
TOOL SEDUCTION
Think that the tool is the solution.
It gives us security.

62. 1. Create a SAGA
based on High Altitude Leadership
BELIEFS
WHAT
Structure
Plans
Metrics
HOW
Processes and procedures
Policies
Frameworks
RESULTS
BEHAVIUORS
TOOL SEDUCTION
Think that the tool is the solution.
It gives us security.
SAGA
Something that inspires and evokes action.
Something in difficult times.
Avoid this!

63. 2. Meeting Canvas
based on Amazemeet.com

64. 3. Internal talks with special guests

65. 3. Internal talks with special guests

66. 4. Happiness Index

67. 4. Happiness Index

68. 5. Culture of Feedback
“Talk with Bill”,(CEO,,20,min)
One to,One sessions
Better retrospectives

69. Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
WHO
Change coalition
Change agents like an Agile team
WHAT
Initiatives at all levels
Options and experiments

70. “Never trust a
spiritual leader
change agent
who does not
dance.”
– Mr. Miyagi & Johnny !

71. Recommended books

72. What Is Organizational Culture? And Why Should We Care?
https://hbr.org/2013/05/what-is-organizational-culture
Culture over Process
http://blog.crisp.se/wp-content/uploads/2013/09/culture-over-process.pdf
Culture over Process - Video
https://www.youtube.com/watch?v=Rb0O0Lgs9zU
What is Organizational Culture — and Why Does it Matter?
http://www.organicworkspaces.com/pdf/What_is_Organizational_Culture.pdf
You can’t change culture; you can’t change attitudes.
http://www.iedp.com/Blog/you_cant_change_culture
Understanding and Working with Agile Culture
http://www.slideshare.net/michael.sahota/understanding-and-working-with-agile-culture-
pmisoc
Adoptando Scrum y no morir en el intento
http://www.slideshare.net/kleer_la/adoptando-scrum-y-no-morir-en-el-intento-agile-bolivia-
day-2012
Don’t Fuck Up the Culture
https://medium.com/p/597cde9ee9d4

73. The Culture Deck
https://medium.com/@pullnews/the-culture-deck-c4126ec63b18#.uwnh477mp
Exec Summaries High Altitude Leadership
http://es.slideshare.net/james3b/exec-summaries-high-altitude-leadership
The Competing Values Framework: Creating Value Through Purpose, Practices, and People
http://competingvalues.com/competingvalues.com/wp-
content/uploads/2009/07/Competing-Values-Leadership-Excerpt.pdf
The Agile Holocracy
http://www.drdobbs.com/architecture-and-design/the-agile-holocracy/240166629
Agile es cultura, pero cultura viva!
http://johnnyordonez.com/2014/06/10/agile-es-cultura-viva/
William Ouchi, Organizational Culture
https://vimeo.com/18404649
What is a Mindset?
https://flowchainsensei.wordpress.com/2012/07/24/what-is-a-mindset/
Critical Agile Memes
https://flowchainsensei.wordpress.com/2011/05/17/critical-agile-memes/

74. Fortalezas y debilidades – Culturas organizacionales
http://www.fuerzatres.com/2013/08/fortalezas-y-debilidades-culturas-organizacionales/
Implicancias del cambio organizacional
http://www.fuerzatres.com/2013/08/implicancias-del-cambio-organizacional/
Killing Hierarchy: Organization Design for Startups
http://www.skillshare.com/classes/marketing/Killing-Hierarchy-Organization-Design-for-
Startups/465270004?refId=3633976
Culture at Work: The Tyranny of 'Unwritten Rules‘
http://www.forbes.com/sites/rodgerdeanduncan/2014/02/13/culture-at-work-the-tyranny-of-
unwritten-rules/
How do you accelerate your enterprise agility?
http://www.slideshare.net/ThoughtWorks/slideshare-
agileleadership130507030700phpapp01
Organizaciones enfermas
http://johnnyordonez.wordpress.com/2012/08/02/organizaciones-enfermas/
The House of Agile & Lean Transformations
http://www.emilianosoldipmp.info/tag/business-agility/
What is Culture?
https://www.youtube.com/watch?v=57KW6RO8Rcs

75. Thank you!
Johnny Ordóñez
johnnyordonezortiz
@johnnyordonez
johnny Ordóñez