Agile Transformation and Cultural Change

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

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

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

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

Why are we here?

Porque somos como este amigo Change Agent

Porque somos como este amigo

What do we mean by culture?

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

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

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

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

¿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

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

¿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!

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

Why is it so hard to change?

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

Each element in the Culture is a Meme MEME

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

Organizational Culture is a Memeplex

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..."

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

Is it possible to change a person or an organization?

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

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)

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

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

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

Change begins with oneself Individual Mindset Group Communities Companies

So, how can we influence the culture?

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

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

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

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

Agile is about People

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

Ways to "manage" the change

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

Lean Change Management by Jason Little

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

Change Canvas by Jason Little

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

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

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

Change Coalition Change network through the Organization VALUESTREAMS

VALUESTREAMS Change Coalition Change network through the Organization

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

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.

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!

2. Meeting Canvas based on Amazemeet.com

3. Internal talks with special guests

4. Happiness Index

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

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

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

Recommended books

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

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/

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

Thank you! Johnny Ordóñez johnnyordonezortiz @johnnyordonez johnny Ordóñez