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Impact of Agile on HR

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My talk on how agile impacts HR at Verizon at Chennai, Mar 24

Published in: Recruiting & HR

Impact of Agile on HR

  1. 1. Impact of agile on HR Tathagat Varma http://thoughtleadership.in
  2. 2. Welcome!
  3. 3. Agenda • What (actually) is agile? • Why it is (so) important? • What (really) changes with agile? • Issues in agile transformation? • HR Challenges?
  4. 4. Evolution of HR Are We There Yet? - Dave Ulrich
  5. 5. Agile :: HR? Agile & HR? Agile in HR? Agile HR? HR in Agile? Agile for HR? Agile vs. HR? …???
  6. 6. My view… Agile = HR (or, at least 90% of it!)
  7. 7. Evolution of Work Craft Structures Networks
  8. 8. https://www.slideshare.net/hotpop/productivity-of-agile-teams-an-empirical-evaluation-of-factors-and-monitoring-processes
  9. 9. “If we only knew what we know, we could conquer the world”
  10. 10. Old School
  11. 11. Track record?
  12. 12. Solving new problems…
  13. 13. The New New Product Development Game, HBR 1986 In today’s fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the US are using a holistic method—as in rugby, the ball gets passed within the team as it moves as a unit up the field. This holistic approach has six characteristics: built-in instability, self-organizing project teams, overlapping development phases, “multilearning,” subtle control, and organizational transfer of learning. The six pieces fit together like a jigsaw puzzle, forming a fast flexible process for new product development. Just as important, the new approach can act as a change agent: it is a vehicle for introducing creative, market- driven ideas and processes into an old, rigid organization.
  14. 14. Agile Manifesto, 2001
  15. 15. 1Our highest priority is to sa0sfy the customer through early and con0nuous delivery of valuable so9ware. 2Welcome changing requirements, even late in development. Agile processes harness change for the customer's compe00ve advantage. 3Deliver working so9ware frequently, from a couple of weeks to a couple of months, with a preference to the shorter 0mescale. 4Business people and developers must work together daily throughout the project. 5Build projects around mo0vated individuals. Give them the environment and support they need, and trust them to get the job done. 6The most efficient and effec0ve method of conveying informa0on to and within a development team is face-to-face conversa0on. 7Working so9ware is the primary measure of progress. 8Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9Con0nuous aTen0on to technical excellence and good design enhances agility. 10Simplicity--the art of maximizing the amount of work not done--is essen0al. 11The best architectures, requirements, and designs emerge from self- organizing teams. 12At regular intervals, the team reflects on how to become more effec0ve, then tunes and adjusts its behavior accordingly.
  16. 16. Why Agile? VersionOne 10th State of Agile Survey, Apr 2016
  17. 17. Measures of Success
  18. 18. Benefits?
  19. 19. Why Agile fails?
  20. 20. Barriers
  21. 21. Agile Change Pyramid
  22. 22. Agile Mindset Fixed Mindset Agile Mindset Ability – static, like height Ability – can grow, like muscle Goal – look good Goal – to learn Challenge – to avoid Challenge – embrace Failure- defines your identity Failure – provides information Effort – for those with no talent Effort – path to mastery Reaction to challenge – helplessness Reaction to challenge – resilience
  23. 23. T-Shaped Professionals
  24. 24. “Generalizing Specialist”
  25. 25. Agile Behaviors • Beginner’s mindset • Jack of all trades, Master of one! • Continuous learner • Initiative-taker, courageous • Experimental, feedback-driven • Fail fast, fail cheap, fall forward • Collaborative, team player • One for all, all for one
  26. 26. Functional Silos Product Management Architect Dev QA
  27. 27. Not my job!
  28. 28. Roles in Scrum
  29. 29. Traditional vs. Agile Teams
  30. 30. Team size Communication Paths Productivity
  31. 31. Co-location?
  32. 32. Conway’s Law… “Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.” Mel Conway, “How Do Committees Invent?”, 1967 http://www.melconway.com/Home/Conways_Law.html
  33. 33. Component vs. Feature Teams h"p://www.bebe"erleader.com/how-do-i-form-teams/
  34. 34. T-shaped Agile Team?
  35. 35. What is a Self-Organising Team? http://www.stevedenning.com/Radical-Management/most-high-performance-teams-are-self-organizing.aspx
  36. 36. Why Self-Organizing Teams? http://www.stevedenning.com/Radical-Management/most-high-performance-teams-are-self-organizing.aspx
  37. 37. New role of management
  38. 38. http://www.scrumhub.com/wp-content/uploads/2014/09/manager-venn-diagram.png
  39. 39. Manager vs. Scrum? • This is a good starting point • http:// www.goodagile.com/ resources/ roleofthemanager10. pdf
  40. 40. Good in Scrum Help remove blocks that the Team is not able to resolve by themselves Provide advice and input to the Team on technical difficulties that come up Do regular 1:1 meetings with team members, to provide coaching and mentoring Give input on how to make features better Stay abreast of developments in tools and technologies Team is using Plan training and other skills development for Team members Stay up to date on industry news and developments Anticipate tools, skills and other future needs Plan and manage budgets and financials Give input on what features / functionality the Team should build (to P.O.) Do performance evals and provide feedback to teammembers Do career development and career planning with team members Recruit, interview and hire new team members Remove team members who are not able to perform well within the Team
  41. 41. Conflict / Not needed Decide what work needs to be done Assign the work to Team members Keep track of what everyone on the Team is doing Make sure the Team gets their work done Make commitments to mgt about how much Team can do by a certain date Be responsible for the Team meeting the commitments I’ve made to management Do weekly status update report for management Do weekly Team staff meeting
  42. 42. Manager’s new role
  43. 43. Influence without authority
  44. 44. Agile Culture • High trust and respect for individual • Self-organizing teams • Openness and Transparency • “Safe to fail”, Fail Fast, Fail cheap • Creativity and Innovation • Learn, Share, Grow • Built to change (vs. Built to Last) • Shared leadership • Responsibility-Accountability Alignment • Fun, Humane, Empathy, Egalitarian
  45. 45. So what changes with agile?
  46. 46. Major changes… • Individual: Mindset, Knowledge, Skills and Abilities, Behaviors, • Team: Small, Co-located, Cross-functional, Self- Organising, Communication, Ownership • Manager: Coach, Facilitator, Servant Leadership • Leadership: Influence without Authority • Culture: Collaboration, “Subtle Control”, Trust, Respect, Transparency, Openness, Accountability, Nurturing
  47. 47. Cultural Changes Tradition Org Agile Org Fundamental cultural assumptions Software is specifiable, predictable, and can be built based on meticulous planning High quality software is developed by small teams using continuous improvement and testing based on rapid feedback and change Control Process focus People focus Management style Command and control Leadership and collaboration Knowledge management Explicit Tacit Role assignment Individual and specialized Self-organizing with role interchangeablility encouraged Communication Formal Informal Customer Role Important Critical Project Cycle Driven by tasks and activities Driven by required product features Organizational form and structure Bureaucratic and highly formalized Flexible, informal and participative
  48. 48. Impact on HR??? • Individual: Mindset, KSAs,… • Jobs: Titles, Families, Descriptions,… • Performance: Goals, Feedbacks, Frequency, Rewards and Recognition, … • Development: Learning, Career, …
  49. 49. Agile HR Manifesto? http://www.agilehrmanifesto.org/
  50. 50. Principles http://www.agilehrmanifesto.org/
  51. 51. Agile HR • Outside-in: business-context, strategic • Inclusive: transparent, egalitarian • Fast: decision, action, feedback • Flexible: adaptable, situational, contextual • Empathy: service design thinking • Feedback-driven: listen, adapt • Enabler: gardner, coach, heart and soul • “Build for 90%”
  52. 52. Recap • Nature of work is changing. Way of working (i.e. agile) needs to be commensurate to it. • Agile changes everything: individuals, teams, management, leadership, culture, org,… • Above all, agile is all about mindset, behaviors and culture rather methods, processes and tools. • HR has a great opportunity to enable and lead this unique and strategic transformation.
  53. 53. One more thing… A photographer went to a socialite party in New York. As he entered the front door, the host said, “I love your pictures – they’re wonderful; you must have a fantastic camera.” He said nothing until dinner was finished, then, “That was a wonderful dinner; you must have a terrific stove.” – Sam Haskins

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