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What part of "Agile Transformating" companies don't get???

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I delivered this keynote talk at Infosys / EdgeVerve as part of their internal business excellence event "Utkarsh" at Bangalore, Jan 11

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What part of "Agile Transformating" companies don't get???

  1. 1. What part of “Agile Transformating” companies don’t get??? Tathagat Varma http://thoughtleadership.in
  2. 2. Discussion points • Why change is hard? • What is transformation “transformating”? • Top 10 Agile Transformating Antipatterns
  3. 3. Lewin’s Force Field Analysis Status Quo New Status Driving Forces Restraining Forces
  4. 4. Why “refreeze”? “A change towards a higher level of group performance is frequently short-lived, after a "shot in the arm", group life soon returns to the previous level. This indicates that it does not suffice to define the objective of planned change in group performance as the reaching of a different level. Permanency of the new level, or permanency for a desired period, should be included in the objective.” Kurt Lewin, "Frontiers of Group Dynamics",
  5. 5. Waterfall, the “Status Quo” Accompanied, supported, and reinforced by – •  Mindset •  Talent •  Culture •  Structure •  Process •  Policies •  Practices •  Infrastructure •  Tools •  ...
  6. 6. Agile, the “New Status”
  7. 7. What really is “agile”? Mindset Culture Process Methods Tools
  8. 8. So, what is “transformating”? •  A radically different change (“10X”) from a system’s existing state to a new state, where… •  The people consistently deliver better results more efficiently and effectively by continuously fine-tuning their self-defined way of working, and… •  The system sustains the new state even when all support mechanism, rewards and penalties are withdrawn.
  9. 9. Barriers to Agile adoption VersionOne 10th Annual State of Agile Report
  10. 10. Top 10 Transformating antipatterns 1.  Fixed Mindsets 2.  Pigeon-holed Talent 3.  Component Teams 4.  Cargo Cult Agile 5.  Waterfall-era Methods 6.  Inefficient Tools 7.  Factory-style People Practices 8.  Spider Organization 9.  Culture of Compliance 10.  Orphaned transformation project
  11. 11. Fixed Mindsets
  12. 12. Pigeon-holed Talent “I”-shaped “T”-shaped
  13. 13. Component Teams
  14. 14. Cargo Cult Agile (a.k.a. “Doing Agile”)
  15. 15. Waterfall-era Engineering
  16. 16. Inefficient tools
  17. 17. Factory-Style People Practices •  Narrow job descriptions •  Fixed role and responsibilities •  Individual goal setting •  Predictability-driven KRAs •  Annual performance reviews •  Bell curve / stack ranking •  Lack of team rewards •  Fixed career paths •  Role of first-line manager •  Command-and-control •  Top-down goal-setting •  Promotions driven by “symbols of power” •  …
  18. 18. Spider Organization
  19. 19. Culture of Compliance •  Predictability and reliability are non-negotiable •  No “sandbox” to test new / bottom-up ideas •  Inspection trumps trust, authority trumps initiative •  Deviations are shunned and mistakes are punished •  When “means” becomes “ends”, agile ceases to be of value •  Agile is the new waterfall!
  20. 20. Orphaned transformation project •  Failure to embed “agile transformation” results into the mainstream business results diminishes its importance •  Agile transformating is successful only when – Customers are happier – Business is better – Employees are engaged
  21. 21. Recap •  A robust agile adoption at team-level is necessary, but not sufficient. •  Starting with individual mindsets, an organization must address its culture. •  Process is a second-class citizen in an agile culture. People always come first. •  A successful agile “transformating” has no finish line!

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