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Creating clarity and focus in changing a large enterprise

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by Peter Lee


The model that I’ll be presenting is a model that has been developed over a number of years: at small and large enterprises in three different industries.

It has been employed with a range of leaders in Technology and Non-Technology areas, ranging from new leaders through to CIOs.

It has been used to help decide and target the highest impact changes that can be made to their areas, and then align executive leaders on executing on those changes.

There will be a focus during this session, on how this approach has been used in Boral to decide on our initial transformation activities, but also the ongoing evolution of these activities as things have changed.

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Creating clarity and focus in changing a large enterprise

  1. 1. Creating clarity & focus in changing a large enterprise An organisational model for deliberate change Scrum Australia 2018
  2. 2. Peter Lee Agile Coach Boral @innovativepete https://www.linkedin.com/in/peter-lee-90a88634 https://medium.com/@innovativepete
  3. 3. About BoralOriginally Bitumen and Oil Refineries Australia Limited founded in 1946 Boral was founded 72 years ago Multinational in Construction Materials Operating in Australia, Asia, Middle East, North America Owns an end to end supply chain 1954 annual report
  4. 4. 3rd highest share of GDP in Australia
  5. 5. Where do you start a digital transformation?
  6. 6. Where many transformations start … and sometimes end What Boral is doing differently Examples of transformational choices How and Who model and how it works
  7. 7. Where many transformations start … And end
  8. 8. Do this later...AdoptAgile Common team focused approach
  9. 9. Delivery Frameworks
  10. 10. Do this later... AdoptAgile Common portfolio focused approach Adopt Agile @ Scale
  11. 11. Agile @ scale
  12. 12. Can we be more effective at changing a large enterprise?
  13. 13. What Boral is doing differently
  14. 14. Start with this (Day 0)
  15. 15. Teams recently defined Leads have been selected Restructure happening now Clarify leader responsibilities for agile (Job Desc) Goal Setting in Teams (OKRs) Clear Ownership? Capability Leaders? Self Selection? Autonomous? Existing Strategic Prioritisation process Product Owner Supported Team Priority Capital Fund Projects Integrated Bus + Tech Roadmap (?) Initiatives broken into valuable increments (use lean canvas) Cost of Delay Total Cost of Ownership Dependency Management (Initiative Board) All teams doing Scrum Scrum not a fit for some teams PO has authority to prioritise PO can’t decided to reduce scope No clear target for continuous delivery How to build quality in Agile Teams unclear Start Guilds Improve Planning (Inception + Outcome oriented) Introduce Kanban Need More Info Fortnightly reporting Weak linkage of fortnightly reports to issues on the ground Scrum of Scrums based escalation path Adhoc Escalations to General Managers Modify existing steering group reporting High Level digital strategy exists New Leadership Program currently in place Agile culture not clearTechnical Roadmap doesn’t exist Future capabilities not clear My Learn Space being established Existing performance review process SM/PO Guild QA Strategy Guilds around Capabilities Bus + Tech roadmaps (product tree) Identified Capabilities in a models Embed OKRs & Lean Canvas Define what we aspire to be Boral Culture and values well articulated Leadership Culture in development Our aspirational culture not yet defined Establish a Culture Code Leadership statement on autonomy Unclear boundaries and constraints Inexperience with agile Reward and Recognition system exists Establish Roles Definitions Team Ownership Reinforce good behaviours Not currently clear how teams can select to develop new skills, and responsibilities when doing so Need More Info Need More Info Initial Review (2 weeks)
  16. 16. Goal Setting in Teams via OKRs Clarification of of Agile role expectations via Job Descriptions Clear, cohesive leadership focus Dependency management via initiatives board Total Cost of Ownership Mindset Scrum as standard Improve planning through Inceptions Establish guilds to improve practices Establish Scrum of Scrums for escalation path Create and commit to a CTO lead technology roadmap Start with SM & PO Guilds for enabling mastery Create an emerging capability strategy to empower learning Reinforce behaviours of the Culture Code Establish a Culture Code articulating what behaviours are expected OKRs, Lean Canvases Define what great looks like
  17. 17. 16 months later...
  18. 18. Clear, cohesive leadership focus Financial accountability pushed to teams increasing shift towards an outcome based governance model OKRs across all of Boral Australia at Company through to individuals Scrum + Kanban as standard Enhance the delivery framework Standard Reporting Establish a Boral Australia level Scrum of Scrums for escalation path Abolish steering committees Formalised groups around critical capabilities development Sharing of new capabilities through showcases and training Technology radars across Boral and all critical capabilities Continued Reinforcing of Culture Code Established culture crew and team led culture onboarding OKRs across all of Boral Australia
  19. 19. Focus only on a few thing That will make a big difference But across the broad ecosystem
  20. 20. Being successful with Agile
  21. 21. “If you have the right mindset, it hardly mattered what tools and processes you were using, the Agile mindset made things come out right.” Steve Denning on Learning Consortium findings
  22. 22. People Matter
  23. 23. Everyone Stand up 1. Sit down if you’ve seen the mistake 2. If you haven’t tried to Build an autonomous team - sit down
  24. 24. Autonomy Mistakes No.1 You are autonomous!!! Go forth and be prosperous!!! My job is done!!!
  25. 25. Autonomy Mistakes No.2 You are autonomous!!! But follow all these rules!!!
  26. 26. Autonomy Mistakes No.3 You are autonomous!!! But I don’t trust you!!! So check everything with me first!!!
  27. 27. Autonomy Mistakes No.4 You are autonomous!!! I trust you!!! But I’ll fire you if you’re wrong!!!
  28. 28. “These exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other. This is the reason they are willing to push hard and take the kinds of risks they do” Simon Sinek - Leaders Eat Last: Why Some Teams Pull Together and Others Don’t
  29. 29. Examples of transformational choices
  30. 30. Autonomous Team Design nomad 8 enabling self-selection Australia Post MYOB Xero Trade Me
  31. 31. Challenges Making implicit constraints explicit
  32. 32. Set the Culture you want Spotify Engineering Culture Alignment & Autonomy
  33. 33. Challenges Wasteful inconsistency Retaining empathy to Customer as they scale
  34. 34. Set the Culture you want VALVe Handbook A fearless adventure in knowing what to do when no one’s there telling you what to do
  35. 35. Challenges Readiness for self direction Difficulty in getting support in a flat structure
  36. 36. Limits of Autonomy
  37. 37. Delivery framework Agile frameworks ensures autonomy of how you work They don’t ensure the ability to act on issues outside the norm
  38. 38. blocker escalation Mechanism to catch things that don’t fit the org model Ensure you can compensate for an imperfect process
  39. 39. Prioritisation Strategic Prioritisation Initiative Prioritisation Feature Prioritisation Acceptance Criteria Prioritisation
  40. 40. team design Feature Teams Component Teams Tribes Guild Chapters
  41. 41. Increasing Autonomy
  42. 42. “First we build people, then we build cars” Fujio Cho - Ex-Chairman of Toyota
  43. 43. Limits of Engagement
  44. 44. Purpose Visions Mission statements OKRs V2MOMs Problem Statements Scope Features
  45. 45. Autonomy Tell people they are empowered No boundaries Structured governance Defined roles and responsibilities Decision Structures Values & culture
  46. 46. Mastery Development planning Hackathons ShipIt days Conferences Shadowing Training 10% time
  47. 47. Increasing Engagement
  48. 48. Connect - Purpose - Autonomy - Mastery
  49. 49. Connect - Purpose - Autonomy - Mastery
  50. 50. Connect - Purpose - Autonomy - Mastery
  51. 51. Linking it Together
  52. 52. Values and Culture that makes us feel safe Safe environment that helps us do what’s right Vision of who we aspire to be
  53. 53. Models that help us understand what skills we need to learn Vision of what we want to achieve Approach to support reflective practice
  54. 54. Thing that help us understand our responsibilities to the team Safe environment that helps us do what’s right Approach to support reflective practice
  55. 55. Summary
  56. 56. 1. Know your capacity for autonomy 2. Know your capacity for engagement 3. Design for both 4. Push the boundaries where you can
  57. 57. Create clarity and focus around A few cohesive changes across the entire ecosystem
  58. 58. Questions? Peter Lee Agile Coach Boral @innovativepete https://www.linkedin.com/in/peter-lee-90a88634 https://medium.com/@innovativepete
  59. 59. THANK YOU Peter Lee Agile Coach Boral @innovativepete https://www.linkedin.com/in/peter-lee-90a88634 https://medium.com/@innovativepete

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