by James Brett Disruption is a word that has embedded itself in common leadership parlance. If your organisation’s agile teams are not creating disruption, then they are being disrupted and have to respond to the change created by others. Some would argue that if a team isn’t creating disruption, then that team isn’t a “real” agile team. So why is it that some teams are more disruptive than others even when they follow the same agile principles and practices? In this talk, we will dive into what makes a team disruptive, how to maximise disruption and how the ScrumMaster can facilitate and guide teams to higher levels of disruption. One of the key attributes of a leader is to lead by example: I will give you some of the basic areas of focus to build your capacity for future disruption . If you are a ScrumMaster, Product Owner, Digital Leader or agile team member and want to evolve to higher levels of disruption, then this talk is for you.

1. EvolvingDigitalLeadership.com
@JamesCuriously
james@EvolvingDigitalLeadership.com
DisruptionMaster
HowScrumMasterscanfacilitateand
builddisruptiveteams

2. CIO’s Biggest Challenge:
Developing innovative new products and services
3,95884 Countries

3. “ ”The average lifespan of a company listed on
the S&P 500 has fallen from almost 60
years in the 1950s to less than 20 years
Credit Suisse

4. Who thinks being disruptive is important?
@JamesCuriously EvolvingDigitalLeadership.com

5. Who thinks their organisation is disruptive enough?
@JamesCuriously EvolvingDigitalLeadership.com

6. Jim Highsmith : EDGE
The Opportunity Gap

7. Jim Highsmith : EDGE
The Opportunity Gap

8. Jim Highsmith : EDGE
The Opportunity Gap

9. Disruptive Agility : Closing the Gap

10. Your Comfort Zone
DISRUPTED
DISRUPTIVE
Disruption Isn’t Always Fun
Where the Magic
Happens

11. Comfort Zone
99% Revenue
Mail order DVD’s
A Gamble at a HUGE
Potential Market

12. In one day, we pulled the plug on
selling DVDs and walked away from
99% of our revenue“ ”

13. How may Execs do you know that are
brave enough to do that?

14. Agility: Create AND Respond To Change

15. Society
Technology
Sources and Targets
of Disruption
Industry
Disruptive
Disrupted
Your
Org.

16. Disruptive Agility
Model
Strategy
Portfolio
Features/Services
Technology
Ways of Working
Bottom Up
Disruption
Top Down
Disruption

17. Enter the ScrumMaster
• What is a ScrumMaster?
• A change agent?
• Are you a real change agent if you are getting better at mail
order DVD’s?

18. It was more important to us to take a long
shot at a potentially huge business than to
ride a sure thing into the ground.
“ ”

19. It’s no longer acceptable to merely drive
“agile” ways of working
DisruptionMaster

20. If you aren’t focusing your attention on disruption,
you aren’t Agile.
DisruptionMaster

21. It is our responsibility as change agents,
to facilitate an organisations ability
to create and respond to disruption
DisruptionMaster

22. Facilitating Disruptive Organisations
1.Facilitate Disruptive
Products
2. Develop Disruptive
Mindsets
3. Ensure Strategy and
Portfolios Disruptively Evolve

23. 1. Facilitate Disruptive Products

24. TimeFixed Flexible
ScopeFixed Flexible
QualityFixed Flexible
…Fixed Flexible
DisruptionHigh Low
Disruptive Release Planning

25. 3 D’s of the Feature Disruptive Matrix
MMS
Web
Browsing

26. 22%
33%
45% Do It
Delight
Disrupt
Release Backlog Constitution

27. DisruptionHigh Low
Does this release backlog (or roadmap) sufficiently
reflect the level of disruption we require?

28. 2. Develop Disruptive Mindsets

29. Outward or
Inward Focused
E-IExtravert - Introvert
HOW YOU TAKE
IN INFORMATION
S-NSENSING - INTUITION
HOW YOU MAE
DECISIONS
T-fTHINKING - FEELING
HOW DO YOU LIVE
YOUR LIFE
J-PJUDGING - PERCEIVING
E N T J

30. Meta-Programs
1. There are 60 meta-programs
2. Meta-programs are context specific
3. Meta-programs are a spectrum

31. REJUVENATION
EXTROVERT
PEOPLE
INTROVERT
QUIET
An Example

32. The 7 Meta-Programs of a Disruptive Mindset

33. 1. TIME ZONE
PAST FUTURE
PRESENT

34. 2. CHANGE ADAPTER
LATE EARLY
MEDIUM

35. 3. AUTHORITY SOURCE
INTERNAL EXTERNAL

36. 4. RELATIONSHIP COMPARISON
MISMATCH MATCH

37. 5. SCENARIO TYPE
PESSIMISM OPTIMISM

38. 6. CONVENTIONAL
CONFORMIST NON-CONFORMIST

39. 7. RISK TAKING
EXCITEMENT FEARFUL

40. 2. CHANGE ADAPTER
1. TIME ZONE
7. RISK TAKING
3. AUTHORITY SOURCE
6. CONVENTIONAL
4. REL. COMPARISON
5. SCENARIO TYPE
FUTURE
EARLY
INTERNAL
MISMATCH
OPTIMISM
NON-CONFORMIST
EXCITEMENT
7 Elements of a Disruptive Mindset

41. Self-Assessment: bit.ly/DMAssess
Disruptive Mindset: bit.ly/DisMind

42. 3. Ensure Strategy and Portfolio
Disruptively Evolve

43. Business Model
Disruptive Organisations
StrategyDisruptionContinuous Strategy
PortfolioDisruptionLean Portfolio
Disruptive
Value Delivery
Design Thinking and Agile
Disruptive
Mindset

44. Key Points to Remember
• Disruption is scary but, If you don’t disrupt, you will get disrupted
• Agile is the ability to create and respond to disruption
• A DisruptionMaster facilitates disruption by:
1.Facilitate Disruptive
Products
2. Develop Disruptive
Mindsets
3. Ensure Strategy and
Portfolios Disruptively Evolve

45. Will you get disrupted?

46. What is your version of Mail Order DVD’s?

47. Will you do anything different?

48. INTENTIONREFLECTION
Disrupting Yourself
Evolution Helix

49. Progressive Development
Evolution Helix

50. INTENTIONREFLECTION
1. Disrupt Yourself
2. Broaden Your Awareness
3. Understand your Fears
1. The Problem
2. The need to change
3. 3 Ways to Facilitate Disruption
1. How did outcomes achieved align
to your intentions?
2. How is/has fear served you?
3. What insights can you gain?
1. Actively Choose What You Do
2. Facilitate Disruption
3. Step Out of Your Comfort Zone
Disrupting Yourself

51. Do something that scares you!

52. EvolvingDigitalLeadership.com
@JamesCuriously
james@EvolvingDigitalLeadership.com
Evolving Leadership for a
Better Future