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An Integral Agile Transformation Approach - Miljan Bajic

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An Integral Agile Transformation Approach - Miljan Bajic

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An Integral Agile Transformation Approach - Miljan Bajic

  1. 1. @miljanbajic 1 An Integral Agile Transformation: Systems, Practices, Mindset, and Culture Miljan Bajic, CEC, MBA, PMP
  2. 2. @miljanbajic 2*Research and experiments done by G.R. Stephenson in 1960s.
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  11. 11. @miljanbajic 11 Perhaps they were all following the Monkey System? Maintaining the status quo? Not ready to change or challenge their beliefs? Do you have such Monkey System in your organization?
  12. 12. @miljanbajic 12 More than 70% of “change programs” fail. ▪ Why do these “change programs” fail? 70% unsuccessful *John Kotter: A Sense of Urgency
  13. 13. @miljanbajic 13 Barriers to Agile Adoption & Transformation *11th Annual State of Agile Report
  14. 14. @miljanbajic 14 Barriers to Agile Adoption & Transformation ● Organizational Culture ● Lack of buy in and understanding from management ● Legacy infrastructure and business model ● Executive/Organizational Buy-in ● Mindsets are traditional ● Organizational Structure ● How projects are funded ● Product Owner Availability ● Resource Shuffling ● Too much hierarchy ● Lack of training ● WaterScrumFall approach in Maine *Agile Maine Survey (February 2017)
  15. 15. @miljanbajic 15 Adoption or Transformation Changing HOW we do something New Tools > New Practices Adopting agile practice and frameworks. Changing WHO we are New Behaviours > New Habits Delivering value to customers every sprint.
  16. 16. @miljanbajic 16 Agile or Agility? Doing Agile Noticeable Benefits ● Improved visibility ● Improved productivity ● Improved quality Being Agile Immense Benefits ● Delignted Customers ● Motivated Employees ● High Engagement
  17. 17. @miljanbajic 17 A Holistic Transformation Approach Adapted from Michael Spayd’s Integral Agile Transformation approach. SINGULAR COLLECTIVE TANGIBLE (Organization Focused) INTANGIBLE (People Focused) Mindset The perspective of individuals connected to the organisation Culture The perspectives of groups and teams connected to the organisation Practices & Roles The capability of individuals and processes within the organisation Environment/Sys The tangible systems, structures and strategies of the organisation Holistic Transformation
  18. 18. @miljanbajic 18 Environments/Sys The tangible systems, structures and strategies of the organisation
  19. 19. @miljanbajic 19 Systems and Structures COLLECTIVE TANGIBLE (Organization Focused) ● Strategy ● Value Streams ● Processes ● Organizational Design Adapted from Michael Spayd’s Integral Agile Transformation approach.
  20. 20. @miljanbajic 20 Organizational Design But is that the right question? How can we simplify the unnecessarily and complex organizational designs, and be agile rather than do agile? “How can we apply agile at scale in our complex organization?” Traditional organisations try to solve problems by adding roles, processes, and artifacts.
  21. 21. @miljanbajic 21 Environments and Structures
  22. 22. @miljanbajic 22 How Things Are...
  23. 23. @miljanbajic 23 What is the cost of bureaucracy? https://hbr.org/2016/09/excess-management-is-costing-the-us-3-trillion-per-year
  24. 24. @miljanbajic 24 Environments and Structures
  25. 25. @miljanbajic 25 Environments and Structures
  26. 26. @miljanbajic 26 Functional Silos vs Value Streams
  27. 27. @miljanbajic 27 Environments and Structures
  28. 28. @miljanbajic 28 Traditional vs. Adaptive Budgeting
  29. 29. @miljanbajic 29 Larman's Law
  30. 30. @miljanbajic 30 Environments and Structures ● Culture follows structure. What type of impact do your organizational structures have on your agile adoption or transformation? ● How would you see Agile impacting your organization? ● Is your value delivery smooth and fast? Adapted from Michael Spayd’s Integral Agile Transformation approach.
  31. 31. @miljanbajic 31 Practices & RolesThe capability of individuals and processes within the organisation.
  32. 32. @miljanbajic 32 Practices & Roles SINGULAR TANGIBLE (Organization Focused) ● Roles and Skills ● Practices and Frameworks ● Behaviour ● Tools Adapted from Michael Spayd’s Integral Agile Transformation approach.
  33. 33. @miljanbajic 33 Practices & Roles
  34. 34. @miljanbajic 34 Practices & Roles ● Are the purposes of ceremonies fulfilled? ● Do you have sufficient technical practices? ● Are pivotal roles filled completly? Adapted from Michael Spayd’s Integral Agile Transformation approach.
  35. 35. @miljanbajic 35 MindsetThe perspective of individuals connected to the organisation
  36. 36. @miljanbajic 36 Mindset SINGULAR INTANGIBLE (People Focused) ● Beliefs ● Attitudes ● Cognitive Capacity ● Mindfulness Adapted from Michael Spayd’s Integral Agile Transformation approach.
  37. 37. @miljanbajic 37 Mindset ● Do you live agile values and principles and do they mean something to you? ● Is transparency just a good idea or do you do it all the time? ● Can you tolerate ambiguity and uncertainty? ● Are you relentlessly improving? Adapted from Michael Spayd’s Integral Agile Transformation approach.
  38. 38. @miljanbajic 38 CultureThe perspectives of groups and teams connected to the organisation
  39. 39. @miljanbajic 39 Culture COLLECTIVE INTANGIBLE (People Focused) ● Trust ● Engagement ● Relationships ● Team Dynamics ● Collective Beliefs Adapted from Michael Spayd’s Integral Agile Transformation approach.
  40. 40. @miljanbajic 40 Culture “Culture does not change because we desire to change it. Culture changes when the organization is transformed." - Frances Hesselbein Adapted from Michael Spayd’s Integral Agile Transformation approach.
  41. 41. @miljanbajic 41 Culture ● Is it true “we space” or collection of “I’s”? ● Do you have a compelling purpose? ● How ready is your culture for transformation? Adapted from Michael Spayd’s Integral Agile Transformation approach.
  42. 42. @miljanbajic 42 Laloux Culture Model Adapted from Michael Spayd’s Integral Agile Transformation approach. https://vimeo.com/121517508
  43. 43. @miljanbajic 43 A Holistic Transformation Approach SINGULAR COLLECTIVE TANGIBLE (Organization Focused) INTANGIBLE (People Focused) Mindset Lean and Agile Values and Principles, Leadership Circle Profile, ESI/EQ Instruments, MBTI instrument. Culture Laloux Culture Model, Schneider Culture Model, Leadership Culture. Practices & Roles Scrum, Kanban, Continuous Delivery, XP, Scrum Master, Product Owner. Environment Value Stream Mapping, Org Architecture Modeling, Scaling Agile Frameworks, Services Oriented Architecture. Holistic Transformation Adapted from Michael Spayd’s Integral Agile Transformation approach.
  44. 44. @miljanbajic 44 Takeaway Circle One thing that you’re taking from today’s presentation that you want to share with everyone?

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