Ever feel like the market moves faster than your marketing team? Or wonder how flexible your finance (and leadership!) teams would really be if self-direction glitched and blew a million dollars? Organizations introduce Agile believing it will lead in part to greater responsiveness and resiliency. Yet, why do so many fail to achieve those outcomes? It isn’t just that they’re structured and operated by default along hierarchical lines rather than by design for iterative work. Achieving the full benefits of Agile comes from shifting the culture and mindset of a whole organization, sometimes as radically as encouraging it to “Make New Mistakes.” This very philosophy was a driver in the fastest division in HP’s history to reach $1B, a hardware division that was focused on manufacturing operations with razor thin margins, and markets that changed 3x faster than the development lead time. Through a series of short stories and exercises, attendees will explore 5 practices from that business which led to roaring success. We’ll probe their parallels in Lean / Agile practice. With each one, you’ll briefly self-inspect the state of your own organization, as well as create a backlog you can use to adapt in your “real world” beyond the conference. Do you have, or want, a vision that takes you beyond high performing teams, to a high performing, resilient business? Come hear how you can help your organization shift from mechanics that “do” Agile, and walk away with a feel for what’s possible when not just development but a whole organization surfs the flow of “being” Agile.

1. WIPEOUT!
MAKE *NEW* MISTAKES
1“Wipe out!” by Paul Wordingham is licensed under CC BY

2. 90 SECONDS: MEET SOMEONE NEW
2“DOA SPEED DATING - ASC 2009” by Florida Supercon is licensed under CC BY

3. 3
“RAF Falcons Parachute Display Team” by Defence Images is licensed under CC BY SA

4. AGILE FOR BUSINESS SURVIVAL
4
14 mo design cycle
3 mo shelf life
HP PC: http://www.macmemorystore.com/content/navigation/small/xt963.jpg
SW Bits: http://www.newpackettech.com/software_bits.jpg
HWSW +
All with WEEKLY iterations of the plan
Breakeven
$4B/y
6 in USA
20
Products / qtr
200
in EU alone

5. 5
Bernie Maloney, CSP
PE, CSM, CSPO
Agile Coach
Accelerating Genius
Turning Strategies into Results
From Startup to Beyond $100M

6. 6

7. AGILE IS AN ONION
7
Mindset
Values
Principles
Practices
Tools &
Processes
Credit: Simon Powers
More Valuable
Less Visible
More Visible
Less Valuable
Can be adopted
in command & control
Requires Structural
and Culture change
Move toward
Resilient, Learning Org

8. START WITH PURPOSE
A CLEAR “WHY”
11“Accomplished Top of Mountain” by Thoroughly Reviewed is licensed under CC BY

9. INITIALLY (HOW AGILE STARTS):
12
Feature
Story
Story
Story
Team
WORK IN THE BUSINESS
Ongoing Grooming
“Storytime”
Operate

10. AS VISION & THEMES EXPAND…
13
Feature
Story
Story
Story
Team
Ongoing Grooming
“Storytime”

11. WORK ON THE BUSINESS
14
Anticipate
Product
Roadmaps
Epics
Releases
X
Feature
Story
Story
Story
Feature
Feature
Feature
PortfolioTeam
Ongoing Grooming
“Storytime”

12. 15
[DR. MARTIN LUTHER KING] GAVE THE
“I HAVE A DREAM” SPEECH,
NOT THE “I HAVE A PLAN” SPEECH.
Simon Sinek
http://youtu.be/u4ZoJKF_VuA
Start With Why

13. YOUR ORGANIZATION’S “WHY”
16“Accomplished Top of Mountain” by Thoroughly Reviewed is licensed under CC BY

14. STABLE TEAMS
17“Delicate Balance” by Brandon Satterwhite is licensed under CC BY

15. 18
A TEAM IS NOT A GROUP OF PEOPLE
WHO WORK TOGETHER.
Simon Sinek

16. 19
Simon Sinek
A TEAM IS NOT A GROUP OF PEOPLE
WHO WORK TOGETHER.
A TEAM IS A GROUP OF PEOPLE
WHO TRUST EACH OTHER.

17. VIRGINIA SATIR’S CHANGE MODEL
Bruce Tuckman’s Stages of Team Development
20
Forming
Storming
Norming
Performing
http://www.stevenmsmith.com/images/satir_graph.png

18. HOW STABLE ARE YOUR TEAMS?
21“Delicate Balance” by Brandon Satterwhite is licensed under CC BY

19. GROW THE LEADERSHIP STYLE
22“Follow the Leader” by Blair Gannon is licensed under CC BY

20. 23http://events.r20.constantcontact.com/register/event?llr=nolsehqab&oeidk=a07e9rgda6w801fea44
http://en.wikipedia.org/wiki/Situational_leadership_theory

21. CHARACTERISTICS
24
Direction
CoachingSupporting
Delegation
Task / OutputResult / OutcomeFollowers Own:
You Decide
I Trust You
We Talk
You Decide
We Talk
I Decide
I Talk
I Decide

22. AGILE GOAL: SELF DIRECTED TEAMS
25
Direction
CoachingSupporting
Delegation
Task / OutputResult / OutcomeFollowers Own:
You Decide
I Trust You

23. WHERE’S YOUR LEADERSHIP STYLE?
26“Follow the Leader” by Blair Gannon is licensed under CC BY

24. ENABLE SELF DIRECTED TEAMS:
CLARIFY DECISION AUTHORITY
RACI/DACI Matrices; Delegation Boards
27“Decisions” by Manel Torralba is licensed under CC BY

25. GET THE FUNDAMENTALS SOLID
28
Feature
Story
Story
Story
Team
Ongoing Grooming
“Storytime”
BUILD TRUST
SHOW TEAMS HOW TO MAKE DECISIONS
RECOGNIZE COURAGE & FOCUS
Operate

26. ROLE CLARIFICATION W/ RACI
Responsible
Does the work
Consulted
Influencer
Accountable
Single “hand to shake”
Informed
Needs to know
in order to collaborate
29

27. A COMPARISON: DACI
Accountable
Does the work
Consulted
Influencer
Decider
Arbiter for Decisions
Recieves Consequensces
Informed
Needs to know
in order to collaborate
30

28. Informed
SITUATIONS
Responsible
Consulted
Accountable
Typical
Informed
Responsible
Consulted
Accountable
Informed
Consulted
Responsible
Accountable
Ideal Practical
31

29. CHART EXAMPLE – ACROSS A PLC
SCHEDULE DRIVEN, HIGH VOLUME, HIGH MIX, HW
CGR IGR DGR RQA (FC) MR FCS EOL EOSL
SYS System Mgr C C A C C C A I I
MKT Product Mkt A + R A + R C C C C R A C
Front End Mkt (Channel/Sales) C C C I I I R C C
R&D Project Manager C C R A A A R I I
Architect C C C R R R C I
Electrical Eng C C R R R C I
Mechanical Eng C C R R R C I
Software Eng C C R R R C I
Component Owners I C R R R C I
Project Coordinator I R R R R
QA Quality Program Manager C C C R R R C I
Audit Manager C C C C R R C I
Certification/regulatory Expert C C R R R R C I
Proc Partner Biz Mgr C C R R R R R C C
Component Mgr C C R R R R C C
MFG New Prod Intro I C C C R R I
Business Planner I C C C R R C
SUP Support Manager C C C R R R C C A
Escalation Manager C C C C C C I R
Sustaining engineering C C C R R R
FIN Finance C C C C C C C I I
32

30. DELEGATION BOARDS
1. Tell: decisions made from Manager Role
2. Sell: while seeking team commitment, Manager decides
3. Consult: get team input before decision
4. Agree: make decisions with team (equal voice)
5. Advise: influence decision made by team
6. Inquire: team decides, convinces Manager after
7. Delegate: no Manager influence; let team work it out
33
http://www.slideshare.net/jurgenappelo/management-30-in-50-minutes
1 Tell
2 Sell
6 Inquire
3 Consult
4 Agree
5 Advise
7 Delegate

31. DELEGATION BOARD: EXAMPLE
34
1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate
Select Team
Set Schedule
Document
APIs
Name Team
Scope
Release
Determine
Architecture

32. 3 COMMON DECISIONS
CURRENT STATE, FUTURE STATE
35“Decisions” by Manel Torralba is licensed under CC BY

33. SEE THE WHOLE
(EVOLVE BY DESIGN VS. DEFAULT)
36“Binoculars” by Vestman is licensed under CC BY

34. TECH BUSINESS: EARLY / SMALL
Engr
37
Mkt
Need /
Market
Solution /
Technology
Team

35. TECH BUSINESS: MEDIUM
38
Legal
IT
Arch
Build
Client
SW
Sales
Biz Dev
Tech
Partner
QE
Fin $
HW
Mfg
UX
Product
Mgt

36. TECH BUSINESS: LARGER / LATER
User
docs
IT appl
IT ops
Support
Legal
Cloud
Services
Arch
Build
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
39
Product
Mgt

37. COORDINATING THIS = COMPLEX
User
docs
IT appl
IT ops
Support
Cloud
Services
Arch
Build
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
HW
Mfg
UX
40
Product
Mgt
Legal
Fin $

38. SCALE BY ABSTRACTING THE PATTERN
User
docs
IT appl
IT ops
Support
Legal
Cloud
Services
Arch
Build
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
Marketing Engineering
41
Product
Mgt
Market Technology

39. TECH BUSINESS: EARLY / SMALL
Engr
42
Mkt
Need /
Market
Solution /
Technology
Team

40. ABSTRACTING THE PATTERN
User
docs
IT appl
IT ops
Support
Legal
Cloud
Services
Arch
Build
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
Marketing Engineering
43
Product
Mgt
Market Technology
Start

41. ABSTRACTING THE PATTERN
User
docs
IT appl
IT ops
Support
Legal
Cloud
Services
Arch
Build
Client
SW
Sales
Outb’nd
Mtkg
Cust
Partner
Biz Dev
Tech
Partner
Beta
Mgt
Perf /
Stab
QE
Fin $
HW
Mfg
UX
Marketing Engineering
Operations
G&A
44
Product
Mgt
HR
Run
Start

42. APPLY LEAN: SEE THE WHOLE
45
Marketing Engineering
Need /
Market
Start
Run
Solution /
Technology
Legal
Fin $
G&A
HR
Operations

43. MAP YOUR WHOLE ORGANIZATION
46“Binoculars” by Vestman is licensed under CC BY

44. SHIFT THE ORGANIZATION’S
BE-ING
Summary: The Big Picture
47“170628-gear-shift-knob-manual.jpg” by r. nial bradshaw is licensed under CC BY

45. START WITH PURPOSE
48“Accomplished Top of Mountain” by Thoroughly Reviewed is licensed under CC BY

46. 49
GREAT LEADERS GIVE US
SOMETHING TO BELIEVE IN
NOT SOMETHING TO DO
Simon Sinek

47. STABLE TEAMS
50“Delicate Balance” by Brandon Satterwhite is licensed under CC BY

48. VIRGINIA SATIR’S CHANGE MODEL
Bruce Tuckman’s Stages of Team Development
51
Forming
Storming
Norming
Performing
http://www.stevenmsmith.com/images/satir_graph.png

49. GROW LEADERSHIP STYLE
52“Follow the Leader” by Blair Gannon is licensed under CC BY

50. 53
Direction
CoachingSupporting
Delegation
Shift
from Direction
to Delegation

51. ENABLE SELF DIRECTED DECISIONS
54“Decisions” by Manel Torralba is licensed under CC BY

52. CGR IGR DGR RQA (FC) MR FCS EOL EOSL
SYS System Mgr C C A C C C A I I
MKT Product Mkt A + R A + R C C C C R A C
Front End Mkt (Channel/Sales) C C C I I I R C C
R&D Project Manager C C R A A A R I I
Architect C C C R R R C I
Electrical Eng C C R R R C I
Mechanical Eng C C R R R C I
Software Eng C C R R R C I
Component Owners I C R R R C I
Project Coordinator I R R R R
QA Quality Program Manager C C C R R R C I
Audit Manager C C C C R R C I
Certification/regulatory Expert C C R R R R C I
Proc Partner Biz Mgr C C R R R R R C C
Component Mgr C C R R R R C C
MFG New Prod Intro I C C C R R I
Business Planner I C C C R R C
SUP Support Manager C C C R R R C C A
Escalation Manager C C C C C C I R
Sustaining engineering C C C R R R
FIN Finance C C C C C C C I I
55
1 Tell 2 Sell 6 Inquire3 Consult 4 Agree 5 Advise 7 Delegate
Select Team
Set Schedule
Document
APIs
Name Team
Scope
Release
Determine
Architecture

53. SEE THE WHOLE
56“Binoculars” by Vestman is licensed under CC BY

54. APPLY LEAN: SEE THE WHOLE
57
Marketing Engineering
Need /
Market
Start
Run
Solution /
Technology
Legal
Fin $
G&A
HR
Operations

55. 58
GREAT LEADERS GIVE US
SOMETHING TO BELIEVE IN
NOT SOMETHING TO DO
Simon Sinek

56. BOTTOM LINE: IT’S ABOUT MINDSET
59
Tools &
Processes
Practices
Principles
Values
Mindset
Credit: Simon Powers
More Valuable
Less Visible
More Visible
Less Valuable
Can be adopted
in command & control
Requires Structural
and Culture change
Move toward
Resilient, Learning Org

57. 60
DOING AGILE APPEARS EASY

58. 61
DOING AGILE APPEARS EASY.
BEING AGILE TAKES DISCIPLINE
& COURAGE.
Bernie Maloney

59. 62“Takeaway” by Jeremy Segrott is licensed under CC BY

60. @berniemaloney 63
Bernie Maloney, CSP
PE, CSM, CSPO
Agile Coach
Accelerating Genius
Turning Strategies into Results
From Startup to Beyond $100M
bernard_maloney@persistent.com
@berniemaloney
linkedin.com/in/berniemaloney

61. FIN
Ut Prosim. Namaste.
64