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Dojo or Bust? The Next Wave of Immersive Learning

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Dojos are the darling of technical learning and organizational transformation these days, but are they all they’re cracked up to be or just the latest industry fad?

Join David Laribee, Head of Dojos/Strategic Advisor, and Anne Steiner, VP of Product Agility at Cprime, as they dig deeper into all things Dojo.

We’ll learn how Dojos can become incubators for elite product development teams and serve as a more effective way to deploy and cultivate internal coaching capabilities. Then we’ll explore several advanced topics: measuring Dojo ROI; Dojos versus traditional training programs; sustaining learning momentum after a team’s Dojo experience; and, Dojos as a core component of a larger digital transformation strategy.

Through real examples and stories, Dave and Anne will share the learnings DevJam (now Cprime) has had in helping dozens of company’s set up and tune Dojo experiences over the last five years.

In the end, you‘ll get a quick head start — whether you’re championing a Dojo approach in your organization or tuning an existing immersive learning environment toward scale.

In this webinar you'll learn:
*The basics of the Dojo approach.
*How we create time and space for a team to focus on their challenge.
*How we coach teams in using metrics within their Dojo challenge and beyond
*How we work with groups at scale to create the conditions for lasting and continuous change

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Dojo or Bust? The Next Wave of Immersive Learning

  1. 1. ©2019 Cprime, Inc. All rights reserved. Do not copy without express written permission. WWW.CPRIME.COM | 877.753.2760
  2. 2. DOJO OR BUST? The Next Wave of Immersive Learning David Laribee | david.laribee@cprime.com Anne Steiner | anne.steiner@cprime.com
  3. 3. TODAY’S EXPERT SPEAKER DAVID LARIBEE • 20 years as a developer • 5+ years as leader & coach • Head of Dojos @Cprime • Former: Target Dojo Head Coach, VersionOne, Microsoft MVP Solution Architecture
  4. 4. TODAY’S EXPERT SPEAKER ANNE STEINER • VP, Product Agility @Cprime • 10 years as an FE Developer • 7 years as a Product Manager • 5+ years as a Leader and Coach
  5. 5. AGENDA 01 INTROS 02 BASICS OF DOJO APPROACH 03 CREATING TIME AND SPACE FOR THE CHALLENGE 04 DOJO LEARNING AND MEASURING VALUE 05 SCALING LASTING CHANGE 06 TAKEAWAYS /CONTINUE CONVERSATION / Q&A
  6. 6. BASICS OF DOJO APPROACH
  7. 7. “Teaching is only demonstrating that it is possible. Learning is making it possible for yourself.” ~Paulo Coelho
  8. 8. WHY COURSES AREN’T ENOUGH? • “Training” without doing is hard to apply. • “Training” without doing your real work is hard to bridge. • “Training” without doing your real work in your real context with your real constraints is hard to stick.
  9. 9. EXERCISE MINS dojo | ‘do, jo | noun A six week deep dive in which teams set technical, business, and product goals, identify success metrics, and iterate rapidly, sharing their progress and learning⎯ all while supported by dedicated experts. ©2019 Cprime, Inc. All rights reserved | Do not copy without express written permission. 9
  10. 10. DOJOS A dojo is a place where teams come together to FOCUS on learning Dojos provide… • An immersive learning experience • In a dedicated location • For a fixed period of time Dojos foster the use of… • Collaborative problem solving • To achieve specific outcomes • Via rapid learning cycles
  11. 11. 33 of the Fortune 500 have implemented Dojos as part of their transformation strategy. Target has given 217+ tours to 170+ organizations. 1000s of teams have been through a Dojo challenge.
  12. 12. HOW DOES IT WORK? FRAME LEARN INTAKE REVIEW EXIT
  13. 13. LEARN 2-Day Iteration Frame Review … Discover & Define Build & Deploy Measure & Learn Continue Iterating for 4 Weeks
  14. 14. LEARNING IS IN CONTEXT ©2019 Cprime, Inc. All rights reserved | Do not copy without express written permission. 14
  15. 15. WHO IS IMPACTED? “People support the world they help create” - Dale Carnegie Leadership Team Members Coaches
  16. 16. LEADERSHIP What We Need Dial Down Delivery Pressure Team Protection Involvement and Collaboration What You Get High Quality Faster Time to Market Energized Teams
  17. 17. TEAM MEMBERS What We Need Prioritize Your Challenge Focus and Commitment An Open Mind Skeptics and Challengers What You Get Tool / Practice Mastery Ownership and Influence Learning to Learn at Work A Team You Like
  18. 18. COACHES What We Need Hands-On, Engaged Show, Don’t Tell Nice, But Direct Product, Technical, Workflow What You Get New Tools and Approaches Coaching Community Favorable Odds Results
  19. 19. CREATING TIME AND SPACE FOR CHALLENGE
  20. 20. CORE DOJO VALUES AND PRINCIPLES Learning Over Delivery Real Backlog Product Mindset High Collaboration Team-Driven Metrics Visual Context
  21. 21. CONSTRAINTS Enabling Dedicated Space 6-week Timeframe Team Choices – Goals & Success Measures Team Focus and Commitment Potentially Harmful Distraction and Matrixed Orgs “Meeting Culture” Delivery Over Learning
  22. 22. DOJO LEARNING AND MEASURING VALUE
  23. 23. How do we measure the ROI of becoming a learning organization? HHO
  24. 24. What kinds of teams do you need to build? What capabilities must these teams grow and/or adopt? HHO
  25. 25. CAPABILITIES Teams with a higher degree of autonomy extend their capabilities, exhibiting behaviors and mastering skills important to each. More siloed orgs align capabilities to departments and, thereby, handoffs.
  26. 26. CAPABILITIES The Startup Accelerator Startups often operate in a developer-does-all mode. Non- dev skills are bound to individual heroic effort. Investment in quality tends to follow product- market fit. Early accelerators focused on coaching companies in customer discovery.
  27. 27. CAPABILITIES The Feature Delivery Team We see a hard divide between discover/delivery/ops in groups new to scaled agile and/or in overly hand-off driven organizations. These groups tend to be more static in their approach to learning. Delivery-only teams are often coupled to enabling specialists - UX.
  28. 28. CAPABILITIES Continuous Deployment A Dojo embracing DevOps culture, practices and tooling seeks to grow certain capabilities including: • Pipeline as code • Infrastructure as code • Security compliance • Pager Duty / SRE Model
  29. 29. Select practices and measures that support behavioral change targeting desired capabilities. HHO
  30. 30. SELECTING PRACTICES Test-driven Development is a design practice that impacts several capabilities a team or organization might want to develop internally. What behaviors do we need to influence, model, or witness (less of / more of) in order to affect change?
  31. 31. BEHAVIORAL CHANGE From Unit testing as a task Shotgun surgery Prescriptive specification Heavy reliance on end-to-end tests. To All code written under a failing test Disciplined refactoring Design changes as developers learn Fewer E2E tests. More unit tests.
  32. 32. Coaches work with teams to identify aspirational impacts. Match impacts with attainable measures and commitments supporting behavioral change. HHO
  33. 33. ASPIRATIONAL IMPACTS
  34. 34. ATTAINABLE MEASURES
  35. 35. THE TESTING PYRAMID
  36. 36. LEARNING MEASURES Functional Test Suite Proportion
  37. 37. ASPIRATIONAL IMPACTS
  38. 38. ASPIRATIONAL IMPACTS
  39. 39. NET PROMOTER SCORE
  40. 40. EXPERIMENTING WITH NPS Reducing Coach Capacity
  41. 41. IN THE END
  42. 42. BRINGING IT ALL TOGETHER • What capabilities do you want? • What is the limiting potential? • How do you measure learning?
  43. 43. KEEP THE CONVERSATION GOING… • Reach out and connect with David and Anne • David.Laribee@cprime.com Anne.Steiner@cprime.com • Register for upcoming webinar: Innovation Portfolio Management At Scale with Jira Align https://cprime.zoom.us/webinar/register/9115716946593/WN_qC6M68z8QAet4oyOlLjCgw • Check out our upcoming webinars; read our blog, download whitepapers/case studies & more: • www.cprime.com/resources • Share with us what topics you are interested in, ask us questions or give us feedback! • learn@cprime.com • Follow us on Social Media and share in the conversation & keep updated on thought leadership, events & more. • www.linkedin.com/company/cprime-inc • @CprimeInc on Twitter • Cprime on Facebook
  44. 44. THANK YOU

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