The document discusses the concept of an "Agile Enterprise" and the role of leadership and organizational health in scaling agile practices. An Agile Enterprise is described as more than just implementing agile methods for software development - it is a nimble, responsive, innovative system that is agile-informed in its purpose, structure, processes and culture. This allows the enterprise to use business agility as a competitive advantage. The document emphasizes that effective leaders, teams and organizations create "Cycles of Value" by aligning, acting, and adjusting to continuously improve and innovate.

1. The
Agile
Enterprise:
The
Role
of
Leadership
&
Organizational
Health
in
Scaling
Agile
Marni
Gauthier,
PhD
May
31,
2017

2. Leaders,
Teams
&
Organizations
who
are
Effective,
Building
Alignment
&
Empathy
The
last
cPrime webinar
closed
with
a
poll
for
next
webinar
topic.
The
winner
was:
“Building
Alignment
&
Empathy.”
ØWhat
does
“Building
Alignment
&
Empathy”
mean
to
you?
• Alignment
about
what
software
we’re
Building
&
Empathy
for
our
customer
• Building
Alignment
&
Empathy
both
within
the
leadership
team
&
within
an
organization
– especially
one
undergoing
an
Agile
Transformation
(Both.
What
is
the
relationship
between
the
these?
Alignment,
Clarity
&
Relationship
is
the
cohesive
triad
that
breeds
Enterprise
Agility).

3. Leaders,
Teams
&
Organizations
who
are
Effective,
What
is
the
Agile
Enterprise?
The
Agile
Enterprise:
The
Role
of
Leadership
&
Organizational
Health
in
Scaling
Agile
What
is
”The
Agile
Enterprise”?

4. Leaders,
Teams
&
Organizations
who
are
Effective,
The
Agile
Enterprise
Beyond
implementing
agile
methodologies
for
software
development,
meeting
facilitation
and
initiative
processes,
The
“Agile
Enterprise”
is
broader,
bigger,
deeper
.
.
.

5. Leaders,
Teams
&
Organizations
who
are
Effective,
The
Agile
Enterprise
It’s
a
system:
interdependent.
Like
a
river
system,
it’s
intricate
and
interconnected—both
within
itself
and
without,
to
its
customers
and
marketplace.
Your
organization
is
a
living,
breathing,
interactive
organism.

6. Leaders,
Teams
&
Organizations
who
are
Effective,
The
Agile
Enterprise
Grown
quickly
or
over
decades,
organically
or
by
M&A,
an
enterprise
usually
consists
of
multiple
organizational
units,
objectives,
budgets,
products
or
services,
and
geographies.
The
result
is
often
disparate
tribes
or
cultures
within
the
organization,
whereby
Enterprise
Agility
becomes
more
difficult.

7. The
Agile
Enterprise
is
nimble and
robust.
Responsive
to
an
ever-­‐changing,
high-­‐speed
marketplace,
it
anticipates
customer
needs
and
wants.
Its
capacity
for
innovation
delights customers
and
employees
alike.
Implementing
agile
for
software
development
is
vital
and
not
enough
for
full-­‐scale
agility.
At
scale,
a
company
needs
to
be
agile-­‐
informed
in
its
purpose,
structure,
processes
and
culture.
This
allows
it
to
use
business
agility—a
shared
understanding that
generates
a
new
way
of thinking,
working
and delivering
value—as
a
competitive
advantage.

8. The
Agile
Enterprise
is
nimble and
robust.
Responsive
to
an
ever-­‐changing,
high-­‐speed
marketplace,
it
anticipates
customer
needs
and
wants.
Its
capacity
for
innovation
delights customers
and
employees
alike.
Agile-­‐informed
in
its
purpose,
structure,
processes
and
culture,
it
uses
business
agility—a
shared
understanding that
generates
a
new
way
of thinking,
working
and delivering
value—as
a
competitive
advantage.
That
is
the
Cultural
Operating
System
(COS)
of:
• My
team,
but
not
my
company
as
a
whole.
• My
IT
group,
but
not
the
rest
of
my
organization
• My
entire
company.
• Neither
my
team
nor
my
company.

9. Leaders,
Teams
&
Organizations
who
are
Effective,
PDCA
Cycle
in
Lean-­‐Agile

10. Leaders,
Teams
&
Organizations
who
are
Effective,
Leaders,
Teams,
&
Organizations,
when
they
are
Effective,
Create
Cycles
of
Value
(COV)

11. Aligning
Deeply
Creates
Traction
and
Real
Velocity

12. Strong
Alignment
Generates
Effective
Action

13. Adjusting
is
essential
to
innovation
…
and
to
the
successful
launch
of
the
next
COV

14. Leaders,
Teams
&
Organizations
who
are
Effective,
Cycle
of
Value
(COV)
ØWhich
of
the
three
parts
of
the
COV
is
your
organization
strongest
in?
• ALIGN
• ACT
• ADJUST
ØWhich
of
the
three
parts
of
the
COV
is
your
organization
weakest
in?
• ALIGN
• ACT
• ADJUST

15. Adjusting
is
essential
to
innovation
…
and
to
the
successful
launch
of
the
next
COV
“At
regular
intervals,
the
team
reflects
on
how
to
become
more
effective,
then
tunes
and
adjusts
its
behavior
accordingly.”
~Agile
Manifesto

16. Ascending
Cycles
of
Value:
Kaizen
A
Continuous
Learning
Organization
>
A
Culture
of
Continuous
Improvement
Kaizen
Always
strives
for
innovation
and
evolution

17. Leaders,
Teams
&
Organizations
who
are
Effective,
Conversation
&
Leadership
Managing
the
quality
and
timing
of
conversation
is
how
you
cause
the
connections
that
create
value.
“Dialogue
is
the
basic
unit
of
work
in
an
organization.
The
quality
of
the
dialogue
determines
how
people
gather
and
process
information,
how
they
make
decisions,
and
how
they
feel
about
one
another
and
the
outcome
of
these
decisions.
Dialogue
can
lead
to
new
ideas
and
speed
as
a
competitive
factor
underlying
the
productivity
and
growth
of
the
knowledge
worker.”
~Ram
Charan,
Conquering
a
Culture
of
Indecision

18. Leaders,
Teams
&
Organizations
who
are
Effective,
Quality
and
Timing
Converse =
Con
(with)
+ Verse
(turn).
To
CONVERSE
with
someone—an
individual
or
several
people,
within
a
team
or
between
teams,
your
boss,
direct
report
or
customer—is
to
turn
with
them.
Conversation
and
Leadership

19. Leaders,
Teams
&
Organizations
who
are
Effective,
The
Agile
Enterprise

20. Leaders,
Teams
&
Organizations
who
are
Effective,
Organizational
Health
Agile
is
not
a
Silver
Bullet
for
Culture
Change

21. Leaders,
Teams
&
Organizations
who
are
Effective,
What
is
your
path
to
Transformation?

22. Leaders,
Teams
&
Organizations
who
are
Effective,
Implementing
Agile
>
Cultural
Operating
System

23. Leaders,
Teams
&
Organizations
who
are
Effective,
Four
Organizational
Disciplines
of
the
Agile
Enterprise
1. Deep
Alignment
(Organizational
EI)
2. Clear
Line
of
Sight
3. Culture
of
Trust
&
Mutual
Influence
4. Skilled
Conversation
(Individual
EI)

24. Leaders,
Teams
&
Organizations
who
are
Effective,
Clear
Line
of
Sight

25. Leaders,
Teams
&
Organizations
who
are
Effective,
The
Human
Dimension
of
Agile
Adoption
“Deep
adoption
of
agile
requires
changing
established
culture
and
will
challenge
even
the
most
evolved
agile
supporter.”
~Otto
Berkes,
CTO,
CA
Technologies,
Digital
Transformation

26. Leaders,
Teams
&
Organizations
who
are
Effective,
Transformational
Leadership
Transformational
leadership
occurs
by influence
and
relationship
rather
than
by
positional
authority.

27. Leaders,
Teams
&
Organizations
who
are
Effective,
Transformational
Leadership
“Organizational
Conversation”
results
in:
• Operational
flexibility
• High
levels
of
employee
engagement
• Tight
strategic
alignment
~Boris
Broysberg and
Michael
Slind,
“Leadership
is
a
Conversation,”
HBR,
June
2012

28. Leaders,
Teams
&
Organizations
who
are
Effective,
Cultural
Operating
System

29. Business
Agility:
a
shared
understanding
that
generates
a
new
way
of
Thinking,
Working
and
Delivering
Value—as
a
competitive
advantage.
Applied
Learning
for
Empowered
Leadership
and
Effective
Action
• Transactional
v.
Transformational
Leadership
• Lean
&
Line
of
Sight
• Crucial
Conversations
• Trust
• Establishing
Collaborative
Partnerships
• Decision
Styles
/
Emotional
Intelligence
• The
Five
Dysfunctions
of
a
Team
“The
significant
problems
we
have
cannot
be
solved
with
the
same
kind
of
thinking
with
which
we
created
them.”
~Albert
Einstein

30. Gap
Analysis
“The
first
responsibility
of
a
leader
is
to
define
reality.”
~Max
DePree
Alignment:
Creates
the
Conditions
for
Innovation
Current
Reality Future
Vision
In
the
gap
between
current
reality
and
future
vision
is
creative
tension.
Genchi Genbutsu
Goes
to
the
source
to
find
the
facts
and
make
decisions
thoughtfully
by
consensus
&
implements
decisions
rapidly.

31. Leaders,
Teams
&
Organizations
who
are
Effective,
Cultural
Operating
System

32. Leaders,
Teams
&
Organizations
who
are
Effective,
Questions,
Comments,
Discussion

33. Leaders,
Teams
&
Organizations
who
are
Effective,
Reach
Out
Marni
Gauthier,
PhD
Marni@FourSiteLeadership.com
LinkedIn
Marketing@cPrime.com