Creating lasting agile change

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Creating lasting agile change

  1. 1. Creating Lasting Agile Changeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  2. 2. a tale of an agile transition and once upon a time... how everyone lived happily ever afteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  3. 3. transition timeline scale scale 1000 country roll-out 100 transition team leadership pilot team 10 teamsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  4. 4. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  5. 5. delighting the customeragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  6. 6. of course, all our transitions go like thisagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  7. 7. well... not just yetagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  8. 8. challenge of empowering why a successful agile transition is more than the sum of its parts agile organizationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  9. 9. empowerment used to mean self-managementagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  10. 10. situational leadership (Hersey, Blanchard) supporting coaching for people with: for people with: a lot high competence some competence supportive behaviourThe Hersey-Blanchard variable commitment some commitmentSituational LeadershipTheory rests on twofundamental concepts: delegating directing• leadership style and for people with: for people with: little high competence low competence• the individual or high commitment high commitment groups maturity level little a lot directive behaviouragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  11. 11. today self-organization trumps self-managementagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  12. 12. self-organization vs. self-management is a change in is a tool change not a enterprise culture cultural changeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  13. 13. change is not the same as progress The last 100 years hasseen lots of improvements in golf clubs but golf scores have stayed the sameagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  14. 14. self-organization vs. self-management is a change in is a tool change not a enterprise culture cultural change management creates management acts as the environment policy policeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  15. 15. from control to enablement John Hagel [in The Power of Pull] talks about necessity of shifting from predictable outputs and inputs to activating the right resources and ecosystems at the right time Maria Ogneva, Head of Community at Yammer http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.htmlagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  16. 16. self-organization vs. self-management is a change in is a tool change not a enterprise culture cultural change management creates management acts as the environment policy police role of leadership role of leadership is left changes unchangedagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  17. 17. leadership challenge “However most of the high- performance teams were not manager-led teams. They were teams where the management had deliberately stepped back, or was inattentive or where one reason or another was totally absent, thus enabling the team to self- organize.” Steve Denningagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  18. 18. situational leadership (Hersey, Blanchard) supporting coaching for people with: for people with: a lot high competence some competence supportive behaviourThe Hersey-Blanchard variable commitment some commitmentSituational LeadershipTheory rests on twofundamental concepts: delegating directing• leadership style and for people with: for people with: little high competence low competence• the individual or high commitment high commitment groups maturity level little a lot directive behaviouragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  19. 19. “At the University of California at Irvine, ...they just planted grass... they adapting vs. defining waited a year and looked at where people had made paths in the grass and built the side walks there.”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  20. 20. human innovation•building in-house innovation capability•lean manufacturing Human Innovation at Appliance Park•new model for labor relations http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-manufacturing-renewal/ar/1agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  21. 21. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  22. 22. build internal coaching capability transition team •build redundancy in •find passionate people •high calibre, influential leadership expectationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  23. 23. build internal coaching capability transition team •Involve leadership from beginning, not as an after thought leadership •Help leadership lead by example expectationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  24. 24. build internal coaching capability transition team •lean leadership - decades! •why do we think we leadership can do it in weeks? expectationsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  25. 25. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  26. 26. Focus on framework and boundary objects Institutionalize knowledge sharing Share success not best practicesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  27. 27. adopt agile practices and principles Focus on framework and boundary objects Institutionalize knowledge sharing Share success not best practicesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  28. 28. adopt agile practices and principles Share success not best practicesDilbert ©2012 agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  29. 29. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  30. 30. align metrics and HR with self-organization reward with autonomy, mastery, purpose incorporate holistic view / guidance create environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  31. 31. align metrics and HR with self-organization reward with autonomy, mastery, purpose incorporate holistic view / guidance create environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  32. 32. align metrics and HR with self-organization reward with autonomy, mastery, purpose incorporate holistic view / guidance create environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  33. 33. creating lasting agilechange build internal coaching capability adopt agile practices and principles align metrics and HR with self-organizationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  34. 34. Further viewing/reading• Slideshare: http://www.slideshare.net/davesharrock• The Rise of the Empowered Employee http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html• The CEO of General Electric on Sparking an American Manufacturing Renewal http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american- manufacturing-renewal/ar/1• Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations by Ken Blanchard• Drive by Daniel Pink http://www.youtube.com/watch?v=u6XAPnuFjJcagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  35. 35. “Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford thank you dave.sharrock@agile42.com skype: dave.sharrock twitter: @davesharrock slides: slideshare.net/davesharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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