Agile 2012 - leadership agility workshop slides -- final.pptx

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Agile 2012 - leadership agility workshop slides -- final.pptx

  1. 1. Getting to the Next Level:Prac%cing  Leadership  Agility  for   Effec%ve  Agile  Management Michael Hamman & Bill Joiner BigVisible and ChangeWise
  2. 2. Session  Overview  •  Setting the Context for Leadership Agility•  Living Case: Three levels of leadership agility•  Application of leadership agility levels to an Agile scenario•  Take-aways
  3. 3. Why  do  we  need    Agile  Leadership?  
  4. 4. Agile  Delivery  Challenges   Organiza:onal  Agility  Ceiling   Agile  Team  Performance  Over  Time  (Weeks  or  Months)   Current “organizational agility ceiling” is created by organizational structures, culture and leadership styles
  5. 5. Missed  Opportuni:es?  1.  Lack of adaptive capacity to sense potential opportunities2.  Lack of adaptive capacity to respond to potential opportunities Limitations in these capacities come from the structures, culture and leadership styles that determine the current “organizational agility ceiling”
  6. 6. Becoming  an  Agile  Organiza:on  •  Increased organizational agility is the goal of any organization that wants to overcome agile delivery challenges and better respond to critical opportunities•  The effectiveness with which this is accomplished is a function of your capacity for leadership agility
  7. 7. Current  Concep:ons  of  Agile  Leadership  •  Upholding Agile principles & values•  Using and supporting Agile practices at team or program level•  Not being a “traditional manager” Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  8. 8. Mul:-­‐Year  Research  Project  •  Do  today’s  condi%ons  require  new   leadership  capaci%es  and  skills?  •  How  do  highly  agile  leaders  think  and   behave?  •  How  does  leadership  agility  develop?   Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  9. 9. What  is  Agility  in  the  Broader  Sense?    The ability to achieve sustainedsuccess in an environment ofaccelerating change andincreasing inter-dependence Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  10. 10. What  is  Leadership  Agility?   Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  11. 11. Essence  of  Agility   Focus   Step  back  Gain  a  broader,  deeper  view   Re-­‐engage,  take  ac%on   Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  12. 12. Stages  of  Development   Synergist Co-CreatorAdult  Stages   Catalyst Achiever Expert Conformer Operator Enthusiast Pre-­‐Adult  Stages   Explorer Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  13. 13. Leadership  Agility  Capaci:es   Current •  10%  Catalyst        Ins:tu:onal  “Ceiling”   •  35%  Achiever   •  45%  Expert   •  10%  Pre-­‐Expert   Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  14. 14. The  Research  Shows  that  …   •  You  don’t  skip  stages/levels   •  You  retain  capaci%es  you   develop  at  previous  levels   •  Your  agility  level  can  vary   throughout  the  day   •  “DownshiTing”  to  previous  levels  can  be   inten%onal  or  uninten%onal   •  It’s  about  expanding  your  repertoire!   Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  15. 15. Overmyer  AMT’s     Strategic  Challenge  •  Family  business.    Former  leader  in  AMT  industry  •  Lost  innova%ve  edge.    Just  breaking  even.  •  Founder’s  daughter  now  Chair.    Search  for  new  CEO  •  Mandate  for  new  CEO:    Restore  profitability  in                   2  years  and  reclaim  market  leadership  in  3-­‐5  •  Challenges:    Complex  business.    Fierce  compe%%on.     Rapid  change  in  customer  requirements   Copyright  ©  2012  ChangeWise,  Inc.  –  All  Rights  Reserved  
  16. 16. Four Questions for Ed or Edna 1.  Well,  you’ve  been  at  it  for  seven  months.    How  is  it   going?    (Approach  to  leadership)   2.  How  did  you  get  started  (changing  the   organiza%on)? 3.  What  has  it  been  like  working  with  your  execu%ve   team? 4.  Have  you  had  any  conversa%ons  so  far  that  have   been  especially  challenging?  
  17. 17. An Agile Scenario•  As  part  of  strategy  for  Overmeyer  AMT,  it  was  decided   to  move  development  to  Agile;  you  are  Senior  Manager   leading  this  adop%on  •  Started  with  across-­‐the-­‐board  agile  training  within   technology  group  •  Stood  up  one  team  3  months  ago;  started  second  team   1  month  ago  •  Team  #1  hit  a  wall  star%ng  6  weeks  ago:   •  Can’t  complete  even  half  of  commihed  stories   •  Defects  escaping  sprints   •  Fric%on  growing  between  UX  and  developers  
  18. 18. An Agile Scenario, cont’dHow  would  you  “frame”  this  issue  …   •  At  the  Expert  level   •  At  the  Achiever  level   •  At  the  Catalyst  level  

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