Slide presented at Better Sofware conference in June 2016. The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program

1. THE HARDER YOU PUSH,
THE HARDER THE SYSTEM PUSHES BACK.
EMILIANO SOLDI – STEFANO LUCANTONI

2. As Agile Coaches
we address several
challenges to help
organizations on
their path to change

3. CHANGE
THE DANCE OF SHIVA

4. HOW MANY AGILE COACHES
ARE NEEDED TO CHANGE
A LIGHTBULB?
JUST ONE!
BUT THE LIGHTBULB MUST
WANT TO BE CHANGED

6. BERLIN WALL FALL
NOVEMBER 9TH 1989

7. Motore dell'innovazione è l'Etica, cioè il desiderio sincero e forte di servire l'uomo.
WHAT IS CHALLENGING
THE STATUS QUO?

8. The SATIR
Change Model

9. Change happens primarily at the individual level.
In order for a group or organization to change, all
the individuals within that group or organization
must change.
This means that in order to affect change in our
organizations, businesses and
communities, we must first
understand how to affect
individual change.
WHEN CHANGE HAPPENS?!

10. The awareness about the need for change
shouldn’t be taken for granted

11. Resistance to Change
Change can be disorienting, creating stress and anxiety for many people.
First reaction is to try to avoid the change, often this occurs being passive.
Others will resist the change through tactics such as negativity,
destructive criticism and, in extreme cases, sabotage.

12. «PEOPLE DON’T RESIST CHANGE.
THEY RESIST BEING CHANGED!»
- PETER SENGE

13. RESISTANCE IS JUST RESPONSE TO CHANGE.
THAT RESPONSE IS FEEDBACK.

14. LEVERAGING FEEDBACK MEANS TO
CONTINUALLY ASSESS IT
AND RESPOND ACCORDINGLY…

15. Culture is the way you think, act and interact

16. Facilitation
Creating space in order for
people to self-organize

17. How to
generate
localized
awareness?

19. 19

20. 20
Localized Awareness is just the beginning…
We need
something
more!

21. "IF YOU WANT TO REALLY CHANGE
CULTURE, YOU HAVE TO START
WITH CHANGING STRUCTURE,
BECAUSE CULTURE DOES NOT REALLY
CHANGE OTHERWISE"
Craig Larman

22. STRUCTURES GUIDES OUR BEHAVIORS

23. Conway’s Law
Organizations which
design systems...
are constrained to
produce designs
which are copies of
the communication
structures of these
organizations
Conway’s Law
Organizations which
design systems...
are constrained to
produce designs
which are copies of
the communication
structures of these
organizations

24. ONLY MANAGEMENT CAN CHANGE THE SYSTEM
“It is not enough that management
commit themselves to quality and
productivity, they must know what
it is they must do.
Such a responsibility cannot be
delegated.”
—W. EDWARDS DEMING
THE MANAGEMENT CHALLENGE

25. THE NUMBER ONE OBSTACLE TO SUCCESS
FOR MAJOR CHANGE PROJECTS
IS INEFFECTIVE SPONSORSHIP
25%
34%
67%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sponsor was very
ineffective (score < 2)
Sponsor was ineffective
(score between 2 and 3)
Sponsor was effective
(score between 3 and 4)
Sponsor was very
effective (score between
4 and 5)
Percentofrespondentsthat
metorexceededprojectobjectives
Correlation of sponsor effectiveness to meeting project objectives

26. THE MANAGEMENT CHALLENGE
STAY COMPETITIVE AND CHANGE
AMID CONSTANT TURBULENCE AND DISRUPTION
Management feels the tension between
needing to stay ahead of increasingly
fierce competition and needing to deliver
current year’s results, actually changing
while running.
That can be overwhelming.

27. WHAT COULD GIVE THESE LEADERS
NEW STRUCTURES, SPACES AND ENOUGH CONFIDENCE
TO LEAP BEYOND THEIR FEARS?

29. SAFE – SCALED AGILE FRAMEWORK (DEAN LEFFINGWELL)
29 http://www.scaledagileframework.com

30. LESS – LARGE SCALE SCRUM (CRAIG LARMAN & BAS VODDE)
30
http://less.works

31. 31
You know what?
We need
something
more!
Frameworks are not enough…

32. WHAT ABOUT TAKING CARE OF THE CHANGE
PROCESS OF THE PEOPLE INVOLVED?
Change managementChange management
People
Side
People
Side

33. Copyright Prosci 2014. All rights reserved.

34. THE KOTTER MODELS
Accelerate’s 8-Step Process

35. A well structured hierarchy, with heavy managerial
processes can produce reliable and efficient results
on a weekly, quarterly or annual basis.
Such an operating system lets people do
what they know how to do,
exceptionally well.
THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)

36. WHAT WE NEED IS A SECOND OPERATION SYSTEM,
WHICH IS ORGANIZED LIKE A NETWORK NEXT
TO THE EXISTING HIERARCHY.

37. THAT SECOND OPERATING SYSTEM, IS DEVOTED TO
THE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY,
THAT USES AN AGILE, NETWORK-LIKE STRUCTURE
AND A VERY DIFFERENT APPROACHES.

38. The network organization
works best when no one
tries to project-manage it.

39. FUNCTIONALHIERARCHY
CROSSFUNCTIONALTEAMS
IT COMPLEMENTS, RATHER THAN OVERBURDENS THE HIERARCHY,
THUS FREEING THE LATTER TO DO WHAT IT’S OPTIMIZED TO DO.
IT ACTUALLY MAKES ENTERPRISES EASIER TO RUN
AND ACCELERATES STRATEGIC CHANGE.

40. DUAL OPERATING SYSTEM

41. THE GOOD NEWS?!
WE ALREADY USE VIRTUAL NETWORKS
OR ORGANIZATIONS IN AGILE!

42. ETC
42
Small group of people that initiates, encourages, and supports
an organization’s effort to introduce and improve
Agile adoption.

43. IMPROVEMENT COMMUNITIES
43
Group of individuals who join together to work
collaboratively to improve the organization’s
Agile adoption.

44. COMMUNITIES OF PRACTICE
44
A community of practice is a like‐minded or like‐skilled
group of individuals who voluntarily come together
because of their passion and commitment around a
technology, approach, or vision.

45. AGILE RELEASE TRAINS DELIVER SOLUTIONS
Virtual organization of 5–12 teams (50–125+ individuals)
that plans, commits, and executes together

46. HOW ARE WE GOING TO MAXIMIZE THE
EFFFECTIVENESS OF VIRTUAL NETWORK?

47. Facilitator
on stage again!

48. Release Planning Lift Off
STRUCTURED FORMATS

49. Open Space
OPEN FORMATS

51. SO
AND…
WE NEED AWARENESS
WE NEED STRUCTURE
WE NEED LEADERSHIP
WE NEED CHANGE MANAGEMENT

52. We definitely need to create space for collaboration
so that everyone can effectively contribute to change

53. #