Transformational leadership is needed for business agility. Leaders should focus efforts, change systems to be more adaptive, and steer change from the edges of organizations. Barriers to agility include siloed teams and hierarchies, as well as organizational misalignment with agile methods. Leaders can overcome barriers by focusing efforts, changing systems like work hours and vacations to be more flexible, and enabling self-managed teams at the edges of organizations. Transformational leadership is key to enabling business agility.

1. TRANSFORMATIONALLEADERSHIP
FOR BUSINESSAGILITY
Sanjiv Augustine and Bob Payne
Sanjiv.Augustine@LitheSpeed.com
Twitter: @SAugustine, @AgileToolkit, @LitheSpeed, @AgileAcad
1. Lead with Focus
2. Change the System
3. Steer from the Edges

2. 2
About Me – Sanjiv Augustine
• Founder of LitheSpeed, LLC and the Agile
Leadership Academy
• Experience: 28 years industry, 18 years ofAgile, 15
years of Lean
• Author of Managing Agile Projects and Scaling
Agile: A LeanJumpStart.
• Specialties: Business Agility,Agile, Lean, Innovation,
Leadership
• Practitioner, entrepreneur, consultant, trainer,
author, speaker and community organizer

3. • Change Agent
• Experience: 25 years industry, 18+ years ofAgile/Lean
• Specialties: Agile, Lean, Innovation
• Practitioner, consultant, trainer, author, speaker and
community organizer
• Host AgileToolkit Podcast
• @AgileToolkitTwitter and Podcast
• Chair, AgileDC
About Me – BobPayne

4. 4
Poll – Level ofAgile Knowledge?
• “Agile” describes a set of methodologies, aligned with lean principles for
focusing on value and eliminating waste.
• Scrum is currently the most popular of the team-based agile methods.
• SAFe, DAD, LeSS, Scrum@Scale and Nexus are newer scaling methods.
Version One State
of Agile Survey

5. AGENDA
5
 What is Business Agility?
 Barriers to Business Agility
 Transformational Leadership for
Business Agility
 Lead with Focus
 Change the System
 Steer from the Edges
 Q&A

6. WHAT IS BUSINESS AGILITY?
6

7. 7

8. BARRIERS TO BUSINESS AGILITY
8

9. 9
Agile Teams… Waterfall Silos
Business?
Conway’s Law…

10. 10
OrganizationalMisalignmentwith Agile Methods
 Team Size

11. 11
OrganizationalMisalignmentwith Agile Methods
 Silo-based Hierarchies

12. 12
OrganizationalMisalignmentwith Agile Methods
 Project Multitasking

13. Improving Engagement – What Matters Most?
13
Fredrick Herzberg’s Two Factor
Theory: Eliminating dissatisfying
factors and providing satisfying ones
must both be done in
concert.
Provide purpose while
relentlessly simplifying
bureaucracy.

14. TRANSFORMATIONALLEADERSHIP FOR
BUSINESS AGILITY
 Lead with Focus
 Change the System
 Steer from the Edges
14

15. 1. LEAD WITH FOCUS

16. HBR’S GOLEMAN
ON
3 TYPES OF FOCUS

17. Lead with Focus
17
@tnvora

18. 2. CHANGETHE SYSTEM
20

20. OpenWorkspace
22

21. 23
Commons for
collaboration
Caves for
privacy

22. 24
Flexible Work
Hours…with…

23. Slack Time
• At Atlassian and Google, people
spend 20% of their work time on
projects that interest them
• Gmail, Google News, Orkut, and
AdSense originated from these
independent endeavors
• Half of new product launches
originate from the 20% time
25

24. Open Vacation
26

25. 3. STEER FROM THE EDGES
27

26. SELF MANAGEMENT
AT MORNINGSTAR
28

27. The CLOU:
Mission-as-Boss
29

28. 30
Three Essential Shifts–Left, Right and Up
1 2
3

29. 31
Business Agility–The Essential “Sparks”

30. Contact Us for Further Information
32
Sanjiv Augustine
Sanjiv.Augustine@LitheSpeed.com
Twitter: @saugustine, @lithespeed, @agileleadacad
Bob Payne
Bob.Payne@LitheSpeed.com
Twitter: @agiletoolkit, @lithespeed, @agileleadacad
Audrey Scheere
Audrey.Scheere@LitheSpeed.com
Twitter: @rawrdrey, @lithespeed, @agileleadacad
On the Web:
http://www.lithespeed.com
http://agileleadershipacademy.com
MEET US ATTHE LITHESPEED BOOTH!

31. EnablingBusinessAgilityisWhat We Do
 Transformational Leadership
Development
 Scaling Approaches
 Organization Structures for Agile
 Process Redesign
 Business Agility
 Portfolio Management
 Training Programs
 DevOps
 Team Coaching
 Change Management
33
lithespeed.com
agileleadershipacademy.com

32. The Bottom Line– Transformational Leadership
34
• How individuals and teams work is a second-order effect, and of
somewhat lesser importance.
• How individuals and teams come together to deliver value in
organizations is a first-order effect.
• Individual teams’ value is hemmed by the coordination and
integration of their work across tens and sometimes hundreds of
people.
• Only transformational leadership can solve these inefficiencies.