The Codex of Business Writing Software for Real-World Solutions 2.pptx
Changing Culture - what does it take to become Agile by Melanie Franklin
1. Changing culture – what
does it take to become
agile?
melanie@agilechangemanagement.co.uk 1
2. What does agile mean?
• Organisational agility
• Flexible
• Responds quickly to customer demand
• Fast to market
• Great at managing change
• Development agility
• Using Scrum
• Not writing anything down
• Power of teams
• Processes within groups
2
3. Adoption of agile…
• Is shaped by the prevailing culture of your
organisation
• Shapes the prevailing culture of your organisation to
create a new reality
3
“The more successfully you use a way of
working, the stronger your culture is, which
is a great strength right up to the time
when you need to change.”
Professor Clayton Christensen, Harvard
Business School
4. My agile is not your agile!
• Agile is shaped by culture
• Different priorities depending on what your
organisation values, and what it already does well or
badly
• 3 examples:
4
Roles Prioritisation
Commercial
Awareness
7. Prioritisation
7
With out this requirement …
no point on this date or not legal or unsafe
or not a viable solution
Important but not vital
May be painful to leave out but solution still viable
May need workaround, which may be temporary
Wanted or desirable but less important
Less impact if left out (compared with a Should)
Will not be delivered in this timeframe
8. Agile is a mindset change
• Agile shapes culture
• Threatens known ways of working
• 3 examples:
8
Evolving
Solution
Empowering
Teams
Good
enough
12. Twitter: @AgileMelanie
Linkedin: Melanie Franklin
YouTube: AgileCM
melanie@agilechangemanagement.co.uk
07960 995262
www.agilechangemanagement.co.uk
Further resources
Next course:
15-19 Feb
Next course:
29 Mar – 1 Apr
Editor's Notes
Design notes:
Wherever possible, this course contains original diagrams – they are not a replacement of what is in the book, they are a different perspective to give delegates a different view of the material.
All activities have been given a placeholder in this slide deck, even if the activity is a facilitated discussion. The emphasis on this course is participation and learning by doing. So although there are a lot of slides, a significant proportion either explain where we are in the course or indicate where delegates are involved.
I saw that there were three fundamental principles that we all have in common.
A riveted focus on what the customers value and what’s most important to them.
A preoccupation with group process rather than distributed tasks as in traditional management.
A recognition that work is fundamentally iterative learning