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Agile leadership in the enterprise

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While collaborative, open, innovative, and agile cultures are highly desired by CEOs and employees alike, they remain out of reach for most organizations. In fact, in the 2013 State of Agile survey conducted by VersionOne, 52% of responses indicated that the ability to change organizational cultures as the most significant barrier to further adoption of agility.

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Agile leadership in the enterprise

  1. 1. © 2013 Trail Ridge Consulting, LLC Agile Leadership
 in the Enterprise Building Adaptive Organizations @petebehrens
  2. 2. © 2013 Trail Ridge Consulting, LLC Agenda ✓ Current State of Enterprise Agility ✓ 3 Thriving Agile Enterprises ✓ Agile Leadership for the Enterprise
  3. 3. © 2013 Trail Ridge Consulting, LLC A world of change 1930 1950 1970 1990 2010 15 years 75 years Waterfall RAD Agile Spiral Assembly Line Lean “The Power of Pull” (Basic Books, 2010)
 average life expectancy of companies in the 1937 S&P 500 Index CorporateLifeExpectancy
  4. 4. © 2013 Trail Ridge Consulting, LLC A world of change CEOs are attempting to create 
 openand collaborative
 cultures
 to encourage connection and learning
 2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries
  5. 5. © 2013 Trail Ridge Consulting, LLC A world of change 2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries CEOs have identified 
 creativityand agility as the
 top leadership competencies

  6. 6. © 2013 Trail Ridge Consulting, LLC A world of change A New Management Paradigm
 of imagination, exploration, experiment, discovery & collaboration Steve Denning
  7. 7. © 2013 Trail Ridge Consulting, LLC Enterprise Agile Adoption - Barriers
  8. 8. © 2013 Trail Ridge Consulting, LLC Enterprise Agile Adoption - Issues
  9. 9. © 2013 Trail Ridge Consulting, LLC Enterprise Agile Adoption Agile Assistance Agility Thrashing Agility Rolling Agility CULTURE STRUCTURE PROCESS Outside-In Years 0 1 2 3 4 5
  10. 10. © 2013 Trail Ridge Consulting, LLC Enterprise Agile Adoption Years Agility 0 1 2 3 4 5 Rolling Agility Sustaining Agility Thrashing Agility CULTURE STRUCTURE PROCESS Inside-Out
  11. 11. © 2013 Trail Ridge Consulting, LLC Current State of Enterprise Agility ✓ Change is constant & increasing ✓ CEO’s desire Enterprise Agility ✓ Enterprise Agility is hard to
 grow & sustain Be aware of culture
  12. 12. © 2013 Trail Ridge Consulting, LLC Who am I? 1970 1980 1990 2000 2010 Waterfall RAD Agile RUP Pete Behrens Agility
  13. 13. © 2013 Trail Ridge Consulting, LLC Agenda ✓ Current State of Enterprise Agility ✓ 3 Thriving Agile Enterprises ✓ Agile Leadership for the Enterprise
  14. 14. © 2013 Trail Ridge Consulting, LLC IT Create Culture People Learning Cultivation Growth CREATE Do things first Transformational Change
  15. 15. © 2013 Trail Ridge Consulting, LLC IT Challenges 2007 ✓ Long delivery cycles ✓ Inconsistent product quality ✓ Unsustainable development 
 & support costs Unsatisfied Stakeholders
  16. 16. © 2013 Trail Ridge Consulting, LLC IT Transformation -75% -59% Development Costs 2007 08 09 10 11 2012 41 56 73 81 89 100 Time to Market 2007 08 09 10 11 2012 25 33 50 75 83 100 -74% Defect Rates 2007 08 09 10 11 2012 26 57 92 102100100 -78% Support Costs 2007 08 09 10 11 2012 22 41 57 75 88 100
  17. 17. © 2013 Trail Ridge Consulting, LLC IT Approach Roles Teams Departments Locations Integrated
  18. 18. © 2013 Trail Ridge Consulting, LLC Thriving Enterprise Agility Years 3 months 1 month Created an agile service for clients IT leaders are now lead consultants 
 Delivery
 Cycle 2006 2008 2010 2012 12+ months Organizational Agility IT -> Service Global Integration TeamsRole/Title Changes Removed QA Support
 2.0 Working Software
  19. 19. © 2013 Trail Ridge Consulting, LLC Compete Culture Excellence Never Satisfied Competitive COMPETE Do things fast Fast Change
  20. 20. © 2013 Trail Ridge Consulting, LLC R&D Challenges 2006 ✓ (Too?) Fast growth ✓ Complexity overwhelmed the system ✓ Internal competition of people and resources Inability to Deliver
  21. 21. © 2013 Trail Ridge Consulting, LLC Transformation 2008 Scrum Gathering - Steve Greene 2001 2002 2003 2004 2005 2006 2007 Features Delivered
 per Team Days between
 Major Releases
  22. 22. © 2013 Trail Ridge Consulting, LLC Their Own Approach “All-in” fast Be the “Best” @ agile Approach Focus on “What” Focus on “How” LOWERED WIP Redefined 2 key roles Everything thru a team
  23. 23. © 2013 Trail Ridge Consulting, LLC© 2013 Trail Ridge Consulting, LLC Established Regular Cadence Enterprise Release Train Cadence Enterprise Transparency Approach Release
 Cycle
 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Sprint
 Cycle Review
 Cycle Shared Reviews Shared Releases
  24. 24. © 2013 Trail Ridge Consulting, LLC Thriving Enterprise Agility 2006 2008 2010 2012 R&D Agility IT Agility Tech Ops
 Agility Marketing
 Agility Every release
 delivered on time! 3 per year for 6 years
 0.5M Subscribers 6% Marketshare 3.5M Subscribers 16% Marketshare
  25. 25. © 2013 Trail Ridge Consulting, LLC Control Culture Top Down Rules & Process Efficiency Focus CONTROL Do things right Incremental Change
  26. 26. © 2013 Trail Ridge Consulting, LLC Challenges 2008 ✓ Overwhelming process overhead ✓ Long cycles with few change opportunities ✓ Manufacturing mindset for software Inability to Deliver
  27. 27. © 2013 Trail Ridge Consulting, LLC Enterprise Agility Bubbles EnergyResearchHealthcare Power
 & Water Software Sciences Computational Sciences Healthcare Systems Healthcare IT Specialty Solutions Software Systems Software Solutions JV: Digital Pathology
  28. 28. © 2013 Trail Ridge Consulting, LLC Business Unit Focus Build Time & Cycle Technical Practices Test Automation Short Release cycles Water(Scrum)Fall SAFe Release Trains Integrated Research Lean Startup - Fastworks EnergyResearchHealthcare
  29. 29. © 2013 Trail Ridge Consulting, LLC© 2013 Trail Ridge Consulting, LLC Agile Transformation Build Time 11 hours ➜ 20 min 400K hours saved annually Release cycles
 24 ➜ 6 months 60% projects agile 50% release adaptation 40% defect reduction 18% test productivity GE Software COE EnergyResearchHealthcare Release Cycle Build/Test
 Cycle
  30. 30. © 2013 Trail Ridge Consulting, LLC Thriving Enterprise Agility 2008 2009 2010 2011 2012 2013 HC
 Specialty HC IT Energy SSG Software
 Sciences WSJ: GE is a TOP 10
 innovation company GE
 Venture Lean Startup Research Software Source: 2013 Boston Consulting Group Study
  31. 31. © 2013 Trail Ridge Consulting, LLC 3 Thriving Agile Enterprises Create Culture Compete Culture Control Culture Transformational Growth-oriented Flexible & Fluid Fast Market-oriented Competitive Incremental Efficiency-oriented Hierarchical Different Cultures = Different Agility = Different Leadership
  32. 32. © 2013 Trail Ridge Consulting, LLC Agenda ✓ Current State of Enterprise Agility ✓ 3 Thriving Agile Enterprises ✓ Agile Leadership for the Enterprise influences informs Leadership Agility
  33. 33. © 2013 Trail Ridge Consulting, LLC Agile Leadership for the Enterprise influences informs Leadership Agility ① Align Agility toward Culture ② Influence Culture toward Agility ③ Develop Leadership Agility
  34. 34. © 2013 Trail Ridge Consulting, LLC Aligning Agility and Culture Competing Values Framework (CVF) Assessing culture
  35. 35. © 2013 Trail Ridge Consulting, LLC Align Agility toward Culture 10 20 30 40 50 20 30 40 50 10 20 30 40 50 10 30 40 50 10 20 CreateCompete CollaborateControl Exposing culture informs agility
  36. 36. © 2013 Trail Ridge Consulting, LLC Align Agility toward Culture Role Definitions Silo Breakdowns Balanced Matrix Team Structure Shared Sprint Cycle Build & Test Automation Short Releases Close Customers Tight Teams Own ADM Best @ Agile Fast Change SAFe Release Trains Water (Scrum) Fall Incremental Change Structure Process Culture Create Culture Compete Culture Control Culture
  37. 37. © 2013 Trail Ridge Consulting, LLC Agile Leadership for the Enterprise influences informs Leadership Agility ① Align Agility toward Culture ② Influence Culture toward Agility ③ Develop Leadership Agility
  38. 38. © 2013 Trail Ridge Consulting, LLC Align Agility and Culture 10 20 30 40 20 30 40 50 10 20 30 40 50 10 30 40 10 20 Desired Focus on rapid release and innovation CreateCompete CollaborateControl
  39. 39. © 2013 Trail Ridge Consulting, LLC Influencing Culture toward Agility 10 20 30 40 50 20 30 40 50 10 20 30 40 50 10 30 40 50 10 20 CreateCompete CollaborateControl Focus on speed, competency and repeatability
  40. 40. © 2013 Trail Ridge Consulting, LLC Influence Culture toward Agility 10 20 30 40 50 20 30 40 50 10 20 30 40 50 10 30 40 50 10 20 CreateCompete CollaborateControl R&D IT Acquisition Aligning subcultures for enterprise collaboration
  41. 41. © 2013 Trail Ridge Consulting, LLC Align Agility and Culture Competence Create Control Cultural awareness & visioning to engage people in the change
  42. 42. © 2013 Trail Ridge Consulting, LLC Agile Leadership for the Enterprise influences informs Leadership Agility ① Align Agility toward Culture ② Influence Culture toward Agility ③ Develop Leadership Agility
  43. 43. © 2013 Trail Ridge Consulting, LLC Developing Leadership Agility Expert Achiever Catalyst
  44. 44. © 2013 Trail Ridge Consulting, LLC Developing Leadership Agility Expert Achiever Catalyst 80% 10% Leverage People Solve Problems Direct Their Plan Competitive Competent Develop People Create Solutions Open to Change Inter-dependent Self & System Aware Drives compliance
 Limits growth & flexibility Challenged by complexity Drives shared ownership
 Creates growth & flexibility Thrives in complexity
  45. 45. © 2013 Trail Ridge Consulting, LLC Develop Leadership Agility Years Agility 0 1 2 3 4 5 Change is constant is speeding up is hard Agile Leadership Models self-change Leads organizational change Coaches others in change Sustaining Agility Agile is a journey, not a destination
  46. 46. © 2013 Trail Ridge Consulting, LLC Agile Leadership for the Enterprise Understand & align agility to/with culture Change organizational structures & flexibility Focus on learning & expect ongoing change Agile Leadership

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