More Related Content Similar to The Culture of Agility (12) More from Pete Behrens (10) The Culture of Agility1. The Culture of Agility
Pete Behrens
Leadership Agility Coach
Email pete@trailridgeconsulting.com
Twitter @petebehrens
Understanding why some companies
succeed through sustained agility while
others flounder following initial success
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
2. 93%
of what you’ve learned
at Agile 2011
will fail to stick
in your organization*
* without a supportive agile culture
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
3. What is culture?
Why is culture important?
A Language for culture
Culture and Agility
4 Keys to an Agile Culture
The Culture of Agility
@petebehrens
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
4. What is
Culture ?
What we do to succeed
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
5. Culture is to an organization
As personality is to a person
INTP
There are many culture success models
just as there are many successful personalities
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
6. What is culture?
Why is culture important?
A Language for culture
Culture and Agility
4 Keys to an Agile Culture
The Culture of Agility
@petebehrens
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
7. Learning Agility
While many organizations adopt agile, and those
that bring in outside aid do so much faster than
others, few are able to sustain their agile
transformation - this is the focus of the presentation
Sustainability
Agility
Training &
Coaching
Internal Learning
0 1 2 3 4 5
© 2011 Trail Ridge Consulting, LLC Years
Wednesday, August 17, 2011
8. Agile is a Strategy
Not the Goal!
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
9. What is Agility?
Product Agility
Organizational Agility
Cultural Agility
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
10. What is Agility?
What
Process Behaviors
How
Roles, Teams Who
Structure Responsibilities Where
Values
Culture Beliefs
Why
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
11. What is Agility?
What
Process Behaviors
How
le ns he
11 t
gi io t
20 a
A ss of
se 3%
9
Roles, Teams Who
Structure Responsibilities Where
Values
Culture Beliefs
Why
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
12. What is Agility?
What
Process Behaviors
How
Roles, Teams Who
Structure
Impacts
Responsibilities Where
Values
Culture Beliefs
Why
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
13. Steve Denning @ Agile 2011
Shift from Value
to Values
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
14. What is Agility?
What
Process Behaviors
How
Focus
Roles, Teams Who
Structure
Impacts
Responsibilities Where
Values
Culture Beliefs
Why
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
15. What is culture?
Why is culture important?
A Language for culture
Culture and Agility
4 Keys to an Agile Culture
The Culture of Agility
@petebehrens
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
16. A language for Culture
William Schneider, The Reengineering Alternative
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
17. Control Culture
Socialization base in military organizations
Structured hierarchically, focused functionally
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
18. Control Culture
”
ita tive
o r
“A uth
Leaders exercise “role” power
Follow chain of command
Command respect and compliance
Delegation is tight, clear
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
19. Control Culture
”
ys tem
“S
"Everyone at P&G is like a hand in a bucket of water,
when the hand is removed, the water closes in and
there is no trace."
The system is more important than people
Information is guarded with care and flows down/up
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
20. Control Culture
oc ess”
“Pr
"We are the biggest SOP company in the business.”
Policy and procedure are extremely important
Decision making is methodical and systematic
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
21. Collaboration Culture
Socialization base in the family or athletic team
Strong focus on people and interactions
Success through building and developing teams
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Wednesday, August 17, 2011
22. Collaboration Culture
”
“We
1982 each employee gave $1,000 to buy a $30M Boeing 767
1973 during energy crisis they had a no layoff policy
They shifted to other jobs, cleaning, selling tickets, etc.
Personal sacrifice for the organization
Camaraderie, shared celebrations, shared wealth
Individual identity tied to organizational identity
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
23. Collaboration Culture
e over
“P eopl ss”
P roce
"The only difference between us and our competitors is
our people, our engineers are more creative, our people
are more productive, we are going to beat them."
Relationship power is key
People stick with the organization a long time
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
24. Collaboration Culture
”
2 =5
“2+
"When decisions have to get made, we get everyones opinion."
Their CEO, a 32 year veteran with the company,
still eats with packers, and junior managers
Success comes through synergy from working together
They hire a wide variety of people with versatility
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
25. Competence Culture
Socialization base in the university
Strong focus on expertise and knowledge
Value competition against a standard of excellence
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Wednesday, August 17, 2011
26. Competence Culture
”
nary
“V isio
Seymour Cray "was obsessed by a vision of
technological achievement, scientific purity, and quality"
Focus on new products, services, markets, businesses
Ideas and concepts ultimately motivate people
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
27. Competence Culture
en ce”
l
Ex cel
“
Giant research lab in electrical engineering, chemistry, biology,
computer science, and physics with over 26,000 patents
Success by having the best product, technology or service
Pursuit of excellence, ingenuity and creativity
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
28. Competence Culture
ied”
a tisf
ve rS
“Ne
"One of the things that characterizes Microsoft is insecurity.
People never believe that they've got the best product.
It's always the fear that somebody is going to come up with
a better product."
There is always more to do
Considerable pressure to move ahead
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Wednesday, August 17, 2011
29. Competence Culture
O ut”
r
“Upo
Culture of superstars
Do whatever it takes to win
Relationships are often competitive
The better you can be, the more you will be rewarded
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
30. Cultivation Culture
Socialization base in religious institutions
Strong focus on growth and faith
System of beliefs to accomplish goals
Make progress towards a higher order
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Wednesday, August 17, 2011
31. Cultivation Culture
l ”
os efu
“P urp
Make the world a better place, nurture people’s bodies,
and uplift their souls.
Expanders and enlargers of their people and organization
Envision possibilities - get people on a common vision
Pursuit of possibility - people possibility, uplifting
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
32. Cultivation Culture
”
g anic
“Or
Four acre company garden
Social responsibility
Plant seeds and trusts nature to take its course
Information is free-flowing, little is kept secret
Climate is relaxed, spirited and energetic
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
33. Cultivation Culture
e”
ea tiv
“Cr
“Never kill an idea, deflect it”
“Biological Structure”
Encourage free flow of ideas
People empowered to think independently
Advocate discovery, experimentation and fresh ideas
The organization is in motion a great deal
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
34. COLLABORATION
Personal-Impersonal Cultures
• People driven • Detached
CONTROL
• Organic • Systems, policies
and procedures
• Dynamic
Impersonal
Personal
• Scientific
• Participative
• Objective
• Subjective
CULTIVATION
COMPETENCE
• Formal
• Informal
• Emotionless
• Open-ended
• Prescriptive
• Emotional
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
35. Actuality-Possibility Cultures
Actuality
COLLABORATION
• Concrete, tangible reality, facts
CONTROL
• What has occurred and is occurring now
• Actual experience and occurrence
Impersonal
• What can be seen, heard, touched, measured
Personal
• Practicality, utility
• Insights and imagined alternatives
CULTIVATION
COMPETENCE
• What might occur in the future
• Ideals, beliefs, aspirations, inspirations
• Novelty, innovations, and creative options
• Theoretical concepts or frameworks
Possibility
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
36. Core Culture Overview
Actuality
Impersonal
Personal
Possibility
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
37. What is culture?
Why is culture important?
A Language for culture
Culture and Agility
4 Keys to an Agile Culture
The Culture of Agility
@petebehrens
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
38. Reading Charts and Graphs
The information presented in Many of the subsequent slides
the subsequent slides is from will display information in color
real companies who have without coding what the color
transitioned and are in indicates. Just as the
various stages of introduction of the culture
sustainability of agility. language, each core culture is
represented by its color.
The following case studies
were chosen as examples of
various cultures and how Blue = Control Culture
understanding their culture
impacted their agile adoption Yellow = Collaboration Culture
and sustainability.
Data was obtained through Red = Competence Culture
surveying the organizations.
Green = Cultivation Culture
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
39. Retail Control Culture
Control
Collaboration This is control culture
signature of a large retail IT
organization with a centralized
functional hierarchy. While
Competence there are many nuances to
their agile adoption, in general
they have been on the road for
Cultivation 2 years.
10 15 20 25 30 35
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
40. Retail Control Culture
1. The people with the most power and influence in the organization:
21 a. Are charismatic, can inspire others, and are good at motivating
others to develop their potential.
53 b. Have the title and position that gives them the right and authority
to exercise power and influence.
21 c. Are both contributors and team players, who are an essential
part of the team. People like working with them.
5 d. Are experts or specialists, who have the most knowledge about
something important.
Control 53
Collaboration 21
Competence 5
Cultivation 21 An example survey question and
answers used to measure culture.
Leaders in control cultures tend to
drive through title and position.
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
41. Retail Control Culture
2. Which of the following best describes the primary way decisions are made
in the organization?
3 a. We pay close attention to our concepts and standards. We emphasize the
fit between our theoretical goals and the extent to which we achieve
them. Our decision-making process centers on how systematically
our conceptual goals are achieved.
5 b. We pay close attention to our values. We emphasize the fit between our
values and how close we are to realizing them. Our decision-making
process centers on the congruence between our values or purposes
and what we have put into practice.
89 c. We emphasize what the organization needs. Our decision-making process
centers on the objectives of the organization and on what we need
from each function within the organization.
3 d. We emphasize tapping into the experiences of one another. Our decision-
making process centers on fully using our collective experiences and
pushing for consensus.
Control 89
Collaboration 3
Competence 3 Control cultures tend to have a functional
© 2011 Trail Ridge Consulting, LLC
Cultivation 5
focus on the current needs.
Wednesday, August 17, 2011
42. Retail Control Culture
3. What do we pay attention to primarily in our organization and how
do we make decisions?
37 a. We pay attention to what might be and we decide by relying on
objective and detached analysis.
13 b. We pay attention to what is and we decide by relaying on what
evolves from within the hearts and minds of our people.
18 c. We pay attention to what might be and we decide by relaying on
what evolves from within the hearts and minds of our people.
32 d. We pay attention to what is and we decide by relying on objective
and detached analysis.
Control 32
Collaboration 13
Competence 37
Cultivation 18
Not all responses will be focused
in one culture - This indicates a
© 2011 Trail Ridge Consulting, LLC
very impersonal culture.
Wednesday, August 17, 2011
43. Retail Control Culture
5. What counts most in the organization is:
26 a. Winning. Being recognized as the best competitor around.
3 b. Not losing. Keeping what we've got.
63 c. Evolving. Realizing greater potential. Fulfilling commitments.
8 d. Accomplishing it together. Being able to say "we did it together".
Control 3
Collaboration 8
Competence 26
Cultivation 63
Not all responses indicate a control culture
as this response indicates a cultivative
response.
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
44. Retail Control Culture Adoption
Due to the control culture structure and size of the
organization, agile adoption is more challenging
and takes longer as the traditional structures are
deconstructed in favor of more agile structures
Agility
0 1 2 3 4 5
© 2011 Trail Ridge Consulting, LLC Years
Wednesday, August 17, 2011
45. Product Cultivative Culture
This is a cultivative culture signature of a
Control small product development organization.
Collaboration
Competence
Cultivation
10 15 20 25 30 35
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
46. Product Cultivative Culture
6. Which phrase best describes our organization?
80 a. "We believe in what we are doing, we make a commitment, and
we realize unlimited potential."
10 b. "We are the best at what we do."
0 c. "We are the biggest at what we do."
10 d. "United we stand, divided we fall."
Control 0
Collaboration 10
Competence 10
Cultivation 80
Cultivative cultures look forward and look
for growth in people through mission
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
47. Product Cultivative Culture
7. What counts most in the organization is:
0 a. Security.
20 b. Community.
20 c. Merit.
60 d. Fulfillment.
Control 0
Collaboration 20
Competence 20
Cultivation 60
This company shows a strong
commitment to people and their beliefs
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
48. Cultivative Culture Path
Due to the smaller size and agile culture alignment,
adoption was natural and fast. Added agile structures
to focus on discipline of agility.
Org growth
75 -> 150!
Agility 9 people at
Agile 2011!
0 1 2 3 4 5
© 2011 Trail Ridge Consulting, LLC Years
Wednesday, August 17, 2011
49. McKinsey IT (presenting @Agile2011)
Many successful agile companies exhibit
cultivative cultural behaviors - as seen by
Control those presenting at the conference.
Collaboration
Competence
Cultivation
10 20 30 40 50 60
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
50. From Team to “WOW” Team
This represents a summary of McKinsey
IT Agile 2011 Presentation
1. BACK TO THE BASICS
2. NO IDEA IS TOO SILLY
3. START SMALL
4. MAKE EVERYTHING FUN
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
51. McKinsey IT Agile Path
Due to the smaller size and agile culture alignment,
adoption was natural and fast. Added agile structures
to focus on discipline of agility. Even as they reach
plateaus, their culture helps them move beyond them.
Agility
0 1 2 3 4 5
© 2011 Trail Ridge Consulting, LLC Years
Wednesday, August 17, 2011
52. Barbara Fredrickson @ Agile 2011
Positive emotions
expand awareness
which enable agility
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Wednesday, August 17, 2011
53. Omnyx (GE Healthcare)
(presenting @Agile2011)
Another cultivative (and well balanced)
organization presenting at Agile 2011
Control
Collaboration
Competence
Cultivation
10 15 20 25 30 35
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
54. Organizational Heartbeat
From the Omnyx presentation, you can see they
focus on culture as much as they focus on agility
because they see them as co-dependent.
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55. Omnyx Agile Path
Starting with a greenfield organization, in the medical
field, Omnyx created a culture of agility from the
outset and have continued strengthening it for 3 years
Agility
0 1 2 3 4 5
© 2011 Trail Ridge Consulting, LLC Years
Wednesday, August 17, 2011
56. Salesforce R&D Competence
Culture (presenting @ Agile 2011)
Not all successful agile
Control companies are cultivative.
Salesforce.com, one of the
most documented successful
Collaboration agile organizations sports a
competence-based culture.
Competence
Cultivation
10 15 20 25 30 35
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
57. SaaS R&D Competence Culture
8. Which of the following best describes how you feel about working
in your organization:
7 a. This is a caring and "spirited" place. I feel supported.
24 b. People are able to count on one another.
2 c. Things are no nonsense and restrained.
66 d. Things are rather intense. I feel like I have to be on my toes all
the time.
Control 2
Collaboration 24
Competence 66
Cultivation 7
Competence cultures tend to drive their
people and have higher intensity
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
58. SaaS R&D Competence Culture
9. Which of the following best describes our organization's primary approach
in dealing with customers?
14 a. Partnership. We team up with our customers. We want to be able to say
"We did it together".
19 b. We emphasize uplifting and enriching our customers. We concentrate on
realizing the possibilities and potential of our customers more fully.
12 c. We emphasize gaining the greatest market share that we can get. We
would like to be the only game in town for our customers.
54 d. We emphasize offering superior value to our customers. We try to provide
state-of-the-art goods or services to our customers.
Control 12
Collaboration 14
Competence 54
Cultivation 19
Competence cultures tend to drive their
products as hard as their people. Nothing
© 2011 Trail Ridge Consulting, LLC is good enough, there is always better.
Wednesday, August 17, 2011
59. SaaS R&D Competence Culture
“All In” approach in R&D with training/coaching
help brought early success. Continued expanding
through IT, Tech Ops, Marketing over next 4 years.
Agile structures have guided its continued growth.
> 1,000 in
R&D, IT,
Ops, Mktg
Agility
250 in
R&D
0 1 2 3 4 5
© 2011 Trail Ridge Consulting, LLC Years
Wednesday, August 17, 2011
60. Salesforce.com:
A Financial Perspective
Salesforce.com’s financial performance has paralleled their agility as
compared to Apple, one of the top performing companies in the past
decade.
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
61. SaaS IT Culture (same company)
Company cultures are not
singular. In this case,
Control Salesforce.com IT organization
exhibits a cultivative culture.
Collaboration
Competence
Cultivation
10 15 20 25 30 35
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
62. SaaS Acquisition (same company)
Control
Again, through acquisition, yet
Collaboration another sub-culture is brought
into the mixture.
Competence
Cultivation
10 15 20 25 30 35
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
63. Sub-Cultures
Working across differing sub-cultures can be very challenging and
is what causes failure within organizations and mergers.
Control
IT
Collaboration R&D
Acquisition
Competence
Cultivation
10 15 20 25 30 35
Percent Response
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
64. Cultural Discovery
In this case, a leadership summit focused on culture began to
expose the organization to this language and their culture. It aided
in their shared understanding of different sub-cultures.
R&D Acquisition
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
65. Cultural Visioning
During the summit, cross-departmental teams envisioned new
cultures based on what they had learned - these examples
illustrate a desire to take the strengths across all cultures to drive
a new future combined culture.
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
66. What is culture?
Why is culture important?
A Language for culture
Culture and Agility
4 Keys to an Agile Culture
The Culture of Agility
@petebehrens
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
67. What makes the difference?
Why?
Agility
0 1 2 3 4 5
© 2011 Trail Ridge Consulting, LLC Years
Wednesday, August 17, 2011
68. 1. Start with Awareness
Visualize the
Organizational
Culture
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
69. 2. Focus on Leadership
Leadership Culture
Leadership drives culture Culture drives leadership
in new organizations in matured organizations
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Wednesday, August 17, 2011
70. 2. Focus on Leadership
Leadership Agility
Catalyst
Achiever
Expert
Catalyst-level leadership is required
to foster and support organizational
agility and an agile culture, especially
when a corporate culture exhibits
behaviors which inhibit agility.
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
71. 3. Change the Structures
This is an
organizational
sociogram
highlighting the
communication
structures
across roles in
an organization.
It, along with
other structural
tools, can aid in
understanding
how the
structures are
enabling or
hindering agility.
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
72. 3. Change the Structures
Serving as one example,
reducing roles within an
organization can increase
Fewer communication and
Roles collaboration - keys to agility.
Increases
Communication
Source: 2004 Patterns of Effective Organizations by Neil Harrison
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
73. 3. Change the Structures
Organizational Heartbeat
Org Review Cycle
Program Review Cycle
Sprint Cycle
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Serving as a second example, creating organizational shared
learning and collaboration structures like this organizational
heartbeat drive increased agility.
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
74. 3. Change the Structures
Organizational
Agility Team
Using Agile to
BE(COME) Agile
Impediments, Challenges, Learning,
Tools, Surveys, Feedback, Issues, etc.
Organizational Day
Organizational
Agility Team
Sprint Organizational
Backlog Change
Backlog
Month
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
75. 4. Expect Constant Change
Agility is not a one-time event
it is a process of ongoing improvement
where change is not the exception
it is the norm
and creates an environment of insecurity
in our organizations constantly
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
76. 4. Expect Constant Change
“Get Comfortable with being uncomfortable”
Michael Meissner, Omnyx @ Agile 2011
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
77. The Culture of Agility
1. Start with Awareness
2. Focus on Leadership
3. Change the Structures
4. Expect Constant Change
© 2011 Trail Ridge Consulting, LLC
Wednesday, August 17, 2011
Editor's Notes Agenda\nIntroduction\nOverview\nUpdate on Adoption\nBrainstorm\nNext Steps\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Scrum is a tool that we use for lean software development\nWhole Team-based approach in defining and developing solutions in short, fast cycles\nSimple Product Backlog which is estimated and prioritized by value, cost, risk and learning\nShort time-boxes to fully develop and test items in the backlog to generate feedback from customers and stakeholders\n \n \n \n \n \n \n \n \n \n \n \n \n