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Taking Flight: from Aspiration to Transformational Action

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This is a revised deck for my Path to Agility Presentation.

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Taking Flight: from Aspiration to Transformational Action

  1. 1. Taking Flight From Aspiration to Transformational Action
  2. 2. Your Aviator… IT Executive Leadership Coach 24 years IT Experience/21 years S/W Development 27 years Management Deming, Reengineering, Agile/Lean Military/Federal (Inside & Outside) Product Companies Multiple Industries 18 years Acquisition Active Agile Community Member (Agile Coach Camp/Agile Influencers of DC) (GLASScon/LeanCoffeeDC/GALE) Lean Start-up & Product Mgmt
  3. 3. WHY WHAT HOW Better ROI, Changing market/mission needs Increased competition, Workforce demands Change ‘approach’ used to produce software Introduce Agile/Lean Business Reasons (for Agililty) BOTTOMLINE There is always one or more REAL business reasons for introducing change. Don’t ignore these, harness them.
  4. 4. Business Value Stream(s) Business Value Stream(s) Business Reason(s)
  5. 5. WHY WHAT HOW Want better results for our business (& us) Change to get these results Operationalize & sustain change Agile Transformation (Transition, Adoption, etc.)
  6. 6. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  7. 7. Business Value Stream(s) Business Value Stream(s) One Possible Strategy
  8. 8. Top 5 Reasons Agile Projects Failed Lack of experience w/agile methods Company philosophy/culture at odds w/core agile values Lack of Management Support External pressure to follow traditional waterfall processes Lack of Support for Cultural Transition Ability to Change Org Culture 44% Personnel w/Agile Experience 35% General Resistance to Change 34% Pre-existing non Agile Framework 32% Management Support 29% Top 5 Barriers to Agile Adoption Sources: VersionOne State of Agile Survey 2014 Culture
  9. 9. 2012 Ability to Change Org Culture 52% General Resistance to Change 41% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 31% Top 5 Barriers to Agile Adoption 2011 Ability to Change Org Culture 52% Personnel w/Agile Experience 40% General Resistance to Change 39% Management Support 34% Project Complexity 30% 2010 Ability to Change Org Culture 51% General Resistance to Change 40% Personnel w/Agile Experience 40% Management Support 34% Project Complexity 31% Sources: VersionOne State of Agile Surveys 2010-13 Culture 2013 Ability to Change Org Culture 53% General Resistance to Change 42% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 30% Culture
  10. 10. “Culture eats Strategy for breakfast.” - Peter Drucker
  11. 11. Culture Behaviors That Are Not Tolerated Tolerated Behaviors Preferred Behaviors
  12. 12. We’ll start 3 models with
  13. 13. Accredited to Michael Sahota & Olaf Lewitz
  14. 14. Collaborative Control CompetencyCultivation Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented The Reengineering Alternative, William Schneider
  15. 15. Using the Schneider Model • Plot organizational characteristics onto its grid – Subjective in nature (acknowledgement) • Where the largest cluster occurs, this is the dominant culture • There may be “sub-cultures” that are different • A culture may straddle borders (this is a continuum) • A new organization may not yet have a dominant culture • Recommend also plotting where you want your dominant culture to be…
  16. 16. Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
  17. 17. Decisions  Habits  Culture Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
  18. 18. Many ‘solution’ decisions are captured in the organizational and its paths structure communication Conway’s Law is alive and well.
  19. 19. Business Value Stream(s)
  20. 20. Business Value Stream(s)
  21. 21. Business Value Stream(s) SDLC Value StreamSDLC Value Stream Value Stream
  22. 22. Customers Line (Mission) Support Strategy Value Streams become entangled in the hierarchy Ops Mgmt
  23. 23. Customers Line (Mission) Support Strategy Value Streams become entangled in the hierarchy Ops Mgmt -- truly -- (Only one truly tangled value stream shown…)
  24. 24. Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits. Evil is committed by the well-meaning The Power of Habit, Charles Duhigg
  25. 25. Decisions  Δ Habits  Δ Culture
  26. 26. Taking Flight Approach • Set an aspirational target aligned with the business value stream • Examine possible routes • Select the best route and the first waypoint(s) – Consider each leg an experiment – Work details/make decisions operationally – Inspect & Adapt at each waypoint – Make course corrections – Squadron mates
  27. 27. Establish an Aspirational Vision of your future
  28. 28. Aspiration :: (noun) 1. strong desire, longing, or aim; ambition 2. a goal or objective desired
  29. 29. End State :: (noun) 1. The set of required conditions that defines achievement of the commander's objectives.
  30. 30. Aspirational vs End State • Any end state you choose may be wrong (don’t use BUFD for your Org Change) • No defined end state = never done  assists mindset Δ – Revisit aspiration and progress towards it regularly – Use interim states that move you in the right direction and are more concrete – Continual experiments/Contained failures – Measure relative performance improvements – It’s how you apply Product Thinking to your organization • Aspirations can more easily balance between the soft and hard skills needed
  31. 31. In terms of A vision Aspirations Organizational Transformation, are… not too complex The set of characteristics based on this vision
  32. 32. Why is Setting an Aspiration Important? • Casts what the ‘agile’ means to the organization; personalizes it – includes a ‘business’ (or mission) view • Determines what the most relevant principles from Agile (or Lean, or Software Craftsmanship) mean to the organization • Guides decisions within the organization; achieves alignment (include the business!) • Provides guidance for course corrections once we go in-flight Avoids Imposed Agile…
  33. 33. Whoare the customersof your organization’s change effort?
  34. 34. The in the people organization
  35. 35. 4 Types of Co-Creation (mapped to Culture types of Schneider Model) Collaborative Cultivating Competency Controlling
  36. 36. How do I determine which one?
  37. 37. By Asking… Controlling  Invitation/Encouragement to ‘Influencers’ Competency  Invitation/Inclusion of Relevant/Knowledgeable Collaborative  Invitation for Those Interested Cultivating  Invitation/Reach out to Network of Interest
  38. 38. 4 Types of Co-Creation (mapped to Initial Engagement Activities ) Open Space|World Café Open Space|World Café Workshops|World Café Workshops
  39. 39. Over time… the Culture will evolve… choose a different co-creation approach for decisions aligned with the new Culture review it with a Retrospective
  40. 40. Lots of Approaches to Creating One Lego for Serious Play KrisMap Vision Statements Cover Story Innovation Game We want common agreement & understanding… Participatory Creation > Clear Communication > Proclamation
  41. 41. A Federal Government Example
  42. 42. “Deliver mission value daily.” “Constantly improve delivery, by reducing waste and through new ideas.”
  43. 43. Collaborative Control CompetencyCultivation Aspirational Characteristics on Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented Collaborative Innovative Resourceful/Can-Do Optimistic Pragmatic Adds Value Cost ConsciousConsiderate Organized Risk Taker Responsive Decisive Flexible Positive Attitude Sense of Humor Speedy Stamina Motivated Integrity Reader Focused on Business Results Confident Empathetic Reliable One Voice
  44. 44. we have a how do we Target Aspiration, Now that incremental step? determine the next
  45. 45. the Current State Understand
  46. 46. Lots of Approaches to This Too… Process Models SWOT Analysis Customer Personas Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  47. 47. Aspiration Starting Point
  48. 48. and Operational Actions Prioritize Determine to achieve the Next State congruent Vision with the
  49. 49. Take simple steps P PSimple does not imply easy…
  50. 50. Lots of Approaches to This Too… Forcefield Analysis Strategy Maps Priority vs Energy Exercises Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  51. 51. Goal: Roadmap of Prioritized Δs for Incremental, Relative Improvement
  52. 52. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  53. 53. Many Things to Change Depending on What’s Next in Priority • New Strategies • New Org Structures • Find/Establish New Support Networks • New Practices • New/Streamlined Processes • Rewards for Δ in Behaviors • Create/Eliminate Ceremonies • New Habits  The Hardest to Do & the most crucial Some of these will be Experiments
  54. 54. Reminder…
  55. 55. Decisions  Δ Habits  Δ Culture
  56. 56. Find Key Practices to avoid being eaten… Habits
  57. 57. What Might Be Some of the Habits We Want to Change? • Ways meetings are conducted • Ways meetings are scheduled • How managers give feedback • What agreements are explicit or implicit • How decisions are made and owned • Whether people show vulnerability • How people learn new skills  Fed example Note: want org habits reinforcing an Agile mindset
  58. 58. Habit Loop Habit Trigger RewardCraving The Power of Habit – Charles Duhigg OldNew
  59. 59. Training Need to Know Something New Recognition Craving For Recognition Example Federal Org Habit Around Training
  60. 60. Training Need to Know Something New Recognition Craving For Recognition Example Federal Org Habit Around Training self-study/experimentation=Learning
  61. 61. Finding Leverage Points • The habit to change is formal training to learning • Step 1: Habit Loop  Causality Diagram • Habit Loop will reveal underlying complexity – More Steps – Reinforcing Loop • Step 2: Look for Limiting Conditions & Side Effect Loops self-study/experimentation=
  62. 62. Training Request Need to Know Something New Recognition Formal Training Full Causal Diagram Fulfill IDP or Certification Easy to Measure Statement of Intent Self-Study Experiment Absorb & Share Learning Learn the Lingo to “Look Smart” Get By/ Impress Lack of Failure Shows Vulnerability Avoids Showing Vulnerability “The Recognized Expert” “The Self-Made Expert” “Whew, Passed the Test!”
  63. 63. What Does This Show? • 2 Leverage Points: – Remove Pain of Showing Vulnerability to Learning – Remove Value of IDP Based on Courses • 1 Side Effect: – Lack of Failure makes formal training easier than experimentation • There is an expected delay between absorbing the real learning and then receiving recognition – Decided to reward the experiment itself regardless of whether it was successful or failed
  64. 64. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  65. 65. “No plan survives contact with the enemy.” - Helmuth von Moltke the Elder
  66. 66. Inspect + Adapt
  67. 67. Value Stream(s) Org Retro What So What Now What Measures Retrospectives for Organizational Change, Jutta Eckstein Measures
  68. 68. Org Retro What So What Now What Gather Data Generate Insights DecideData (Measures/ Perspectives) Execute Δs Open Close
  69. 69. Status Quo New Status Quo disruption amount disruption time Satir Change Curve A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
  70. 70. How can we promote Sustainable Change?
  71. 71. Definitions Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation “Change Capacity”
  72. 72. + = limit to change > disruption amount Capacity is the WIP
  73. 73. + net effect time tolerance to time-lag defined by environment =
  74. 74. +net effect time balance limit vs lag
  75. 75. To-Do In Work Done Organizational Change Capacity WIP Limit =
  76. 76. Aspiration Starting Point Promotes Restricts Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency Hiring to Complement
  77. 77. Aspiration Starting Point Promotes Restricts Low Risk Tolerance Grand Unclear Vision Hiring to Fit Insular Communication Employee Indoctrination Successes Only Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency Hiring to Complement Specialized Silos Group Think
  78. 78. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Δ Kanban Δ Validation Board Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  79. 79. Determine the Change Domain Make change, Monitor for results Retrospect, Decompose Experiment for Solutions Solve, Observe patterns Cynefin Framework, David Snowden
  80. 80. Transformation Kanban Next Up In-WorkBacklog CompleteReady Measure Done Based On Org Capacity Based On Org Capacity Based On Org & Capacity To Measure Based On Org & Capacity To Measure Based On Org Capacity
  81. 81. Next Up In-WorkBacklog Complete Transformation Kanban Ready Measure Done Based On Org Capacity Based On Org Capacity Based On Org & Capacity To Measure Based On Org & Capacity To Measure Based On Org Capacity Organizational WIP Team has • Capacity • Charter • Measures • Expected Outcomes Team has • Completed Actions Team has • Measured Results
  82. 82. Validation Board Assumptions Benefactor Issue Solution P1 P2 P3 P4 P5 Riskiest Assumption Experiment Result Invalidated Validated Hypothesis
  83. 83. Squadron Mates • Create a support network • Find like minds and pair – Sounding board for pragmatic decisions • Better yet, form a triad – Third person holds the other two accountable to their commitments • Grow network as pairs/triads – Net-Map Technique is a great tool here Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
  84. 84. of and Hidden Assumptions Biases
  85. 85. A Couple of Typical Biases or Assumptions • People just don’t want to change – So explain to me why people will take up a new hobby later in life or move across country? (Hint1: it is in their interest – find mutual desire) (Hint2: involve them – co-creation) • Agile has issues scaling to large programs – Why do you have a large program? Could this be solved in a different manner with sets of smaller applications? (Hint1: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions) (Hint2: descale to individual applications before adopting a scaling framework – look to scale agility horizontally 1st, vertically 2nd)
  86. 86. Adding Bureaucracy Will Not Create Success
  87. 87. Agile Teams Tend to be here! Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
  88. 88. Most Policies Tend to be here! Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl
  89. 89. Most Programs Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl Tend to be here!
  90. 90. Complicated + Complex Overrides Ordered + Simple + = Process Team Result
  91. 91. … 1 2 3 n Worse Case Best Case
  92. 92. Strive to decomplicate… Help teams operate as simple and ordered as possible.
  93. 93. Apply the pants principle… Simple process adopted by the team doing the work in a simple structure. + Process Team
  94. 94. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support Line (Mission) Team
  95. 95. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support Line (Mission) Teams
  96. 96. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support
  97. 97. Customers Line (Mission) Teams Support Services Strategy Value Streams of a Network Portfolio Support to
  98. 98. Thanks!and Have a Good Flight!
  99. 99. Paul M. Boos http://paulmboos.com pmboos@yahoo.com @paul_boos 703-307-4322 (mobile) Games for Agility, Learning, and Engagement (GALE)

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