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Cultural architecture agile2011


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Talk given at the Agile2011 Conference August 10, 2011. All about the cultures of the world and how Agile team dynamics are influenced by culture.

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Cultural architecture agile2011

  1. Cultural Architecture Raj Mudhar Agile 2011 2011, Raj Mudhar - rajile.com
  2. Bio - Raj MudharCultural: Born in Leeds, England, Father from Uganda, Mother from India, live in Canada and work around the world.Employer: Alcatel-Lucent - 70000+ employees operating in 100+ countries. www.alcatel-lucent.comJob: Agile Servant Leader - helping our Wireless business transform, serving 9000+ employees.Career: 16+ years in telecom as a programmer, manager, cross-company partnership leader, and head of R&D for the Korean 3G telecom market.Interests: Culture, food, music. Blog: - Twitter: rmudhar LinkedIn: E-mail: - 2011, Raj Mudhar -
  3. Acknowledgements Linda Robinson, Nirmal Kaur Mudhar, and Kanwal Mudhar-Graham - who tested my thinking. Chitra Kasthuri, François Morin, Yong Wang, Lv Yi, Robert Tingaud, and Catherine Louis who shared their perspectives. All the people on every international project I ever worked on who taught me to be culturally aware. 2011, Raj Mudhar -
  4. Delivering Great Products that Customers love! 2011, Raj Mudhar -
  5. The True Story of aCartesian Thinker Part #1 2011, Raj Mudhar -
  6. “The way I was...“Cartesian thinker - linear, abstract,command & control mindsetHistory of success in the past usingtraditional methodsExperienced and respectedPlan-driven Waterfall as the default 2011, Raj Mudhar -
  7. Now...Lead an Agile program, using Scrum &some XP (12 teams and growing)Adopting Servant Leader principlesAggressive impediment removerTrust in teams 2011, Raj Mudhar -
  8. ExerciseList one cultural stereotype from yourown culture or one that you know well. 2011, Raj Mudhar -
  9. Artifacts & Products The visible signs of culture. This is the WHAT of culture - What you see, hear, taste, smell. The source of cultural stereotypes Misunderstanding happens when you apply your own rules and filters out of context. 2011, Raj Mudhar -
  10. Rules and Filters 2011, Raj Mudhar -
  11. ExerciseList a value and a norm from a culture you know.Value = How I aspire to behaveNorm = How I am expected to behave 2011, Raj Mudhar -
  12. Values & NormsValues are the WHY of cultureNorms are HOW we live the values 2011, Raj Mudhar -
  13. ExerciseAsk yourself the five-why’s of a cultural value.How long did it take before you arrived at apoint that defies explanation? 2011, Raj Mudhar -
  14. What is Culture? What you see, taste, Artifacts and Products smell, visible signs, source of stereotypes Norms and Values Norms - how I should Basic behave, Values - how I Assumptions aspire to behave Implicit Like breathing - you don’t even think about it. Explicit Culture directs our actionsSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar -
  15. Korean/French Team Ok! We have a decision A B Time passes... French - let’s see Korean -where we are on the path to B. let’s see where we are on the path to C. A B C 2011, Raj Mudhar -
  16. ExerciseCreate a narrative of what you thinkcould have happened to cause thedisconnect between the French andKorean team members.What rules and filters did you apply?What values and norms were at play? 2011, Raj Mudhar -
  17. Culture Map Egalitarian Hierarchical Structures Informal Formal Style Individual Group InterestsTransactional Interpersonal Relationship Direct Indirect Communication Fluid Controlled Time Internal External Control Balance Status Motivation Source: ALU CUlture Wizard 2011, Raj Mudhar -
  18. ExerciseA Scrum team does not have healthy conflict.The team exhibits a lack of commitment andfinger-pointing. Consider a: French Scrum team Chinese Scrum team American Scrum team. Use the culture map for help.What “could” be the problem? M.C. Escher 2011, Raj Mudhar -
  19. Cultural Dimensions Universalism versus Particularism Rules Relationships Communitarianism versus Individualism The Group The Individual Neutral versus Emotional The range of feelings expressed Diffuse versus Specific The range of involvement Achievement versus Ascription How status is accordedSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar -
  20. Grey ZoneEach cultural dimension is a continuumThere is no one right place to be on thecontinuum - all is dependent on the contextWe run into trouble when we attempt tosimplify... stereotypingContext is everything 2011, Raj Mudhar -
  21. The True Story of aCartesian Thinker Part #2 2011, Raj Mudhar -
  22. Triggers for Change Failure - a sense of urgency. Simple, testable methods. Recognized my culture, background, education was getting in the way. International experience taught me to keep an open mind. 2011, Raj Mudhar -
  23. Conclusion 2011, Raj Mudhar -
  24. CAUTION A little bit of knowledge is adangerous thing 2011, Raj Mudhar -
  25. My Korean FriendOver 40/Under 40 2011, Raj Mudhar -
  26. Think Fractals, Layers 2011, Raj Mudhar -
  27. 2011, Raj Mudhar -
  28. Q&ABlog: - Twitter: rmudharLinkedIn: - 2011, Raj Mudhar -
  29. Back-Up 2011, Raj Mudhar -
  30. Universalism Apply rules and procedures universally to ensure equity and consistency although... We do not want to Central We do not want to drown in chaos or lose Guidelines degenerate into rigidity our sense of central with local and bureaucracy so we direction so we must... adaptations must... and discretion Encouraging flexibility by adapting to particular situations. However... ParticularismSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar -
  31. Individualism Encourage individual freedom and responsibility, however... Give clear objectives that We need to avoid We do not want to need conformism and slow degenerate into self- individual decision-making so centeredness or forced initiative and we must... compromise, so we must... accountability to succeed Encourage individuals to work for consensus in the interest of the group, although... CommunitarianismSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar -
  32. Specific, Low Context The quality of the product can be developed needs to be developed because it ultimately so that eventually is a guarantee for The quality of the relationship Diffuse, High ContextSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar -
  33. Achievement We need to reward what our people achieve based on skill, but... Respect what We do not want to be We want to avoid the people are so we hindered in our achievement instability that comes can better take by not challenging the from only valuing recent advantage of status quo, so... performance, so we must... what they do Respect who our people are based on their experience, although... AscriptionSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar -
  34. Patterns of SpeechAnglo-Saxon - silence is uncomfortable- take turns speaking, interrupting isrudeLatin - interrupt often to indicateinterest and engagementAsian - Silence to process what is said isa sign of respect 2011, Raj Mudhar -
  35. Showing EmotionFrench, Italian, Spanish - showingemotion is prevalent - words are notenoughAmerican - show emotion but separate itfrom rational, objective argumentKorean - within “clans” emotion is okbut with outsiders, it is not 2011, Raj Mudhar -
  36. The Boss Outside WorkChina - the boss is the boss outside work- significant influenceFrance/USA/Finland - the boss is justanother person outside work - limitedinfluence 2011, Raj Mudhar -
  37. Corporate Culture Hierarchical Family Eiffel Tower (Latin) (German) It’s who you know - Structure, titles your network Expertise Power oriented Person Task Incubator Guided Missile (Silicon Valley) (Anglo-Saxon) Management by passion Mgt. by Objectives Controlled Chaos MBAs Driver to work here is Not people focused learning more than money EgalitarianSource: Trompenaars/Hamden-Turner 2011, Raj Mudhar -
  38. Corporate Culture Hierarchical Person Task our does y re Where s cultu y’compan gle or n fit? Si ltures? cu m ultiple Egalitarian 2011, Raj Mudhar -