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The Symptoms of Succesful Agile Enterprise - Anand Murthy Raj - Scrum Bangalore 19th Meetup

The Symptoms of Succesful Agile Enterprise - Anand Murthy Raj - Scrum Bangalore 19th Meetup - March 25, 2017 - at Prowareness

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The Symptoms of Succesful Agile Enterprise - Anand Murthy Raj - Scrum Bangalore 19th Meetup

  1. 1. The Symptoms of Successful Agile Enterprise Anand Murthy Raj
  2. 2. Who am I? 2 1. 20+ years of Industry experience 2. One of the first to be nominated for SPCT in Asia 3. 6 years of experience in Agile Transformation 4. Work for Blinklane Consulting NV ( 5. Clients worked – Hewlett Packard, Symantec, SKF, Healtyhways and Philips 6. Currently part of the Global Agile Transformation Program - Coach @ Philips 7. Part of a NGO helping 700 rural talented students to see and realize their dreams by providing “Education”
  3. 3. TheTwinTransformation Challenges 3 Transforming the Organization Transforming the People
  4. 4. Agile –Transformation Journey Sep 20164 Large Slow Bureaucratic More Productive More Adaptive Response-ability Unpredictable Unreliable Unable Great!! Oh! My God
  5. 5. Successful Agile Organizations patterns 5 Flow Solution Alignment Design Failures Critical defects Integration Unknown-unknowns Mindset Silver Bullet Superficial Adoption Local vs Global Optimization Unrealistic Promises Kaizen Inability to learn Practices over Principles Unscientific Learning approaches Vision Vision propagation Global thinking Outcome over output Vision validation Measuring Success Learning Systems thinking Personal Mastery Mental Model SharedVision Team Learning
  6. 6. Learning Disabilities 6 Peter Senge in the book “The Fifth Discipline“ talk about the 7 Learning disabilities 1. I am my position 2. The enemy is out there 3. The Illusion of “Taking Charge” 4. The “fixation of events” 5. The parable of “Boiled Frog” 6. The delusion of “Learning with Experience” 7. The Myth of “Management team”
  7. 7. Learning Disabilities 7 I am my position 1. Lack of “system thinking” 2. Silo mentality 3. Auto Industry: Japan engg vs American engg 4. America vs Argnetina Soccer match 5. “Some one else screwed it up”
  8. 8. Learning Disabilities 8 The Enemy is out there 1. By-product of I am my position 2. Passing on the blame 3. Non systemic view of the world 4. Lack of accountability 5. Manufacturing  Engg  Marketing Sales 6. American companies who lost their share to foreign competitors 1. Blamed the cheap foreign wages 2. Labor union 3. Government regulations 4. Customers betrayed
  9. 9. Learning Disabilities 9 The illusion of taking charge 1. Proactive  Antidote of being reactive 2. Face difficult issues, solve problems before it gets into crisis 3. Crisis and Chaos teaches us great lessons 4. Mistakes make us hard 5. Pro-activeness is reactiveness in disguise 6. True proactive comes from seeing how we contribute to our own problems (Bangalore steel flyover) 7. It’s a product of our way of thinking, not our emotional state
  10. 10. Learning Disabilities 10 The fixation of events 1. Conversations are dominated by events 2. In org : Sales, Promotion, fire, new product 3. Focusing into such events leads to “Event explanations” 4. Distract from seeing long term pattern for change, underlying causes 5. Focus on real issues like Employee attrition, Technology updates, Customers’ business dynamics, Employee happiness, Pollution and issues like why are insane humans getting into such barbaric acts
  11. 11. Learning Disabilities 11 The parable of a boiled frog Year Japanese Share 1960 0% 1962 < 4% 1967 10% 1974 15% 1982 21.3% 1990 25% 2005 40% 1. Learning to see slow, gradual requires us to keep off the pace 2. Look for gradual processes that define fate of the frog 3. Look for folks going back to waterfall model way of thinking (metrics, plans, documentation) 4. Pay attention to human side of development
  12. 12. Learning Disabilities 12 The delusion of Learning with experience 1. Walking, Eating and , crawling and communicating – Trial and Error 2. Observe the consequences of our actions 3. Learning Horizon 4. Now being perfect, being predictable, reliable estimates 5. No scope for error 6. “We learn best from experience but never experience the consequences of some of our important decisions”
  13. 13. Learning Disabilities 13 The Myth of Management team 1. Can the mgmt. teams can surmount these learning disabilities ? 2. Maintaining the appearance of a cohesive team 3. Most management teams break down under pressure 4. Schools trains us never to admit that we do not know the answer, Corporations reinforce that lesson by rewarding the people who excel in advocating their views 5. No one dares inquiring into complex issues 6. Skilled incompetence’—teams full of people who are incredibly proficient at keeping themselves from learning
  14. 14. Dealing with People Challenges 14
  15. 15. The working model Mary Poppendieck – The friction15
  16. 16. The Communication model Footer text here16
  17. 17. TheThinking Model Footer text here17
  18. 18. The Communication Language Footer text here18 1. Out of 24 words in English that expresses emotion only 6 of them are positive !!! 2. A phycologist analyzed 558 words in English language only to find 38% words positive and 62 % negative
  19. 19. Footer text here19 SOUL SOLE Selfish Outdated Underperforming Lethargic Self Organized Learning Environment The first step..
  20. 20. Footer text here20 The right step.. Practical Wisdom The moral will to do the right thing and the moral skill to figure out what the right thing is – Aristotle Wisdom makes a transition from Efficiency to effectiveness 1. An ounce of information is worth a pound of data 2. An ounce of knowledge is worth a pound of information 3. An ounce of understanding is worth a pound of knowledge 4. An ounce of wisdom is worth a pound of understanding
  21. 21. Questions 21 References: The fifth Discipline - Peter Senge Switch – Dan Heath and Chip Heath – Mary Poppendieck-The Friction AgileAdrea - Mary Poppendieck-The Scaling Dilema The Paradox of Choice – Bary Schwartz Systems thinking by Dr. Russell Ackoff –