Uploaded byAgileNZ Conference
Dipesh Pala (IBM)
The document discusses 7 things that agile leaders and executives do differently compared to traditional managers. These include: 1) focusing on finishing work rather than starting new work, 2) slowing down workflows to increase overall speed, 3) fostering a unified team culture and shared goals, 4) developing fully capable self-organizing teams, 5) encouraging early failures to catch problems quickly, 6) prioritizing business value over project outputs, and 7) leading as servants who enable their teams rather than manage results. The document also discusses common barriers to agile adoption and how changing organizational culture takes time.
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Dipesh Pala (IBM)
- 1. @DipeshPala 7 Things thatAgile Leaders and Executives Do Differently Dipesh Pala Agile Leader Asia Pacific - IBM
- 2. @DipeshPala @DipeshPala 7 Things thatAgile Leaders and Executives Do Differently Dipesh Pala Agile Leader - Asia Pacific Agile NZ 2016
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- 4. @DipeshPala Cannot change the Organisational Culture Lack of AgileExperts or Experience within the organisation Lack of Management Support for Agile Concerns around implementing non-IT programs using Agile Cannot Change Pre-existing rigid Waterfall Framework No Barriers Concerns around Scaling or Distributed Agile Which one is the number 1 Barrier?
- 5. @DipeshPala Cannot change the Organisational Culture Lack of AgileExperts or Experience within the organisation Lack of Management Support for Agile Concerns around implementing non-IT programs using Agile Cannot Change Pre-existing rigid Waterfall Framework No Barriers Concerns around Scaling or Distributed Agile Which one is the number 1 Barrier?
- 6. @DipeshPala Source: VersionOne.com -state-of-agile-report-agile-2016-survey-results Barriers for Agile Adoption
- 7. @DipeshPala What Makes ChangesChallenging * IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners world-wide
- 8. @DipeshPala * IBM GlobalMaking Change Work Study explored differences in how change was implemented by over 1,500 practitioners world-wide What Makes Change Successful
- 9. @DipeshPala Can’t Create or Change Culture Itjust happens…
- 10. @DipeshPala • Stop Starting,Start Finishing • Slow Down to Go Faster • OneTeam, One Dream • Foster Fully CapableTeams • Fail Early & Fail Small • Deliver BusinessValue, not just Projects • Servant Leadership 7 Things Agile Leaders and Executives will do differently
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- 12. @DipeshPala P P P P P P P P P P P P PP DoneInProgressBacklog PP P P P P P P P P P PP P P P P PP P P P P PP P P P PP PP P PP PP P P P P P P P P P PP P P P P PP P P P P P P P P P P P MinimizeWIP Slow down to go faster! 1. Stop Starting, Start Finishing
- 13. @DipeshPala 2. Slow Downto Go Faster
- 14. @DipeshPala If you can’tfly, Run. If you can’t run, Walk. If you can’t walk, Crawl. But, by all means keep moving. - Dr. Martin Luther King, Jr. We follow Leaders not because of what they do but why they do it. - Simon Sinek
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- 16. @DipeshPala Doing The Right Work DoingThe Work Right
- 17. @DipeshPala Doing The Right Work Objectives& Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Strategic Programs 4 56 7 3 1 2 8 Customer Requests
- 18. @DipeshPala Team 1 Pull Pull Team 2 Teamn Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Customer Requests
- 19. @DipeshPala Team 1 Pull Pull Team 2 Teamn Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Customer Requests
- 20. @DipeshPala Using Agile practicesto “cascade” strategy
- 21. @DipeshPala 4. Foster FullyCapable Teams
- 22. @DipeshPala AS IS Capability thathas both depth and breadth across the domain providing greater scalability and flexibility
- 23. @DipeshPala IDEAL More Accountability Less Coordination MoreTransparency ReducedCycleTime Capability that has both depth and breadth across the domain providing greater scalability and flexibility
- 24. @DipeshPala 5.Fail Early &Fail Small
- 25. @DipeshPala Teams thrive and innovate whenthey are provided environments where they feel safe to trial things Promoting anonymity actually underscores the risk of speaking up Source: HBR Jan-Feb 2016 Issue – Can your employees really speak freely?
- 26. @DipeshPala 6. Deliver BusinessValue rather than just Projects
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- 28. @DipeshPala 7. Servant Leadership Shiftfrom managing for results to designing environments that create results
- 29. @DipeshPala The power of ourgreatness lies in matching our words and language to our destination The words you use impact the attitude of others Inspired by: Tanya Lacy – How to change your world with your words
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- 31. @DipeshPala Progress Setbacks Daily Checklist for AgileLeaders Toxins NourishersCatalysts Inhibitors www.ibm.com/au/devops/agile_checklist
- 32. @DipeshPala Dipesh Pala Agile Leader IBMGBS Asia Pacific dipeshpala@au1.ibm.com @DipeshPala slideshare.net/DipeshPala au.linkedin.com.com/in/dipeshpa la
- 33. @DipeshPala Thanks for listening AnyQuestions?