Agile Cincinnati 9 october 2017

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Agile Cincinnati talks by John Coleman, Value Glide Mission Impossible! ACing agility where it's most difficult Nexus+ experience report

Business

ACingyour
agility
transformation
JohnColeman
VALUE GLIDE®
www.valueglide.com

VALUE GLIDE®
www.valueglide.com
We can Ace agility
even where it’s hardest
JohnColeman @JohnColemanIRL

VALUE GLIDE®
www.valueglide.com
When we accept
one size does not fit all

VALUE GLIDE®
www.valueglide.com
And we diagnose current capability
using ..

Is this your experience?
VALUE GLIDE®
www.valueglide.com

1-3 year challenge
VALUE GLIDE®
www.valueglide.com

Embracing uncertainty
VALUE GLIDE®
www.valueglide.com

VALUE GLIDE®
www.valueglide.com
We can Ace agility
even where it’s hardest

VALUE GLIDE®
www.valueglide.com
When we grow
good sustainable agility

VALUE GLIDE®
www.valueglide.com
Each framework in 6 words..
Guess which is which…

VALUE GLIDE®
www.valueglide.com
Built out, comforting,
Trojan horse,
improving

VALUE GLIDE®
www.valueglide.com
De-scales organization
Barely sufficient
Thought through

VALUE GLIDE®
www.valueglide.com
Small bets
Explore &exploit
without over-burdening

VALUE GLIDE®
www.valueglide.com
People oriented
Flexible
Non-hierarchical
Limited
Cool

VALUE GLIDE®
www.valueglide.com
Architecture Owner
Malleable
Flexible
Guidance
“but”

VALUE GLIDE®
www.valueglide.com
Stage Gates
Lack of imagination
Seriously?

VALUE GLIDE®
www.valueglide.com
When there is “pull”

VALUE GLIDE®
www.valueglide.com
• When we accept one
size does not fit all
• When we grow good
sustainable agility
• When there is “pull”

VALUE GLIDE®
www.valueglide.com
Image credits
Consciousness – Yoel Beeri CC on Flicker
CLD – systemsandus.com
Measures – Andrew Malone CC (taken in Harvard)
Mars – Ken Gill CC on Flicker
Moon – hharryus CC on Flicker
Orbit – NASA CC on Flicker
Baby Steps (Flamingo) – Nathan Rupper CC on Flicker
Simplicity – Paul Dineen CC on Flicker
Pull – Let ideas compete CC on Flicker
Leaders as Coaches – Nader Talai/Ben Berry

Thank you – Next talk is on Nexus+ Case Study
VALUE GLIDE®
www.valueglide.com

Delivering flexibility, reliability and predictability in IT environments
Business Agility Specialists
Consulting, Coaching, Training
hello@valueglide.com

Nexus+
CaseStudy
EuropeanBank
Firstlet’s makesurewedon’thavetoo
manyco-ordinatingroles
VALUE GLIDE®
www.valueglide.com

VALUE GLIDE®
www.valueglide.com
Which pattern is this?
Was “the standard”
Enough?
Clear?

VALUE GLIDE®
www.valueglide.com
Nexus is genius because…

VALUE GLIDE®
www.valueglide.com
It offers agility for component teams

VALUE GLIDE®
www.valueglide.com
It’s malleable

VALUE GLIDE®
www.valueglide.com
Its extendable

VALUE GLIDE®
www.valueglide.com
Better to go deep and narrow

VALUE GLIDE®
www.valueglide.com
Nexus+ case study worked well
because…

VALUE GLIDE®
www.valueglide.com
Nexus is scalable & malleable

VALUE GLIDE®
www.valueglide.com
Added Architecture Owner role
for this context

VALUE GLIDE®
www.valueglide.com
Two new budding agility chefs

VALUE GLIDE®
www.valueglide.com
We can Ace agility with Nexus+
even where it’s hardest

VALUE GLIDE®
www.valueglide.com
Thank you!

VALUE GLIDE®
www.valueglide.com
Image credits
Vans – Andres CC on Flicker
Pull – Let ideas compete CC on Flicker
Leaders as Coaches – Nader Talai/Ben Berry

ACe for customers
VALUE GLIDE®
www.valueglide.com

MORE – Managerial and Organizational Resilience Evolution SUCCESS – Savvy United Culture and Climate Envelope with Succession Superpowers ACTION – Act, Clarify, Try-out, Iterate, Orient, Now Bar-stool pitch Executives... What got you here won't get you there. Avoid: –Focusing too much on quarterly results and targets –Not caring how employees deliver results –Not truly empowering teams to solve impediments –Employees not feeling inspired and hence not exciting customers in the right way. Prepare your successors. Attain MORE SUCCESS through ambidextrous ACTION

MORE executive SUCCESS 27th March 2024.pdf

Orderly Disruption

Bar-stool pitch Executives... What got you here won't get you there. Avoid: –Focusing too much on quarterly results and targets –Not caring how employees deliver results –Not truly empowering teams to solve impediments –Employees not feeling inspired and hence not exciting customers in the right way. Prepare your successors. Attain MORE SUCCESS through ambidextrous ACTION. MORE – Managerial and Organizational Resilience Evolution SUCCESS – Savvy United Culture and Climate Envelope with Succession Superpowers ACTION – Act, Clarify, Try-out, Iterate, Orient, Now CC NC-ND Copyright © 2017-2024 Orderly Disruption Limited

The management revolution - part 1.pdf

Orderly Disruption

Summary As an executive, board member, or entrepreneur, learn about a management innovation you can begin working on tomorrow. Try better and more timely decision-making, with happy employees serving happy customers, good psychological flow, and an optimized flow of potential and actual value. Consider multi-year operational performance over share price; share price focus alone drives cost-cutting to the extent employees incur "moral injury," increase long-term costs, and worsen customer, consumer, or user long-term experience. Description It's notable how little management innovation occurs. It has dramatic effects when it happens, e.g., RenDanHeyi in Haier, Beyond Budgeting in Handelsbanken, and Cynefin® in government and industry alike. Estuarine Mapping is also making waves. But there is a new upstart. This is not for you if you are only interested in quick fixes, looking good, or doing the bare minimum to satisfy shareholder, legal, moral, or psychological needs. As W. Edwards Deming often said, "Survival is optional." This is for those who want long-term and short-term success, those who wish to leave a legacy of prestige and successful successors, and those who want to lead the way to being led by others. Try better and more timely decision-making, with happy employees serving happy customers, good psychological flow, and an optimized flow of potential and actual value. Consider multi-year operational performance over share price; share price focus alone drives cost-cutting to the extent employees incur "moral injury," increase long-term costs, and worsen customer, consumer, or user long-term experience. Revolutions don't need a majority to get started. As Leandro Herrero once said, "Revolutionaries don't wait for everyone to be aligned." So why are you waiting? As an executive, as a board member, and as an entrepreneur. Do you want to leave a mark or not? How do you want to be remembered? What can you do tomorrow? What's stopping you? Speaker profile John Coleman Executive guide, product leader Trainer for Agile Kata, Kanban, Kanplexity, LeSS, Scrum Flight Levels Coach, co-author of Kanban Guide Podcast host - Xagility, Agility Island "Chef"

Kanplexity Talk at Scrum Day London

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Estimation is dead - long live sizing, by John Coleman 13June2023.pdf

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Why you might need an agility island

Orderly Disruption

Why you might need an agility island as per https://www.infoq.com/articles/need-island-agility/ Did you ever feel like sometimes agile is so hard that you might need to start a new company? Did you ever feel that maybe not the entire organization needs to be agile? In this talk, we explore Michael Sahota's culture bubble, Heidi Helfand's isolation pattern, and LeSS's parallel organization And we go further - how about we build an island of agility with its own ethos, leadership style, measurements systems And how about we go even further and build an archipelago of agility, leaving the mainland to do what it does best, milking the cow we already have

Lithe Talks - Kanplexity 2022 edition

Orderly Disruption

John Coleman is a top agile leader who coaches various agile frameworks including Kanban, Scrum, and LeSS. He created Kanplexity and Xagility to help teams and organizations deal with complexity. Kanplexity advocates defining workflows, focusing on flow metrics, having a guide to facilitate discovery and decision making using the Cynefin framework, and establishing a direction of travel rather than fixed goals. It promotes flexibility, rhythm, expanding optimization upstream and downstream, and minding the flow of value.

Estimation is dead - long live sizing, by John Coleman 24Nov22.pdf

Orderly Disruption

Scrum with Kanban Regional Scrum Gathering Taipei 4th November 2022.pdf

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Add rocket fuel and connectedness to your Scrum Teams with the Kanban Guide for Scrum Teams. Scrum with Kanban is authentic about both Scrum and Kanban. Learn about: -Definition of Workflow -Flow metrics -Kanban practices -Flow-based Scrum events -Expand Kanban board upstream, downstream, at various levels of granularity (work, co-ordination, strategy) -Discover to not deliver -Scrum Master has additional skills -Manage expectations about uncertainty before dates -Use Monte Carlo probabilistic forecasting, saying "I'll have a better forecast next week"

Lean Agile London - Hit Delete - unlocking organizational agility by unlockin...

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Scrum with Kanban

Orderly Disruption

The document discusses combining Scrum and Kanban practices to manage workflow. The key practices are: 1) Visualizing workflow using a Kanban board to see work status and optimize flow. 2) Limiting work in progress to focus effort and allow for slack time. 3) Actively managing work items to continually address complexity. 4) Inspecting and adapting the workflow definition and service level expectations based on data. Flow-based Scrum events like planning, daily stand-ups, and retrospectives are also discussed.

Kanplexity™ kanban for complexity™

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"Hit Delete"

Orderly Disruption

The document discusses the need for "deletions" or reductions of certain behaviors to achieve authentic sustainable organizational agility. Some behaviors that need deleting include: decisions made with perfect information, fixed price and scope commitments, lack of work prioritization, complacency about improvement, and delayed meetings. Without reducing these behaviors, teams will lack motivation for agility approaches. The document provides suggestions for areas executives could focus on deleting like recruitment/promotion practices, listening skills, empowering non-experts, and improving understanding of complexity.

Possibilities through communities

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Kfs what is it and why is it needed - backup pack

Orderly Disruption

1) The guide contains the minimum set of rules for Kanban - the Flow Strategy (KFS) to provide a unifying reference for the community while accommodating a wide range of challenges. 2) Followers can layer additional practices on top of the basic structure provided they adhere to the minimum requirements. 3) To apply Kanban, teams must actively manage work in progress, use workflow policies to support flow, avoid local optimization, and have transparency, visualization, learning, and flow to optimize value.

5 reasons why you should swipe right (main deck)

Orderly Disruption

This document introduces Kanban - the Flow Strategy (KFS), a minimalist flow strategy approach. It provides 5 reasons why one should "swipe right" and adopt KFS, including that it is simple, defines value types, supports deep complexity through an addendum, doesn't require adopting other approaches like Theory of Constraints, and is still evolving based on feedback. Key aspects of KFS that are defined include workflow, practices, measures, cycle time, flow, backlog, boards, work items, work in progress limits, and value. It is presented as having clarity, simplicity, breadth and depth, while being extensible through addendums. Adoption of KFS is portrayed as supporting executive, organizational and non

How to measure success - Agile Tour 2019 Dublin

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Agile cincy exec related workshop copy

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Scrum dayua bada

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Scrum dayua exec related workshop

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The document discusses organizational agility and defines it as the ability to drive disruption through effectiveness, quality, learning, and efficiency using small cross-functional teams. It describes agility as fostering psychological safety, engagement, respect, and transparency. The document suggests agility is a required 21st century skill and advocates for executive leadership that supports organizational direction through agility. It provides links to surveys about insights related to agility.

Exec leadership for agility may 2018 cincinnati, indianapolis, amsterdam

Orderly Disruption

This document provides information about John Coleman and his work helping organizations become more agile through executive leadership training and coaching. He trains and coaches executives, managers, and teams in agile strategies. Some of the topics he covers in full and short workshops include Scrum, Kanban, systems thinking, large scale agility, and implementing beyond budgeting. He also discusses frameworks for developing autonomy and alignment in organizations. Upcoming events involving John Coleman are mentioned at the end.

Agile coaching exchange 24th september update on 30th september – john coleman

Orderly Disruption

More Agile changes for Scrum are either based on "just do it", Kotter style change leadership, Senge style change evolution, Cohn style rollout, Larman/Vodde style rollout, or Schwaber/Sutherland style rollout. Scaling models also get considered. Indeed there are many theories, but usually from two schools of thought. There may be another. There is a lot of psychological research to suggest that as humans we are highly influenced by the crowd and by "social proof" from people we respect. So, often we imitate them. This explains why mindset shift gets reversed after people sleep on our coaching and why coaching needs repetition/refocus. John Coleman shared ideas on Agile behaviours. Let's say it's an interesting twist of psychology, change theory, and what we need to do to make good Scrum and other agile methods "go viral" in the enterprise. Enter the Chalfont Project, Leandro Herrero and Viral Change (TM). And we have an Agile angle from John Coleman. But to be clear, there is only one version of Viral Change(TM) and one must be licensed by the owners of the method to use it. Contact the Chalfont Project or associate companies for more details. The catch with the exercise in this slide deck is you need to pick 5 or less non-negotiable behaviours per method. Maybe some are missing? Wouldn't it be wonderful if as well as principles & values, that the Agile Manifesto also had behaviours, as in things that people do at a basic level?

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[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants. Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes. This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals. INCLUDED FRAMEWORKS/MODELS: 1. Stanford’s Design Thinking 2. IDEO’s Human-Centered Design 3. Strategyzer’s Business Model Innovation 4. Lean Startup Methodology 5. Agile Innovation Framework 6. Doblin’s Ten Types of Innovation 7. McKinsey’s Three Horizons of Growth 8. Customer Journey Map 9. Christensen’s Disruptive Innovation Theory 10. Blue Ocean Strategy 11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map 12. Design Sprint Framework 13. The Double Diamond 14. Lean Six Sigma DMAIC 15. TRIZ Problem-Solving Framework 16. Edward de Bono’s Six Thinking Hats 17. Stage-Gate Model 18. Toyota’s Six Steps of Kaizen 19. Microsoft’s Digital Transformation Framework 20. Design for Six Sigma (DFSS) To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations

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1. ACingyour agility transformation JohnColeman VALUE GLIDE® www.valueglide.com

2. VALUE GLIDE® www.valueglide.com We can Ace agility even where it’s hardest JohnColeman @JohnColemanIRL

3. VALUE GLIDE® www.valueglide.com When we accept one size does not fit all

4. VALUE GLIDE® www.valueglide.com

5. VALUE GLIDE® www.valueglide.com And we diagnose current capability using ..

6. Is this your experience? VALUE GLIDE® www.valueglide.com

7. Is this your experience? VALUE GLIDE® www.valueglide.com

8. Is this your experience? VALUE GLIDE® www.valueglide.com

10. Is this your experience? VALUE GLIDE® www.valueglide.com

11. 1-3 year challenge VALUE GLIDE® www.valueglide.com

12. Is this your experience? VALUE GLIDE® www.valueglide.com

13. Is this your experience? VALUE GLIDE® www.valueglide.com

14. Embracing uncertainty VALUE GLIDE® www.valueglide.com

15. VALUE GLIDE® www.valueglide.com We can Ace agility even where it’s hardest

16. VALUE GLIDE® www.valueglide.com When we grow good sustainable agility

17. VALUE GLIDE® www.valueglide.com Each framework in 6 words.. Guess which is which…

18. VALUE GLIDE® www.valueglide.com Built out, comforting, Trojan horse, improving

19. Is this your experience? VALUE GLIDE® www.valueglide.com

20. VALUE GLIDE® www.valueglide.com

21. VALUE GLIDE® www.valueglide.com De-scales organization Barely sufficient Thought through

22. VALUE GLIDE® www.valueglide.com

23. VALUE GLIDE® www.valueglide.com

24. VALUE GLIDE® www.valueglide.com Small bets Explore &exploit without over-burdening

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26. VALUE GLIDE® www.valueglide.com People oriented Flexible Non-hierarchical Limited Cool

27. VALUE GLIDE® www.valueglide.com

28. VALUE GLIDE® www.valueglide.com Architecture Owner Malleable Flexible Guidance “but”

29. VALUE GLIDE® www.valueglide.com Stage Gates Lack of imagination Seriously?

30. VALUE GLIDE® www.valueglide.com We can Ace agility even where it’s hardest

31. VALUE GLIDE® www.valueglide.com When there is “pull”

32. Is this your experience? VALUE GLIDE® www.valueglide.com

33. VALUE GLIDE® www.valueglide.com

34. VALUE GLIDE® www.valueglide.com

35. VALUE GLIDE® www.valueglide.com We can Ace agility even where it’s hardest

36. VALUE GLIDE® www.valueglide.com • When we accept one size does not fit all • When we grow good sustainable agility • When there is “pull”

37. VALUE GLIDE® www.valueglide.com Image credits Consciousness – Yoel Beeri CC on Flicker CLD – systemsandus.com Measures – Andrew Malone CC (taken in Harvard) Mars – Ken Gill CC on Flicker Moon – hharryus CC on Flicker Orbit – NASA CC on Flicker Baby Steps (Flamingo) – Nathan Rupper CC on Flicker Simplicity – Paul Dineen CC on Flicker Pull – Let ideas compete CC on Flicker Leaders as Coaches – Nader Talai/Ben Berry

38. Thank you – Next talk is on Nexus+ Case Study VALUE GLIDE® www.valueglide.com

39. Delivering flexibility, reliability and predictability in IT environments Business Agility Specialists Consulting, Coaching, Training hello@valueglide.com

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41. VALUE GLIDE® www.valueglide.com

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43. VALUE GLIDE® www.valueglide.com Which pattern is this? Was “the standard” Enough? Clear?

44. VALUE GLIDE® www.valueglide.com Nexus is genius because…

45. VALUE GLIDE® www.valueglide.com It offers agility for component teams

46. VALUE GLIDE® www.valueglide.com

47. VALUE GLIDE® www.valueglide.com

48. VALUE GLIDE® www.valueglide.com

49. Is this your experience? VALUE GLIDE® www.valueglide.com

50. VALUE GLIDE® www.valueglide.com Nexus is genius because…

51. VALUE GLIDE® www.valueglide.com It’s malleable

52. VALUE GLIDE® www.valueglide.com

53. VALUE GLIDE® www.valueglide.com

54. Is this your experience? VALUE GLIDE® www.valueglide.com

55. VALUE GLIDE® www.valueglide.com

56. VALUE GLIDE® www.valueglide.com Nexus is genius because…

57. VALUE GLIDE® www.valueglide.com Its extendable

58. Is this your experience? VALUE GLIDE® www.valueglide.com

59. Is this your experience? VALUE GLIDE® www.valueglide.com

60. VALUE GLIDE® www.valueglide.com Better to go deep and narrow

61. VALUE GLIDE® www.valueglide.com Nexus+ case study worked well because…

62. VALUE GLIDE® www.valueglide.com Nexus is scalable & malleable

63. VALUE GLIDE® www.valueglide.com Added Architecture Owner role for this context

64. VALUE GLIDE® www.valueglide.com Two new budding agility chefs

65. VALUE GLIDE® www.valueglide.com We can Ace agility with Nexus+ even where it’s hardest

66. VALUE GLIDE® www.valueglide.com When there is “pull”

67. Is this your experience? VALUE GLIDE® www.valueglide.com

68. VALUE GLIDE® www.valueglide.com

69. VALUE GLIDE® www.valueglide.com

70. VALUE GLIDE® www.valueglide.com We can Ace agility with Nexus+ even where it’s hardest

71. VALUE GLIDE® www.valueglide.com • When we accept one size does not fit all • When we grow good sustainable agility • When there is “pull”

72. VALUE GLIDE® www.valueglide.com Thank you!

73. VALUE GLIDE® www.valueglide.com Image credits Vans – Andres CC on Flicker Pull – Let ideas compete CC on Flicker Leaders as Coaches – Nader Talai/Ben Berry

74. ACe for customers VALUE GLIDE® www.valueglide.com

75. Delivering flexibility, reliability and predictability in IT environments Business Agility Specialists Consulting, Coaching, Training hello@valueglide.com

Agile Cincinnati 9 october 2017

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