Agile leadership faces five main challenges: 1) Where organizations wrongly claim to be agile without truly embracing agile values. 2) Where agile is seen as only for software teams, not the whole enterprise. 3) Where command-and-control managers dislike agile's emphasis on transparency and empowerment. 4) Where bureaucracy constrains agile ways of working. 5) Where organizations have a fixed traditional mindset instead of an agile one focused on continuous learning and adaptation. Overcoming these challenges requires the right agile leadership focused on culture, ownership, mindset, feedback and long-term goals.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Flow Metrics: What They Are & Why You Need ThemTasktop
When it comes to assessing an IT transformation (such as Agile and DevOps), performance metrics have come under intense scrutiny. Traditional performance metrics, such as counting the number of lines of code and the number of software bugs should be used with caution, because there are bugs that are not worth fixing and code that is not worth maintaining. These old-school performance metrics represent activities, not outcomes. To visualize and optimize the business value of your software delivery, you need to find a way to measure business outcomes. To do that, we need flow metrics.
During this on-demand webinar, Dominica DeGrandis presents five key flow metrics that reveal trends on desirable business outcomes – such as faster time-to-market, responsiveness to customers, and predictable release timeframes – and explains how to implement them at your organization to measure and improve the impact and value of software products on your business.
Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012.
The Agile Coach is a critical role in helping leaders, teams or individuals understand, adopt and improve Agile methods and practice. Additionally, an Agile Coach helps people rethink and change the way they go about their work. For a individual to be effective in a coaching role, they must poses a wide range of skills and experience. In this workshop we will explore Agile coaching skills in the context of a competency framework and provide participants with lessons from real-world coaching experience. The workshop will provide an opportunity for participants to learn about coaching, identify areas of Agile development and to broaden skills through hands-on group and individual exercises and games.
You will:
» Understand role of an Agile coach and the typical development pathways
» Identify personal areas of strength/weakness in relation to a broad range of Agile and related skills
» Learn situational specific coaching techniques for common Agile dysfunctions
» Understand the use of maturity models in helping teams learn and adapt to Agile
» Understand organisational and role specific Agile challenges
» Learn how to adapt Agile practices to suit team specific challenges
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Flow Metrics: What They Are & Why You Need ThemTasktop
When it comes to assessing an IT transformation (such as Agile and DevOps), performance metrics have come under intense scrutiny. Traditional performance metrics, such as counting the number of lines of code and the number of software bugs should be used with caution, because there are bugs that are not worth fixing and code that is not worth maintaining. These old-school performance metrics represent activities, not outcomes. To visualize and optimize the business value of your software delivery, you need to find a way to measure business outcomes. To do that, we need flow metrics.
During this on-demand webinar, Dominica DeGrandis presents five key flow metrics that reveal trends on desirable business outcomes – such as faster time-to-market, responsiveness to customers, and predictable release timeframes – and explains how to implement them at your organization to measure and improve the impact and value of software products on your business.
Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012.
The Agile Coach is a critical role in helping leaders, teams or individuals understand, adopt and improve Agile methods and practice. Additionally, an Agile Coach helps people rethink and change the way they go about their work. For a individual to be effective in a coaching role, they must poses a wide range of skills and experience. In this workshop we will explore Agile coaching skills in the context of a competency framework and provide participants with lessons from real-world coaching experience. The workshop will provide an opportunity for participants to learn about coaching, identify areas of Agile development and to broaden skills through hands-on group and individual exercises and games.
You will:
» Understand role of an Agile coach and the typical development pathways
» Identify personal areas of strength/weakness in relation to a broad range of Agile and related skills
» Learn situational specific coaching techniques for common Agile dysfunctions
» Understand the use of maturity models in helping teams learn and adapt to Agile
» Understand organisational and role specific Agile challenges
» Learn how to adapt Agile practices to suit team specific challenges
This is a talk on Leadership Agility - dwells on the mindset of an Agile Leader, different levels of Leadership Agility and the Leadership Agility Compass.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
Breakfast Buzz session June 2019: Building high performing teams.
In today's high-pace and diverse workplace, cohesive and effective teamwork provides organizations the ultimate competitive advantage. We all know that effective teamwork makes for a more fun and effective work environment, but how do we get there?
Bolstered by high levels of caffeine and purpose, his interactive session builds on Patrick Lencioni's The Five Behaviors of Cohesive Teams. We will present and discuss a simple roadmap and practical advice on how to improve organizational results by building truly cohesive and effective team in your business:
Learn how to build trust with individuals and teams
Learn benefits of healthy conflict
Learn how to help people fully commit to team goals and decisions
Learn how team members can hold each other accountable
Learn how to get the team to focus on important organizational results and make good decisions
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Usando o Agile Coaching Competency Framework para evoluir na carreira de Agil...Caio Cestari
Sessão apresentada na Agile Brazil 2016
Como o Agile Coaching Competency Framework, desenvolvido por Lyssa Adkins e Michael Spayd, foi usado para evoluir minha carreira como Agile Coach - e como pode ajudar você em seus desafios ao longo da jornada!
Leadership in the Era of Innovation - A Case Based PresentationStefan Lindegaard
I recently did a session in Helsinki, Finland on leadership in the era of innovation. My approach was interactive as I developed three short cases for the audience. We deep-dived into one of the, The Frustrated Innovation Team and very briefly discussed the other two.
Here you can see the presentation slides (very simple as I focused on interaction and discussion).
This is a talk on Leadership Agility - dwells on the mindset of an Agile Leader, different levels of Leadership Agility and the Leadership Agility Compass.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
Breakfast Buzz session June 2019: Building high performing teams.
In today's high-pace and diverse workplace, cohesive and effective teamwork provides organizations the ultimate competitive advantage. We all know that effective teamwork makes for a more fun and effective work environment, but how do we get there?
Bolstered by high levels of caffeine and purpose, his interactive session builds on Patrick Lencioni's The Five Behaviors of Cohesive Teams. We will present and discuss a simple roadmap and practical advice on how to improve organizational results by building truly cohesive and effective team in your business:
Learn how to build trust with individuals and teams
Learn benefits of healthy conflict
Learn how to help people fully commit to team goals and decisions
Learn how team members can hold each other accountable
Learn how to get the team to focus on important organizational results and make good decisions
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Usando o Agile Coaching Competency Framework para evoluir na carreira de Agil...Caio Cestari
Sessão apresentada na Agile Brazil 2016
Como o Agile Coaching Competency Framework, desenvolvido por Lyssa Adkins e Michael Spayd, foi usado para evoluir minha carreira como Agile Coach - e como pode ajudar você em seus desafios ao longo da jornada!
Leadership in the Era of Innovation - A Case Based PresentationStefan Lindegaard
I recently did a session in Helsinki, Finland on leadership in the era of innovation. My approach was interactive as I developed three short cases for the audience. We deep-dived into one of the, The Frustrated Innovation Team and very briefly discussed the other two.
Here you can see the presentation slides (very simple as I focused on interaction and discussion).
Why does there seem to be a gap between management and IT when it comes to Agile? Why is Agile still sometimes viewed as an "IT initiative"? And what can we do to start bridging this gap? In this presentation given at XP Days Benelux 2012, Tiago Garcez tackles these questions and more.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
Agile organizational refactoring - A key moment in your transformation - Part 1Xavier Albaladejo
The “compulsory” organisational re-factoring needed in order to be more Agile has a lot of wins but, as any organisational design, it also has flaws and typical issues you should expect (e.g. silo effect in teams, not ready technology base, how to deal with middle management). So, this talk gives some options for dealing with these situations before they get tough. Another topic that is covered is the non-sense of the “Agile corporate transformation” concept and what to do if you are in this situation.
YouTube live presentation: http://www.youtube.com/watch?v=grMDYgCNCbQ
Versión en español: https://www.slideshare.net/xalbaladejo/refactorizacion-organizativa-agile-un-momento-clave-en-la-transformacin-agile-parte-1/
Book summary - Perspectives on agility - Hrishikesh KarekarHrishikesh Karekar
Based on insights from years of agile coaching and leading large agile transformations, Perspectives on agility provides a point of view on some of the crucial aspects that leaders, coaches, and agile practitioners need to focus on in their journey for business agility.
This presentation goes into details about impediments, how to identify them, how to create a strategy for, escalate, and ultimately - if not removing them entirely - moving the needle to improve the situation. Apologies for the outdated styling - it's on my backlog to improve it!
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. About me…
agiledeltaconsulting.com
Giles Lindsay:
25 years working as a Software Engineer
Former CTO and now CEO of Agile Delta Consulting Limited
Fellow (FBCS) - The Chartered Institute for IT
Fellow (FIAP) - The Institute of Analysts & Programmers
Fellow (FCMI) – The Chartered Management Institute
Certified Enterprise Agile Coach
Certified Disciplined Agilist
Certified Scrum Coach
Member of the Advisory Board of the PMI Disciplined Agile Consortium
Mentor for the Women In Technology Group.
Member of the International Working Group for the ISO standard for Agile
3. Purpose of this talk…
…is to look at some the
challenges that are limiting agile
leadership from being truly
successful in the workplace…
agiledeltaconsulting.com
5. How is agile perceived today?
As a cult or ideology?
As the goal?
As just ‘about doing’ and not ‘about
being’ agile?
As being too prescriptive and
bureaucratic?
As being fake?
As only about implementing parts of the
process?
agiledeltaconsulting.com
6. How is agile perceived today?
A tool for software development only?
All about scaling and brands and
methodologies and transformations?
As the whole answer?
As a tick in a box exercise?
Just about qualifications?
As Agile Theatre?
agiledeltaconsulting.com
8. Organisations aspiring to be Agile…
Surveys by Deloitte and McKinsey:
More than 90% of senior management in
technology organisations, are giving high
priority to the mandate of making
organisations… Agile.
agiledeltaconsulting.com
9. Organisations aspiring to be Agile…
McKinsey global agile survey:
80% of respondents have undertaken digital
transformation initiatives over the past 5 years…
a mere:
16% reported a success…
but only:
3% claimed successful sustained transformation.
McKinsey & Company (2018). Unlocking success in digital transformations:
https://www.mckinsey.com/business-functions/organization/our-
insights/unlocking-success-in-digital-transformations
Adventures with Agile (2019). Raconteur Enterprise Agility publication. p7.
10. Organisations aspiring to be Agile…
The results from respondents who did report a
success (the 16%), point to 5 categories, in order
of importance, all of which make a transformation
more likely to succeed:
* Leadership
* Capability building
* Empowering workers
* Upgrading tools
* Communication
agiledeltaconsulting.com
11. Organisations aspiring to be Agile…
Large delta between aspiration and reality…
Too many organisations claiming to be agile, when
clearly they are not.
Right leadership required to bring about required
changes to improve on that 3% score.
agiledeltaconsulting.com
13. Wherever you are on your agile journey…
Agile leadership is:
The practice of creating change that helps build a
truly agile organisation.
The craft of creating the right context for self-
organisation.
About building an environment where agile teams
collaborate, learn from each other, get quick
feedback from users and are focused on quality and
continuous learning.
agiledeltaconsulting.com
14. What is Agile Leadership?
These leaders focus on:
Culture
Ownership
Mindset
Feedback
Long term goals
agiledeltaconsulting.com
15. Who is an Agile Leader?
Think of the role of the Agile Leader as a
placeholder for whatever you decide to call the
role.
A critical role and function that is a key part of
any modern organisation.
agiledeltaconsulting.com
16. Putting Agile Leadership into practice…
Agile leaders need to:
Be present
Inspire creativity and innovation in your employees
Adapt to any situation as it happens
Be resilient and creative
Continuously learn and embody a growth philosophy
Let go of what doesn’t work
Connect the dots
agiledeltaconsulting.com
17. Agile Leadership Effect…
It has an effect on two levels:
Structural Level
Behavioural Level
agiledeltaconsulting.com
18. Leaders Managers
• Mobilise people and
resources
• Explain the vision
• Focus on goals
• Take risks
• Sell it
• Go against the grain
• Motivate
• Inspire trust
• Foster ideas
• Innovate
• Mobilise people and
resources
• Explain the vision
• Focus on tasks
• Mitigate risks
• Tell it
• Go with the flow
• Approve
• Expect control
• Assign tasks
• Use what works
Perception of Leaders vs Managers…
agiledeltaconsulting.com
21. Where organisations wrongly claim to be agile...
Agile is often applied to organisations that have no substantive
claim to any kind of agility.
Many organisations being called agile, even though they are
managed through traditional bureaucracy.
Over-eagerness to self-identify as agile, has created fake agile or
agile theatre among organisations.
agiledeltaconsulting.com
23. Where organisations wrongly claim to be agile…
Agile in name only applies to organisations that are only
implementing parts of the agile processes...
To avoid uncomfortable scrutiny, organisations may cover
themselves in… agile camouflage…
These organisations are simply:
doing agile without truly being agile.
agiledeltaconsulting.com
24. Where organisations wrongly claim to be agile…
Claims by organisations calling themselves agile, can never be
genuine, if they do not have the right leadership embracing that
agile philosophy and set of values…
This is a substantial hurdle to overcome…
agiledeltaconsulting.com
26. Where agile is for the software teams only…
Agile Manifesto and Principles originally written for
the context of software development.
Agile Manifesto is less than adequate as a definition
of Business or Organisational Agility.
Agile processes just for software teams run into
conflict with other parts of that business, that are
less flexible to change.
agiledeltaconsulting.com
27. Where agile is for the software teams only…
Senior management often become confused asking:
“Isn't agile just for software only?”
Non-agile leaders think all that's involved is the
software teams learning a new framework…
Being able to manifest agile values at all business
levels, is critical for the agile leader to succeed.
agiledeltaconsulting.com
28. Without the right leadership, agile is often just a
couple of pieces of the process cobbled together…
No adoption within the rest of the business.
Intensifies idea that agile is simply: the coding part…
Agile refers to the ability of that organisation to
rapidly respond to change.
Where agile is for the software teams only…
agiledeltaconsulting.com
29. An agile leader brought into this environment
needs to find a way, to enable agility throughout
the whole enterprise and not only just for the
software teams.
This can be achieved by things like:
* Systemic coaching
* Sharing the why
* Learning from other organisations
* Introducing communities of practice
* Finding your organisational champions
* Creating the right ways of working…
Where agile is for the software teams only…
agiledeltaconsulting.com
31. Where agile is disliked by the
command & control gang…
Agile to control-minded management, recognises
that a very big problem lies in control itself.
Execution and innovation, lies in giving greater
freedom to those doing the work…
Agile leadership thrives on transparency…
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32. Where agile is disliked by the
command & control gang…
Dirty not-so-little secret of traditional management:
control thrives on non-transparency.
Agile leadership means exposing non-transparent
tricks that hierarchical managers play on their
subordinates, to maintain power.
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33. Where agile is disliked by the
command & control gang…
Is it any wonder that agile leadership isn’t naturally
popular with the command and control gang?
Agile leaders need to assess if an organisation is
truly ready or not for agile…
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34. Where agile is disliked by the
command & control gang…
The hardest lesson for this gang is learning to trust
the agile leaders and the talented people, then
recognising when to get out of their way.
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36. There is still loads of pressure from the top-down.
C-levels should transform too…
C-levels still focusing on
- snapping their fingers,
- trying to become agile magically,
- and hoping for a faster time to market…
…which ultimately never comes.
Where agile is constrained by bureaucracy…
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37. Where agile is constrained by bureaucracy…
Senior management doesn’t understand what agile is.
Think it might be some new kind of anti-bureaucracy
or voodoo, associating it with a lack of control or
management…
Believe they might lose of control of the processes
and products and not be able to make changes to
them as and when they see fit.
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38. Senior managers often experience friction with new
agile ways of working…
They also lose sight of the real goal which is:
- achieving successful business outcomes
- not simply doing agile…
However it is not all their fault ☺
Mainstream agile has offered little guidance to those
people who have to change most…
Where agile is constrained by bureaucracy…
agiledeltaconsulting.com
39. Senior management cannot cope with the pace of
agile.
This agile WoW becomes re-diverted into yet
another company re-organisation…
This wrongly leads to a Way of Organising instead
of a Way of Working.
Where agile is constrained by bureaucracy…
agiledeltaconsulting.com
40.
41.
42. Where agile is constrained by bureaucracy…
The Business Agility Report 2019 preface states:
“The report is a sobering account of the obstacles
along the way, particularly in larger organisations
that suffer from:
* Risk-averse cultures,
* Organisational silos,
* Bureaucratic layers,
* Workforce passivity,
* Traditional mindsets
and, above all…
* lack of strongly supportive leadership at the top.”
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43. Agile leadership is harder than traditional leadership.
If you’re doing it right, you care a lot more.
Must help organisations understand that it is not a
new level of anti-bureaucracy and that they will not
lose control of their products.
Help support senior managers to become senior
leaders…
Where agile is constrained by bureaucracy…
agiledeltaconsulting.com
44. Where agile is constrained by bureaucracy…
Genuine Agile Leadership = Living the Agile Mindset
agiledeltaconsulting.com
46. Organisations that are very agile often shy away
from the label Agile, or are moving away from a
particular brand...
Main difference between those that can claim to be
agile and those that can’t, is down to those adopting
an Agile Mindset as a part of the company culture.
Where organisations have a fixed or traditional mindset…
agiledeltaconsulting.com
47. An agile mindset does not simply see things in a
polarised view i.e. Agile or not…
An agile mindset is that set of attitudes that
support a truly agile working environment.
This mindset is necessary for agile leaders to
cultivate high performing teams, who in turn
deliver amazing value for their customers.
Where organisations have a fixed or traditional mindset…
agiledeltaconsulting.com
48. Independent of terminology, labels, specific
proprietary processes or particular brands…
Agile is all about embracing that different mindset…
Where organisations have a fixed or traditional mindset…
agiledeltaconsulting.com
49. Agile is:
o Not a system
o Not a methodology
o Not a platform
o Not an organisational structure
Where organisations have a fixed or traditional mindset…
agiledeltaconsulting.com
50. When organisations have the right leaders and
mindset, it makes things come out right.
Conversely, if they don’t have the right leaders and
mindset, no benefits will flow…
Where organisations have a fixed or traditional mindset…
agiledeltaconsulting.com
51. The agile mindset is the environment
within which teams truly flourish,
enabled and supported by great
responsible leaders.
Where organisations have a fixed or traditional mindset…
https://medium.com/@ruth_obe/growth-mindset-a3b13566a78d
agiledeltaconsulting.com
52. If we want agile leadership to succeed
in the future, we need to collaborate,
evolve and overcome these 5
challenges in the present and no
doubt many others too.
Where organisations have a fixed or traditional mindset…
https://medium.com/@ruth_obe/growth-mindset-a3b13566a78d
agiledeltaconsulting.com
54. Agile isn't just a methodology to implement within
the existing management framework.
Agile is all about working smarter, rather than
harder.
Not about doing more work in less time…
It’s about generating more value with less work.
The journey for successful leadership…
agiledeltaconsulting.com
55. Don’t do Agile if you simply want the benefits, you
have to be Agile.
When you have the right agile leaders, the teams
generate value for the organisation, as well as their
customers.
Our goal should not be just about implementing agile…
Our goal is enabling successful business outcomes.
The journey for successful leadership…
agiledeltaconsulting.com
56. Agile leaders are the key to
enabling people and organisations,
to have the courage, knowledge
and belief to be truly successful.
The journey for successful leadership…
agiledeltaconsulting.com
58. True Agile Leaders…
Embrace every aspect of agility.
Set a clear vision that their team can embrace and own.
Believe in their mission and live it on a daily basis.
Build a culture of self-organising teams.
Create an environment that allows agile to flourish.
Focus on what really matters - delivering value.
Help their team members take care of the customers.
Are awesome.
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60. Final Question and have your say…
“What is agile leadership for
you and what are your agile
challenges?”
https://bit.ly/36hup4j
For more information:
giles@agiledeltaconsulting.com