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Agile Transformation and Cultural Change
A Lean approach to Change Management
Ágiles 2015
Johnny Ordóñez
Johnny Ordóñez
And now, What shall I say
after Angel Medinilla??
Ágiles 2015
Agile Transformation and Cultural Change
A Lean approach to Change Management
Family
Husband(of(a(great(woman
Father(of(two(wonderful(kids
Interests
Happiness(&(Culture
Enterprise(Agility
Management(3.0
Design(Thinking(&(UX
Community
Ecuadorian(Agile(Community
Lean(StartUp Quito
Latam Agile(Community
Job
LeanHAgile(Coach(at(Cobiscorp
SAFe Trainer(&(Consultant
Education5&5Certifications
Kanban(Methodologist(Certified
Certified(Scrum(Professional
Certified(Scrum(Master
Certified(Product(Owner
Certified(Scrum(Developer
Master(of(IT(Management
My pleasure!A little bit about me
Experience
+6(years(in(Agile
Seriva
Intergrupo
Thoughtworks
Johnny Ordóñez
Bringing Agile to organizations
is like dancing inside
a train wagon...
Why are we here?
Porque
somos como
este amigo
Change
Agent
Porque
somos como
este amigo
What do we mean by culture?
“It is the acquired pair of glasses
through which we see life.”
– Mbarek A.
“I understand culture
as a treasure that is
part of our collective
memory, of our
perception of
ourselves.”
– Lidija N.
“Culture is something that unites people.”
– Anastasiya O.
“Culture is
simply a shared
way of doing
something with
passion.”
– Brian Chesky
¿What is Culture?
based on William Ouchi’s approach, Theory Z
BEHAVIOURS &
ARTIFACTS
Just what we see
BELIEFS & VALUES
In what we believe
The right one
Our education
MENTAL MODELS
How we rationalize something
Cognitive structures
feelings
emotions
expectatives
family
childhood
hope parents
motivation
faith
Agile as a Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairing
standup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitment
face to face
PRACTICES
PRINCIPLES
VALUES
BEHAVIOURS &
ARTIFACTS
Just what we see
BELIEFS & VALUES
In what we believe
The right one
Our education
MENTAL MODELS
How we rationalize something
Cognitive structures
¿Change starts
here?
Agile as a Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairing
standup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitment
face to face
Doing Agile
Being Agile True Change
starts here!
Organizational Culture
by Michael Sahota & Olaf Lewitz
The change
must be
made by
many sides
Why is it so hard to change?
Agile Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairing
standup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitment
face to face
PRACTICES
PRINCIPLES
VALUES
BEHAVIOURS &
ARTIFACTS
Just what we see
BELIEFS & VALUES
In what we believe
The right one
Our education
MENTAL MODELS
How we rationalize something
Cognitive structures
Each element in the Culture is a Meme
MEME
All memes together form a Memeplex
MEME
Idea that reinforces itself
MEMEPLEX
System of Memes that operating
in coordination
Foreign Idea
(like Agile)
The system
defends againts
the foreign
element
Organizational Culture is a Memeplex
Organizational Culture is a Memeplex
“Now there is
something called
Agile...”
"But it's only for sw
development...”
"It's just the
current fad
methodology...”
"With that it does
not affect my job...”
"But our contracts
are fixed scope..."
“Culture is the organization’s
immune system.”
– Michael Watkins
Is it possible to change a person or
an organization?
Perspectives of the Mindset
PHYSIOLOGICAL
How works our brain at biochemical
level (Neuroscience)
COGNITIVE
How our brains receives & process
the information, How we learn
Perspectives of the Mindset
The ability of our brains to find
new ways and “rewire” itself.
Neuroplasticity
PHYSIOLOGICAL
How works our brain at biochemical
level (Neuroscience)
PHYSIOLOGICAL
How works our brain at biochemical
level (Neuroscience)
COGNITIVE
How our brains receives & process
the information, How we learn
Perspectives of the Mindset
COGNITIVE
How our brains receives & process
the information, How we learn
GrowthMindset
Believe that we can learn
anything if we put in the work,
practice, and effort to learn it.
FixedMindset
Think that we cannot increase
our skills or knowledge in a
particular area.
Carol Dweck,
Stanford psychologist
Perspectives of the Mindset
PHYSIOLOGICAL
How works our brain at
biochemical level (Neuroscience)
COGNITIVE
How our brains receives & process
the information, How we learn
The ability of our brains to find
new ways and “rewire” itself.
Neuroplasticity GrowthMindset
Believe that we can learn
anything if we put in the work,
practice, and effort to learn it.
Perspectives of the Mindset
Change begins with oneself
Individual
Mindset
Group
Communities
Companies
So, how can we influence the
culture?
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
Okay, what so "Agile" we are now?
AGILITY
Business Agility + Organizational Agility
“COSMETIC” AGILE
Okay, what so "Agile" we are now?
AGILITY
Business Agility + Organizational Agility
“COSMETIC” AGILE
Okay, what so "Agile" we are now?
AGILITY
Business Agility + Organizational Agility
Avoid this!
Agile is about People
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
Ways to "manage" the change
Lean Change Management
by Jason Little
JASON LITTLE
Fortunately, this guy
wrote this book!
Lean Change Management
by Jason Little
Lean Change Management by Johnny
based on Jason Little’s model
INSIGHTS
INITIATIVES
MINIMUN
VIABLE
CHANGE
PREPARE
INTRODUCE
REVIEW
DELIVER
ASSESSMENT
SYNTHESIZE
Cultural Assessment
Feelings
Perceptions
Polls
DEFINE
Visioning
Strategies
Blast Radius
Core Team
PRIORITIZE
by Value/Impact and Cost
Alignment with corporate goals
Create a MVC
LEARN
Valuable metrics
Feedback
More feelings
OBSERVE, LEARN, REFLECT
Schneider's Culture Model
PLAi model based on Reinventing Organizations
Serious Games
Inception
Interviews
Change Agent as
an organizational
anthropologist
Change Canvas
by Jason Little
People Process Tech5&5Tools Environment
Skills Motivación Framework Prácticas XP ALM
Automated5
Testing
Continuous5
Delivery
Conocimiento
Compartido
Espacio Físico
Curso
SAFe
Coaching(
Historias
POs
Coaching(
Marketing
OneHToH
One
Hapiness
Index
Initiative
Initiative
Initiative
Initiative
Initiative
TFS(Pilot
Initiative
Initiative
Junit(
Pilot
Initiative
Initiative
Initiative
Initiative
Coding(
Dojos
Lightening(
Talks
Open(
Spaces
MVC 1
MVC 2
MVC 3
Equipos
en(una
mesa
Mensajes
en(las
paredes
Cucumber
Contratos
Ágiles
+
H
Priority
H
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
Enterprise Adoption Board
Enterprise
Agile Coach
Executive
PMO Leader Tech & XP Practices
Coach
Agile Coach
ENTERPRISE AGILE COACH
Portfolio & Program Level
Executive Staff
AGILE COACH
Team level
Coaching into process and practices
Scrum / Kanban
EXECUTIVE SPONSORSHIP
Alignment with organizational and
business perspectives.
Proxy with other areas if it is required.
It helps manage formality.
TECHNICAL COACH / CD CONSULTANT
Team and Program level
Working with DevOps, Architects
Coaching into technical qualityPMO
Support the Change process
From Project Management Office
to Change Management Office.
Human Talent
HUMAN TALENT
On-Boarding process.
Professional career
development.
just an example of an Enterprise-level adoption team
Change Coalition
Change network through the Organization
VALUESTREAMS
VALUESTREAMS
Change Coalition
Change network through the Organization
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
WHO
Change coalition
Change agents like an Agile team
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
WHO
Change coalition
Change agents like an Agile team
1. Create a SAGA
based on High Altitude Leadership
BELIEFS
WHAT
Structure
Plans
Metrics
HOW
Processes and procedures
Policies
Frameworks
RESULTS
BEHAVIUORS
TOOL SEDUCTION
Think that the tool is the solution.
It gives us security.
1. Create a SAGA
based on High Altitude Leadership
BELIEFS
WHAT
Structure
Plans
Metrics
HOW
Processes and procedures
Policies
Frameworks
RESULTS
BEHAVIUORS
TOOL SEDUCTION
Think that the tool is the solution.
It gives us security.
SAGA
Something that inspires and evokes action.
Something in difficult times.
Avoid this!
2. Meeting Canvas
based on Amazemeet.com
3. Internal talks with special guests
3. Internal talks with special guests
4. Happiness Index
4. Happiness Index
5. Culture of Feedback
“Talk with Bill”,(CEO,,20,min)
One to,One sessions
Better retrospectives
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHY
Focus on Transformation, not just adoption
Avoid the "Cosmetic Agile”
Create sustainable business results
Agile is about People
HOW
Lean Change Management
Experimentation and learning cycles
WHO
Change coalition
Change agents like an Agile team
WHAT
Initiatives at all levels
Options and experiments
“Never trust a
spiritual leader
change agent
who does not
dance.”
– Mr. Miyagi & Johnny !
Recommended books
What Is Organizational Culture? And Why Should We Care?
https://hbr.org/2013/05/what-is-organizational-culture
Culture over Process
http://blog.crisp.se/wp-content/uploads/2013/09/culture-over-process.pdf
Culture over Process - Video
https://www.youtube.com/watch?v=Rb0O0Lgs9zU
What is Organizational Culture — and Why Does it Matter?
http://www.organicworkspaces.com/pdf/What_is_Organizational_Culture.pdf
You can’t change culture; you can’t change attitudes.
http://www.iedp.com/Blog/you_cant_change_culture
Understanding and Working with Agile Culture
http://www.slideshare.net/michael.sahota/understanding-and-working-with-agile-culture-
pmisoc
Adoptando Scrum y no morir en el intento
http://www.slideshare.net/kleer_la/adoptando-scrum-y-no-morir-en-el-intento-agile-bolivia-
day-2012
Don’t Fuck Up the Culture
https://medium.com/p/597cde9ee9d4
The Culture Deck
https://medium.com/@pullnews/the-culture-deck-c4126ec63b18#.uwnh477mp
Exec Summaries High Altitude Leadership
http://es.slideshare.net/james3b/exec-summaries-high-altitude-leadership
The Competing Values Framework: Creating Value Through Purpose, Practices, and People
http://competingvalues.com/competingvalues.com/wp-
content/uploads/2009/07/Competing-Values-Leadership-Excerpt.pdf
The Agile Holocracy
http://www.drdobbs.com/architecture-and-design/the-agile-holocracy/240166629
Agile es cultura, pero cultura viva!
http://johnnyordonez.com/2014/06/10/agile-es-cultura-viva/
William Ouchi, Organizational Culture
https://vimeo.com/18404649
What is a Mindset?
https://flowchainsensei.wordpress.com/2012/07/24/what-is-a-mindset/
Critical Agile Memes
https://flowchainsensei.wordpress.com/2011/05/17/critical-agile-memes/
Fortalezas y debilidades – Culturas organizacionales
http://www.fuerzatres.com/2013/08/fortalezas-y-debilidades-culturas-organizacionales/
Implicancias del cambio organizacional
http://www.fuerzatres.com/2013/08/implicancias-del-cambio-organizacional/
Killing Hierarchy: Organization Design for Startups
http://www.skillshare.com/classes/marketing/Killing-Hierarchy-Organization-Design-for-
Startups/465270004?refId=3633976
Culture at Work: The Tyranny of 'Unwritten Rules‘
http://www.forbes.com/sites/rodgerdeanduncan/2014/02/13/culture-at-work-the-tyranny-of-
unwritten-rules/
How do you accelerate your enterprise agility?
http://www.slideshare.net/ThoughtWorks/slideshare-
agileleadership130507030700phpapp01
Organizaciones enfermas
http://johnnyordonez.wordpress.com/2012/08/02/organizaciones-enfermas/
The House of Agile & Lean Transformations
http://www.emilianosoldipmp.info/tag/business-agility/
What is Culture?
https://www.youtube.com/watch?v=57KW6RO8Rcs
Thank you!
Johnny Ordóñez
johnnyordonezortiz
@johnnyordonez
johnny Ordóñez

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Agile Transformation and Cultural Change

  • 1. Agile Transformation and Cultural Change A Lean approach to Change Management Ágiles 2015 Johnny Ordóñez
  • 2. Johnny Ordóñez And now, What shall I say after Angel Medinilla?? Ágiles 2015 Agile Transformation and Cultural Change A Lean approach to Change Management
  • 3. Family Husband(of(a(great(woman Father(of(two(wonderful(kids Interests Happiness(&(Culture Enterprise(Agility Management(3.0 Design(Thinking(&(UX Community Ecuadorian(Agile(Community Lean(StartUp Quito Latam Agile(Community Job LeanHAgile(Coach(at(Cobiscorp SAFe Trainer(&(Consultant Education5&5Certifications Kanban(Methodologist(Certified Certified(Scrum(Professional Certified(Scrum(Master Certified(Product(Owner Certified(Scrum(Developer Master(of(IT(Management My pleasure!A little bit about me Experience +6(years(in(Agile Seriva Intergrupo Thoughtworks Johnny Ordóñez
  • 4. Bringing Agile to organizations is like dancing inside a train wagon...
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  • 6. Why are we here?
  • 9. What do we mean by culture?
  • 10. “It is the acquired pair of glasses through which we see life.” – Mbarek A.
  • 11. “I understand culture as a treasure that is part of our collective memory, of our perception of ourselves.” – Lidija N.
  • 12. “Culture is something that unites people.” – Anastasiya O.
  • 13. “Culture is simply a shared way of doing something with passion.” – Brian Chesky
  • 14. ¿What is Culture? based on William Ouchi’s approach, Theory Z BEHAVIOURS & ARTIFACTS Just what we see BELIEFS & VALUES In what we believe The right one Our education MENTAL MODELS How we rationalize something Cognitive structures feelings emotions expectatives family childhood hope parents motivation faith
  • 15. Agile as a Culture individuals interactions working software courage respect satisfy the customer tdd pairing standup quality simplicity feedback service transparency adapt evolutionary design inspect commitment face to face PRACTICES PRINCIPLES VALUES BEHAVIOURS & ARTIFACTS Just what we see BELIEFS & VALUES In what we believe The right one Our education MENTAL MODELS How we rationalize something Cognitive structures
  • 16. ¿Change starts here? Agile as a Culture individuals interactions working software courage respect satisfy the customer tdd pairing standup quality simplicity feedback service transparency adapt evolutionary design inspect commitment face to face Doing Agile Being Agile True Change starts here!
  • 17. Organizational Culture by Michael Sahota & Olaf Lewitz The change must be made by many sides
  • 18. Why is it so hard to change?
  • 19. Agile Culture individuals interactions working software courage respect satisfy the customer tdd pairing standup quality simplicity feedback service transparency adapt evolutionary design inspect commitment face to face PRACTICES PRINCIPLES VALUES BEHAVIOURS & ARTIFACTS Just what we see BELIEFS & VALUES In what we believe The right one Our education MENTAL MODELS How we rationalize something Cognitive structures
  • 20. Each element in the Culture is a Meme MEME
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  • 22. All memes together form a Memeplex MEME Idea that reinforces itself MEMEPLEX System of Memes that operating in coordination Foreign Idea (like Agile) The system defends againts the foreign element
  • 24. Organizational Culture is a Memeplex “Now there is something called Agile...” "But it's only for sw development...” "It's just the current fad methodology...” "With that it does not affect my job...” "But our contracts are fixed scope..."
  • 25. “Culture is the organization’s immune system.” – Michael Watkins
  • 26. Is it possible to change a person or an organization?
  • 27. Perspectives of the Mindset PHYSIOLOGICAL How works our brain at biochemical level (Neuroscience) COGNITIVE How our brains receives & process the information, How we learn
  • 28. Perspectives of the Mindset The ability of our brains to find new ways and “rewire” itself. Neuroplasticity PHYSIOLOGICAL How works our brain at biochemical level (Neuroscience)
  • 29. PHYSIOLOGICAL How works our brain at biochemical level (Neuroscience) COGNITIVE How our brains receives & process the information, How we learn Perspectives of the Mindset
  • 30. COGNITIVE How our brains receives & process the information, How we learn GrowthMindset Believe that we can learn anything if we put in the work, practice, and effort to learn it. FixedMindset Think that we cannot increase our skills or knowledge in a particular area. Carol Dweck, Stanford psychologist Perspectives of the Mindset
  • 31. PHYSIOLOGICAL How works our brain at biochemical level (Neuroscience) COGNITIVE How our brains receives & process the information, How we learn The ability of our brains to find new ways and “rewire” itself. Neuroplasticity GrowthMindset Believe that we can learn anything if we put in the work, practice, and effort to learn it. Perspectives of the Mindset
  • 32. Change begins with oneself Individual Mindset Group Communities Companies
  • 33. So, how can we influence the culture?
  • 34. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek
  • 35. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek
  • 36. Okay, what so "Agile" we are now? AGILITY Business Agility + Organizational Agility
  • 37. “COSMETIC” AGILE Okay, what so "Agile" we are now? AGILITY Business Agility + Organizational Agility
  • 38. “COSMETIC” AGILE Okay, what so "Agile" we are now? AGILITY Business Agility + Organizational Agility Avoid this!
  • 39. Agile is about People
  • 40. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek WHY Focus on Transformation, not just adoption Avoid the "Cosmetic Agile” Create sustainable business results Agile is about People
  • 41. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek WHY Focus on Transformation, not just adoption Avoid the "Cosmetic Agile” Create sustainable business results Agile is about People
  • 42. Ways to "manage" the change
  • 43. Lean Change Management by Jason Little JASON LITTLE Fortunately, this guy wrote this book!
  • 45. Lean Change Management by Johnny based on Jason Little’s model INSIGHTS INITIATIVES MINIMUN VIABLE CHANGE PREPARE INTRODUCE REVIEW DELIVER ASSESSMENT SYNTHESIZE Cultural Assessment Feelings Perceptions Polls DEFINE Visioning Strategies Blast Radius Core Team PRIORITIZE by Value/Impact and Cost Alignment with corporate goals Create a MVC LEARN Valuable metrics Feedback More feelings OBSERVE, LEARN, REFLECT Schneider's Culture Model PLAi model based on Reinventing Organizations Serious Games Inception Interviews Change Agent as an organizational anthropologist
  • 47. People Process Tech5&5Tools Environment Skills Motivación Framework Prácticas XP ALM Automated5 Testing Continuous5 Delivery Conocimiento Compartido Espacio Físico Curso SAFe Coaching( Historias POs Coaching( Marketing OneHToH One Hapiness Index Initiative Initiative Initiative Initiative Initiative TFS(Pilot Initiative Initiative Junit( Pilot Initiative Initiative Initiative Initiative Coding( Dojos Lightening( Talks Open( Spaces MVC 1 MVC 2 MVC 3 Equipos en(una mesa Mensajes en(las paredes Cucumber Contratos Ágiles + H Priority H
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  • 54. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek WHY Focus on Transformation, not just adoption Avoid the "Cosmetic Agile” Create sustainable business results Agile is about People HOW Lean Change Management Experimentation and learning cycles
  • 55. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek WHY Focus on Transformation, not just adoption Avoid the "Cosmetic Agile” Create sustainable business results Agile is about People HOW Lean Change Management Experimentation and learning cycles
  • 56. Enterprise Adoption Board Enterprise Agile Coach Executive PMO Leader Tech & XP Practices Coach Agile Coach ENTERPRISE AGILE COACH Portfolio & Program Level Executive Staff AGILE COACH Team level Coaching into process and practices Scrum / Kanban EXECUTIVE SPONSORSHIP Alignment with organizational and business perspectives. Proxy with other areas if it is required. It helps manage formality. TECHNICAL COACH / CD CONSULTANT Team and Program level Working with DevOps, Architects Coaching into technical qualityPMO Support the Change process From Project Management Office to Change Management Office. Human Talent HUMAN TALENT On-Boarding process. Professional career development. just an example of an Enterprise-level adoption team
  • 57. Change Coalition Change network through the Organization VALUESTREAMS
  • 59. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek WHY Focus on Transformation, not just adoption Avoid the "Cosmetic Agile” Create sustainable business results Agile is about People HOW Lean Change Management Experimentation and learning cycles WHO Change coalition Change agents like an Agile team
  • 60. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek WHY Focus on Transformation, not just adoption Avoid the "Cosmetic Agile” Create sustainable business results Agile is about People HOW Lean Change Management Experimentation and learning cycles WHO Change coalition Change agents like an Agile team
  • 61. 1. Create a SAGA based on High Altitude Leadership BELIEFS WHAT Structure Plans Metrics HOW Processes and procedures Policies Frameworks RESULTS BEHAVIUORS TOOL SEDUCTION Think that the tool is the solution. It gives us security.
  • 62. 1. Create a SAGA based on High Altitude Leadership BELIEFS WHAT Structure Plans Metrics HOW Processes and procedures Policies Frameworks RESULTS BEHAVIUORS TOOL SEDUCTION Think that the tool is the solution. It gives us security. SAGA Something that inspires and evokes action. Something in difficult times. Avoid this!
  • 63. 2. Meeting Canvas based on Amazemeet.com
  • 64. 3. Internal talks with special guests
  • 65. 3. Internal talks with special guests
  • 68. 5. Culture of Feedback “Talk with Bill”,(CEO,,20,min) One to,One sessions Better retrospectives
  • 69. Golden Circle of Change ¿WHY? ¿HOW? ¿WHO? ¿WHAT? based on Simon Sinek WHY Focus on Transformation, not just adoption Avoid the "Cosmetic Agile” Create sustainable business results Agile is about People HOW Lean Change Management Experimentation and learning cycles WHO Change coalition Change agents like an Agile team WHAT Initiatives at all levels Options and experiments
  • 70. “Never trust a spiritual leader change agent who does not dance.” – Mr. Miyagi & Johnny !
  • 72. What Is Organizational Culture? And Why Should We Care? https://hbr.org/2013/05/what-is-organizational-culture Culture over Process http://blog.crisp.se/wp-content/uploads/2013/09/culture-over-process.pdf Culture over Process - Video https://www.youtube.com/watch?v=Rb0O0Lgs9zU What is Organizational Culture — and Why Does it Matter? http://www.organicworkspaces.com/pdf/What_is_Organizational_Culture.pdf You can’t change culture; you can’t change attitudes. http://www.iedp.com/Blog/you_cant_change_culture Understanding and Working with Agile Culture http://www.slideshare.net/michael.sahota/understanding-and-working-with-agile-culture- pmisoc Adoptando Scrum y no morir en el intento http://www.slideshare.net/kleer_la/adoptando-scrum-y-no-morir-en-el-intento-agile-bolivia- day-2012 Don’t Fuck Up the Culture https://medium.com/p/597cde9ee9d4
  • 73. The Culture Deck https://medium.com/@pullnews/the-culture-deck-c4126ec63b18#.uwnh477mp Exec Summaries High Altitude Leadership http://es.slideshare.net/james3b/exec-summaries-high-altitude-leadership The Competing Values Framework: Creating Value Through Purpose, Practices, and People http://competingvalues.com/competingvalues.com/wp- content/uploads/2009/07/Competing-Values-Leadership-Excerpt.pdf The Agile Holocracy http://www.drdobbs.com/architecture-and-design/the-agile-holocracy/240166629 Agile es cultura, pero cultura viva! http://johnnyordonez.com/2014/06/10/agile-es-cultura-viva/ William Ouchi, Organizational Culture https://vimeo.com/18404649 What is a Mindset? https://flowchainsensei.wordpress.com/2012/07/24/what-is-a-mindset/ Critical Agile Memes https://flowchainsensei.wordpress.com/2011/05/17/critical-agile-memes/
  • 74. Fortalezas y debilidades – Culturas organizacionales http://www.fuerzatres.com/2013/08/fortalezas-y-debilidades-culturas-organizacionales/ Implicancias del cambio organizacional http://www.fuerzatres.com/2013/08/implicancias-del-cambio-organizacional/ Killing Hierarchy: Organization Design for Startups http://www.skillshare.com/classes/marketing/Killing-Hierarchy-Organization-Design-for- Startups/465270004?refId=3633976 Culture at Work: The Tyranny of 'Unwritten Rules‘ http://www.forbes.com/sites/rodgerdeanduncan/2014/02/13/culture-at-work-the-tyranny-of- unwritten-rules/ How do you accelerate your enterprise agility? http://www.slideshare.net/ThoughtWorks/slideshare- agileleadership130507030700phpapp01 Organizaciones enfermas http://johnnyordonez.wordpress.com/2012/08/02/organizaciones-enfermas/ The House of Agile & Lean Transformations http://www.emilianosoldipmp.info/tag/business-agility/ What is Culture? https://www.youtube.com/watch?v=57KW6RO8Rcs