Agile42 and sipgate @DWNRW

www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Agile Transformation eines Telefonieanbieters
Ein Best-Practice-Beispiel von sipgate & agile42
sipgate

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Who we are
• Started in 2007, as an international
group of passionate people
• Focussed since then in making
every workplace more livable and
engaging
• Completely self-managed, no
department, no fixed roles
• Very high qualified people (highest
amount of CECs, CTCs and CSTs in
one company worldwide)

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Experience makes the difference.
We recognize that your organization and culture are unique, which
implies a unique implementation of any new methods like Scrum or
Kanban.
Our eﬀective combination of leadership coaching, knowledge transfer,
team training, coaching on the job and practical tools is the basis for your
success, as it has been for many other international customers.
agile42 has helped enterprises such as Nokia, Sony, ABB Group, Ericsson,
Avea and Siemens successfully and sustainably transition to agile.
agile42 also helped startups to grow faster and healthier, good examples
are: Fyber, Babbel and Sipgate.

Sipgate in 2010
Sipgater: “Wir machen
schon Agil… es funktioniert
bei uns aber nicht wirklich”
Ich: “Schon
wieder so ‘ne Sache…”

“Don’t copy the tools, copy the
principles.”
- Dr. W. Edwards Deming, 1972

1st Principle: validate changes
in small increments
Change is diﬀicult and confronting. Validate changes with small safe-to-fail experiments,
executed at regular intervals, to reduce resistance and minimize the waste of two
coexisting systems, whilst gradually incorporating validated learnings.

The traditional approach to change management…
…focused on standardization, before stabilization…
t
Design
Documentation
Rollout
Fix Issues
> 3-4 months…

The agile approach to change management…
…focused on stabilization with emergent standardization…
Design
Rollout
Doc
Rollout
Doc
Rollout
Doc
Coach
≤ 12 weeks t
Design Coach
Rollout
Doc
Rollout
Doc
Experimentations allows
for better approaches to
emerge

2nd Principle: focus on value
delivery and adjust accordingly
Your organization is a tool to deliver value to your customers. Identify what that value is
and adjust the organization to focus on delivering it, whilst removing waste and making
adjustments to streamline the simplest path to delivery.

The matrix organization…
SubSystem1
SubSystem2
SubSystem3
Infrastructure
Operations
PMO
Project 1
Project 2
Project 3
… optimized for utilization, not value delivery…
Handovers and coordination
Value
Client
Push in the lines

Stream 1
Stream 2
Stream 3
The agile organization…
SubSystem1
SubSystem2
SubSystem3
Infrastructure
Operations… optimized for value delivery and time to market
Value
Client
Pull on the streams

Opportunity Canvases to create context and focus on Customer Value…
Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and
share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it.
OpportunityName (title)
1. Opportunity 2. Customer Segments
What is the problem to be solved? What type of customers & users will
benefit from this solution?
How is the customer solving the
problem right now?
3. Possible Solution
What are the key points of a possible
solution to the presented problem?
4. Benefits
What are the benefits for the
customers?
6. Measuring Success
What metrics will be best measure the
success of the feature?
5. Business Readiness
What steps are required from the
business side to be able to use this
capability?
7. Cost of Delay
Which profile better represent the cost
of delay (CoD)?
8. Costs Structure
How does the cost structure look like for such a feature? One time, ongoing
costs, contractors expenses, development costs?
9. Value to Customer and Business
What are the expected incremental revenue for selling this feature, and what are
the strategic and tactical benefit? What are the intangible values (usability,
performance, customer knowledge obtained...)
Opportunity Owner (name)

Regular synchronization events in
front of the portfolio board, allow for
better decision making…

“You’ve always had the power my
dear, you just had to learn it for
yourself”
- The Wizard of Oz

5th Principle: make culture
explicit
Organizational culture exists and manifests in the form of behaviors and activities. Make it
explicit to allow for better alignment and context creation - its diﬀicult to change what
cannot be seen. Once explicit, set a new direction to a more appropriate culture which
supports strategic goals whilst supporting the values and behaviors that are important to
the people within the organization.

“This is how we do things around here…”
Culture is the set of behaviors that have been
established and accepted within an organization

Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator, Monitor,
Organizer
Value Drivers: Efficiency, Timeless,
Consistency and Uniformity
Theory of Effectiveness: Control and
efficiency with capable processes produce
effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver, Competitor,
Producer
Value Drivers: Market share, Goal
achievement, Profitability
Theory of Effectiveness: Aggressively
competing, customer focus produce
effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator, Entrepreneur,
Visionary
Value Drivers: Innovative outputs,
Transformation, Agility
Theory of Effectiveness: Innovativeness,
vision, and new resources produce
effectiveness
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator, Mentor, Team
Builder
Value Drivers: Commitment,
Communication, Development
Theory of Effectiveness: Human
development and participation produce
effectiveness
Flexibility & Discretion
Stability & Control
Internalfocus&Integration
Externalfocus&Differentiation
Organizational Culture Profile (CVF)

Agile Values &
Principles
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan Most of the organization today have a
strong Hierarchy oriented proﬁle
They struggle to introduce a more agile
and lean approach to work, because the
hierarchical culture is not supportive of
agile values and principles

Most of the organization today have a
strong Hierarchy oriented proﬁle
They struggle to introduce a more agile
and lean approach to work, because the
hierarchical culture is not supportive of
agile values and principles
To create the right context to move
toward a more agile and lean culture, we
need to transition toward Clan or Ad-
Hocracy
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan

“If you can make
culture explicit, you
can agree where you
stand, and where you
want to go…”
There are two ways to encourage speciﬁc behaviours within an
organization:
1. Story telling and role-modeling (e.g: empathy and
tradition, walk the talk)
2. Ritualization (e.g: Scrum events, Ritual Dissent, Open
Space)

Thank you!

Copyrights notice
All material produced in this presentation is protected by the Creative
Common License 4.0 (by-nc-sa).
The brands and logos of agile42, Enterprise Transition Framework ETF (http://agile42.com/etf/), Team Coaching Framework
TCF (http://tcf.agile42.com/) and Agile Strategy Map (http://www.agile42.com/en/agile-transition/agile-strategy-map/) are Copy
Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused without written authorization

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