This document discusses building cultural agility in organizations. It describes cultural agility as having norms where the organization is inherently agile or has become agile. It discusses three company tales that illustrate different levels of cultural agility: Company 1 had a command and control structure and progress was made by helping some teams use Scrum; Company 2 used agile terms but true adoption was fragile; Company 3 successfully rolled out Scrum but retained some waterfall practices until cross-functional collaboration and decision making was improved throughout the organization. The document provides tips for understanding an organization's culture, aligning changes to cultural values, removing blockers, and continuously improving to build cultural agility over time.

1. Building Cultural
Agility
Nicola Dourambeis
Purple Agility

2. Enterprise Agile, Innovation
& Organizational
Transformation
Former salesforce VP,
coaching at Yahoo!,
learned agile with
ThoughtWorks in 2004
Consulting clients include
eBay, Twitter, Zendesk,
British Telecom
Focus on people and
culture over process.

3. What is cultural agility?
Three different company tales
Culture cues and agility

4. What is Cultural Agility?

5. Being Agile versus
doing agile
How you behave
What are your principles and values

6. The behaviors, beliefs,
values, and symbols
that we accept,
generally without
thinking about them.
Culture defined

7. Cultural Agility -
where the norms of an
organization are
inherently agile
…or have become agile

8. Systemic blockers are
routinely addressed
Leaders & managers
make better decisions
Teams have more
ownership & success
Company has better
outcomes
and it looks like:

9. Three Company
Tales

10. Company 1- “Acme”

11. Command & Control
Silo’d organizational
structure
No standards
Lots of specialization
and tacit knowledge
Low morale
Where we started:

12. Find the friendliest
pockets of agility
Help some teams use
scrum for improved
delivery results
Keep them unblocked,
transparent and
celebrate successes
What was done:

13. Teams who use scrum
are happier and have
improved delivery
Overall culture is still not
agile. Teams can get
blocked when working
with other teams
Leadership behaviors do
not change
It’s progress…
Our results:

14. Company 2- “Beta”

15. “Agile” terms used but
teams operate in waterfall
Pressure to estimate & hit
deadlines with fixed
scope. History of poor
delivery
Managers responsible for
planning, design,
resourcing
Where we
started:

16. Everyone trained at all
levels, including HR
Managers become
ScrumMasters
Persistent teams all use
scrum & bottom up plan
Mechanics exist but it is
not yet ingrained and it’s
fragile
What was done:

17. Our results: Teams aligned and work
together more easily
“Bad news” earlier allows
for better trade-offs and
decision making
High visibility, but trust is
slow to build
Leadership has more
honest conversations
about capabilities

18. Company 3- salesforce

19. Successful rollout of
scrum but teams execute
by the “book” with
waterfall residue
Leaders hedge their bets
with competing teams
Cross functional
collaboration is only at
the scrum team level
Where we started:

20. Trained everyone and
deepened understanding of
the “why”
Lots of feedback loops so
dysfunction or blockers get
exposed and resolved
Cross functional teams at all
levels – PCTs- decisions are
debated and aligned
Decision making pushed
lower in the organization
What was done:

21. Our results:
Ability to make large product
pivots quickly
Very high quality software
Most teams are mid to high
performing, although there is
always opportunity to
improve
Agile is part of the culture.

22. Danger Signs
And what to do
Finding cultural cues and
improving agility

23. Understand the culture
Gather data – retros,
interviews, observation
Provide objective data to
the most senior layer who
will listen
Give people time to
absorb
Be empathetic and kind

24. Change is hard – and it’s
nearly impossible to
change culture without top
down and bottom up
cooperation
People resist change
Agile is all about people
Dysfunction must be
addressed

25. Align changes to existing
cultural values
Focus on the “why”
Remember to address
“what’s in it for me?”
Be honest about what’s
possible
Continuously improve

26. Take bold steps. Fail fast
to learn
Focus on removing
systemic blockers &
improvement
If things go wrong, gather
more data to understand
why and adapt
Understand changes will
have negative and positive
consequences

27. Warning - Don’t forget the
“frozen middle”
Managers and mid level
leaders are often the last
to change
Give them a role where
they have skin in the game

28. Stay honest and curious. If
it feels too easy, you are
not going deep enough for
long lasting change
If it feels too hard or there
is backlash, you may not
be able to push change
further…right now

29. Find the “pockets of
goodness” to show what’s
possible
Lead by example. Don’t
preach
Celebrate success and
use it to build evangelists
and seeders for change
Don’t argue. Experiment
and show results

30. Stay focused on
outcomes. They may
change over time
Always go back to the
data to measure
results
Look for progress and
improvement

31. Final Thoughts

32. Genuine transformation takes time –
remember it’s culture change
Not every organization will be able to
change dramatically. Ensure expected
outcomes are aligned
Do what’s possible today. Continuously
improve

33. Questions?