Changing Culture - what does it take to become Agile by Melanie Franklin
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This is a presentation from Melanie Franklin presented at the Psychology of Agile Scrum Meetup in London on 14 January 2016.
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Changing Culture - what does it take to become Agile by Melanie Franklin
- 1. Changing culture – what does it take to become agile? melanie@agilechangemanagement.co.uk 1
- 2. What does agile mean? • Organisational agility • Flexible • Responds quickly to customer demand • Fast to market • Great at managing change • Development agility • Using Scrum • Not writing anything down • Power of teams • Processes within groups 2
- 3. Adoption of agile… • Is shaped by the prevailing culture of your organisation • Shapes the prevailing culture of your organisation to create a new reality 3 “The more successfully you use a way of working, the stronger your culture is, which is a great strength right up to the time when you need to change.” Professor Clayton Christensen, Harvard Business School
- 4. My agile is not your agile! • Agile is shaped by culture • Different priorities depending on what your organisation values, and what it already does well or badly • 3 examples: 4 Roles Prioritisation Commercial Awareness
- 7. Prioritisation 7 With out this requirement … no point on this date or not legal or unsafe or not a viable solution Important but not vital May be painful to leave out but solution still viable May need workaround, which may be temporary Wanted or desirable but less important Less impact if left out (compared with a Should) Will not be delivered in this timeframe
- 8. Agile is a mindset change • Agile shapes culture • Threatens known ways of working • 3 examples: 8 Evolving Solution Empowering Teams Good enough
- 9. Components of culture agilechangemanagement.co.uk © 2016 9 Visible Artefacts Norms and Values Basic Assumptions
- 10. Components of culture agilechangemanagement.co.uk © 2016 10 Basic Assumptions Norms and Values Visible Artefacts • Project team are solution providers • Routinely involved in early stage meetings • Business Ambassador responsibilities included in job descriptions • Feedback is business intelligence • Walk throughs willingly and well attended • Time allocated for involvement in projects
- 11. Golden rules of agile cultural change • Know your starting point – have a good understanding of how we do things around here using the 3 elements to perform a quick As Is/To Be analysis • Align adoption of agile to your organisations mission and strategic direction • Pick your battles, recognising that an environment of ‘agile good; waterfall bad’ is naïve – sometimes agile is not the best approach • Use an emergent approach, piloting its adoption and using small successes to build momentum for more agile agilechangemanagement.co.uk © 2016 11
- 12. Twitter: @AgileMelanie Linkedin: Melanie Franklin YouTube: AgileCM melanie@agilechangemanagement.co.uk 07960 995262 www.agilechangemanagement.co.uk Further resources Next course: 15-19 Feb Next course: 29 Mar – 1 Apr
Editor's Notes
- Design notes: Wherever possible, this course contains original diagrams – they are not a replacement of what is in the book, they are a different perspective to give delegates a different view of the material. All activities have been given a placeholder in this slide deck, even if the activity is a facilitated discussion. The emphasis on this course is participation and learning by doing. So although there are a lot of slides, a significant proportion either explain where we are in the course or indicate where delegates are involved.
- I saw that there were three fundamental principles that we all have in common. A riveted focus on what the customers value and what’s most important to them. A preoccupation with group process rather than distributed tasks as in traditional management. A recognition that work is fundamentally iterative learning