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Cultural transformation in Agile Projects
- 2. www.agilegurgaon.com What’s your Cultural DNA ? - By Vidya Bhushan and Lalita Chandel
- 3. www.agilegurgaon.com Speaker Profile Lalita Chandel • Agile Consultant, Coach, 10+ Years • Change Evangelist, Mentor and Speaker Vidya Bhushan • Agile Consultant, Coach, 7+ Years • Choreographer, Traveller
- 4. www.agilegurgaon.com “A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system…. …. the secret is cooperation among the component systems toward the aim of the Organization” W. Edwards Deming “If you get the Culture right, the other stuff will take care of itself.” Tony Hsieh, CEO – Zappos.com
- 5. www.agilegurgaon.com Culture eats Strategy for Breakfast Everyday ! “ If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.” – Edgar Schein
- 6. www.agilegurgaon.com And there is a lot that is un-seen !
- 7. www.agilegurgaon.com What is Organizational Culture? Influencing Factors A value system held by members of an organization that varies in every organization. Attention to Detail
- 9. www.agilegurgaon.com Competitive Achievement – Microsoft, Oracle Controlled Power, Security – CA, IBM Creative Self Actualization – Apple, Google Collaborative Affiliation - HPs
- 11. www.agilegurgaon.com Challenges in Cultural Transformation? Organizational Diversity Same Organization and Same Country Different Organization and Same Country Different Organization and Different Country Same Organization And Different Country NationalDiversity
- 12. www.agilegurgaon.com Common Traps Agile Myopia Fall back to Waterfall Cultural Conflicts Power Distance Individuals Vs Team Uncertainty Avoidance Long Term Vs Short Term Telling Agile Doing Waterfall Selecting limited Agile Principles Change in Leadership What’s your Utilization index I want accelerated time to market Work on this US, it’s top priority
- 13. www.agilegurgaon.com Building a Good Culture 1 23 4 5 AS-IS Culture and Expectation Setting Recognition and Reward Programs Innovation and Thoughtful approach Encourage Agility through SocializationValue interpersonal relationships and Trust
- 14. www.agilegurgaon.com Kotter Change Model – Transforming Organizations Create a climate for an organizational change 1. Increase sense of Urgency 2. Build Guiding Teams 3. Get the vision right Engaging & Enabling Organization 4. Communicate the Vision 5. Empower Action 6. Create Short Term wins Implementing & sustaining the change 7. Consolidate Gains 8. Anchor approaches in the new culture
- 15. www.agilegurgaon.com Management 3.0 Source : Management 3.0 Jurgen Appelo
- 18. www.agilegurgaon.com Thank You Lalita Chandel Agile Consultant Tata Consultancy Services Mail to: Lalita.chandel@tcs.com LinkedIn: https://www.linkedin.com/in/lalita- chandel-27184825 Vidya Bhushan Agile Consultant Tata Consultancy Services Mail to: Bhushan.vidya@tcs.com LinkedIn : https://in.linkedin.com/in/vidya- bhushan-325a38b
- 19. www.agilegurgaon.com References • http://scaledagileframework.com/apply-systems-thinking/ • http://successfulculture.com/goldman-sachs-exec-leaving-due-to-toxic-culture-three-lessons-for-all-of-us/ • https://equity.spps.org/uploads/iceberg_model_3.pdf • Management 3.0, Jurgen Appelo - http://jurgenappelo.com/management-30/ • http://www.slideshare.net/jurgenappelo/management-30-in-50-minutes • Hofstede cultural dimension theory - https://geert-hofstede.com/national-culture.html • Schneider Culture Model - https://www.linkedin.com/pulse/using-schneider-culture-model-successful- agile-patary-pmp-csm-cssgb • http://agilitrix.com/2011/03/how-to-make-your-culture-work/ • Kotter change model - http://www.kotterinternational.com/the-8-step-process-for-leading-change/ • http://lgm3.com/it-strategy/ • http://www.mattsherriffinc.com/wp-content/uploads/2015/10/minions-teamwork.jpg References
Editor's Notes
- A complex system just like our Enterprise IT all alone will land up into massive destruction. What we really need is a good synergy and collaboration among the independent units to be able to all function together.
- There are organizations which focuses only on outcome irrespective of people, team, innovation, processes etc Management are more oriented towards people and decisions are taken accordingly Organization emphasizes more on team rather than individuals and tasks are organized accordingly Organization which promotes innovation and risk taking irrespective of proven frameworks in market Organization which focuses on stability as compared to growth Organizations which are competitive in nature and set aggressive goals for them Organizations which pay lot of attention to analysis, precision and are data driven
- More focus on utilization and other temporary goals Pressure on team for benefits of Agile like early delivery Changing interest of leadership Use of Agile vocabulary to substitute waterfall work Selected Agile principles, waterfall everywhere else Change in leadership with different vision Conflict in culture itself of different organization/country Power Distance within the team Behavior as individuals OR as a team Uncertainty avoidance index to deal with ambiguities Orientation for long term Vs short term
- Focus on a desired goal exhibiting collective performance Have positive synergy in the team, socialize with each and understand workplace, complementing skill set of each other Having respect for each other, focus on individual as well as mutual goals, building trust and accountability as a team Support innovation and thoughts for continuous learning Rewards and recognition program to keep the motivation high
- Kotter change model mentions about the phases of creating a change , engaging the organization to it and then further sustaining it. It is even applicable when it comes about single team's Scrum & Agile adoption or when we are trying to scale it across multiple teams.
- Vision – Why is it required to develop Agile culture Where are we heading with Agile Ensure Right attitude team efficacy Clear Purpose and benefit of what’s being done Team Reward system, career progression Ensure Individual and mutual accountability Continuous Learning Opportunities Personality Development Independence and flexibility Handling conflicts efficiently Leadership Inspect and Craft appropriate Culture Top level support to drive Agile top down Motivate and Inspire team Promote evaluation and reward system