Sanjiv Augustine presented on leading with purpose and transforming organizations through agile principles. He discussed the agile leader's role in three areas: clearing space through people operations like flexible work hours and slack time; managing systems for self-organization with autonomous teams and visual management; and balancing inner, other, and outer focus for personal presence. Attendees then discussed current practices and future adoption plans based on these concepts.

1. BW4
Session
6/8/16 1:30 PM
Leading with Purpose
Presented by:
Sanjiv Augustine
LitheSpeed
Brought to you by:
350 Corporate Way, Suite 400, Orange Park, FL 32073
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2. Sanjiv Augustine
LitheSpeed
Sanjiv Augustine is the president of LitheSpeed, an agile consulting, training, and
product development company. With 25+ years in the industry, Sanjiv has
managed agile projects from five to more than 100 people, trained thousands of
agile practitioners through workshops and conference presentations, and
coached numerous project teams. As a leading proponent of Agile in the
management space, he has served as a trusted advisor to executives and
management at leading firms including: Capital One, The Capital Group, CNBC,
Comcast, Freddie Mac, Fannie Mae, General Dynamics, HCA Healthcare, The
Motley Fool, National Geographic, Nationwide Insurance, Walmart and Samsung.
As an Agile thought-leader, he has spoken at conferences worldwide and
published extensively. His works include the books Managing Agile Projects
(Prentice Hall 2005) and Scaling Agile - A Lean JumpStart, and several publications
including Transitioning to Agile Project Management and The Lean–Agile PMO:
Using Lean Thinking to Accelerate Agile Project Delivery. Sanjiv has also played
an instrumental role in growing the Agile and Lean communities over the years,
including as the Chair of the Agile Alliance’s Agile Executive Forum, founder and
advisory board member of the Agile Leadership Network (ALN); and a founder
member of the Project Management Institute’s Agile Community of Practice.

3. 6/21/16
1
Leading with Purpose
Transforming Ourselves, Transforming our Organiza3ons
Presented by Sanjiv Augus,ne
Sanjiv.Augus1ne@LitheSpeed.com
Twi0er: @saugus,ne, @lithespeed
• Founder of LitheSpeed, LLC and the Agile
Leadership Academy
• Experience: 26 years industry, 16 years of
Agile, 12 years of Lean
• Special1es: Agile, Lean, Innova1on,
Leadership
• Prac11oner, entrepreneur, consultant,
trainer, author, speaker and community
organizer
About Me – Sanjiv Augus,ne
2

4. 6/21/16
2
Audience Poll – Level of Agile Knowledge?
• “Agile” describes a set of methodologies, aligned with lean
principles for focusing on value and elimina1ng waste.
• Scrum is currently the most popular of these.
• SAFe, DAD, LeSS, Scrum@Scale and Nexus are newer scaling
methods.
3 Version One, State of Agile Survey
1. Industry Snapshot
2. The Agile Leader’s Role
• People Opera,ons – Clear the Space
• Self-Management – Manage Systems,
Coach People
• Personal Presence – Balance Inner,
Other and Outer Focus
3. Group Discussion, Q&A
Agenda

5. 6/21/16
3
Industry Snapshot
5
Agile is Fully Mainstream Now
6
Who’s Adopted Agile?
Companies large & small, across
industries.
• Accenture
• BLS
• BMC SoTware
• Boeing
• Bri1sh Telecom
• Capital One
• CDC
• CNBC
• Cognizant
• CSC
• DTE Energy
• EMC
• EPA
• Fannie Mae
• Freddie Mac
• GEICO
• General Dynamics
• Google
• JP Morgan Chase
• Key Bank
• Kronos
• Lockheed Mar1n
• Macquarie Bank
• MicrosoT
• Na1onal Archives
• Na1onwide
• Neustar
• Primavera
• ProRail
• Sapient
• Siemens
• Spo1fy
• ThoughtWorks
• USAA
• VA
• Yahoo!
Agile is used:
• In large and small companies
• Across virtually every industry
• In public and private sectors
• On life-cri1cal and mission-cri1cal projects
• With collocated and distributed teams
• In internal IT departments, commercial
product companies and consultancies
• On soTware and non-soTware projects
In the Government:
• FCIOs 25 point program
• DoD Agile Acquisi1on program
• 18F and USDS

6. 6/21/16
4
7
Agile Teams… Waterfall Silos
Organiza1onal Misalignment with Agile Methods
Team Size
8

7. 6/21/16
5
Organiza1onal Misalignment with Agile Methods
QA Silo
9
Organiza1onal Misalignment with Agile Methods
Project Mul1tasking
10

8. 6/21/16
6
The Bad News
1. Only 13% of all employees are
“highly engaged.” 26% are “actively disengaged.”1
2. Only 54% of employees recommend their company.2
3. Two-thirds of all technology workers believe they could
find a better job in less than 60 days.3
4. 80% believe their employees are overwhelmed with
information and activity at work.4
5. More than 70% of Millennials expect their employers to
focus on societal or mission-driven problems.5
11
Gallup 2014, Glassdoor, Dice, Tech Salary Survey, Deloiie Human Capital Trends 2014, Deloiie, The
Millennial Survey 2014
hip://www.forbes.com/sites/joshbersin/2014/04/04/the-five-elements-of-a-simply-irresis1ble-
organiza1on/
Mo,va,ng Employees – What Maiers Most?
12

9. 6/21/16
7
Why Me? The Agile Leader’s Bo0om Line
• How individual teams work is a second-order
effect, and of somewhat lesser importance.
• How teams come together to deliver value in
organiza1ons is a first-order effect.
• Individual teams’ value is hemmed by the
coordina,on and integra,on of their work across
tens and some1mes hundreds of people.
• Only an Agile Leader can solve these inefficiencies.
13
Purpose
14
“The most
deeply
mo;vated
people hitch
their desires
to a cause
larger than
themselves.”
Dan Pink

10. 6/21/16
8
Self Management at Morningstar
15
The Agile Leader’s Role
16

11. 6/21/16
9
The Agile Leader’s Role
1. People Opera,ons – Clear the
Space
2. Self-Management – Manage
Systems, Coach People
3. Personal Presence – Balance
Inner, Other and Outer Focus
17
People Operations
18

12. 6/21/16
10
The Agile Leader’s Role - People Opera,ons
Clearing the Space:
• Open workspace
• Flexible work hours
• Open vaca1on
• Engaging rewards
• Slack 1me
19
Open Workplace
Open Workspace

13. 6/21/16
11
Commons for
collabora1on
Caves for privacy 21
Flexible Work Hours

14. 6/21/16
12
Open Vaca,on
h0p://www.virgin.com/richard-branson/why-were-lebng-virgin-staff-take-as-much-holiday-as-they-want
Engaging Rewards
Fair Market Salary
Core wages should be fair for the
market; basic financial security
provides personal safety and allows for
produc1ve risk-taking.
Merit Pay
Extraordinary efforts and
results should be
rewarded in propor1on to
contribu1on, risk &
returns.

15. 6/21/16
13
Slack Time
• At Atlassian and Google,
people spend 20% of their
work 1me on projects that
interest them
• Gmail, Google News,
Orkut, and AdSense
originated from these
independent endeavors
• Half of new product
launches originate from
the 20% 1me
25
Slack Time at Atlassian
26

16. 6/21/16
14
Self-Management
27
The Agile Leader’s Role - Self-Management
Manage Systems, Coach
People:
• Autonomous Teams
• Visual Management
Systems
28

17. 6/21/16
15
Autonomous Teams
29
hip://www.lateralworks.com/weblog/2008/05/fast-autonomous.html
Autonomy and Alignment

18. 6/21/16
16
Visual Management Systems – Big Board
31
Visual Management Systems – Program Wall
32
Features laid out on index cards as per overall
release plan
Card colors iden1fy agile teams
Labels iden1fy dependent teams
Rows track feature streams
Columns track sprints/,meline

19. 6/21/16
17
Visual Management Systems - Management at Scale
33
Master Management View @ the Applica;on Development Center, Na;onwide Insurance, Columbus, Ohio
Personal Presence
34

20. 6/21/16
18
The Agile Leader’s Role - Personal Presence
Balance 3 Types of
Focus:
• Inner
• Other
• Outer
35
Focus: Inner, Other and Outer
36

21. 6/21/16
19
HBR’s Goleman on 3 Types of Focus
37
Table Discussion – Next Steps
LEADING WITH PURPOSE
People Opera,ons: Open
Workspace, Flexible Work
Hours, Open Vaca1on,
Engaging Rewards, Slack
1me
Self-Management:
Autonomous Teams,
Visual
Personal Presence: Inner,
Other and Outer Focus
From the list at right:
1. Iden1fy the things that
you’re already doing in
your organiza1on.
2. Name one thing you or
your organiza1on could
adopt in the next 6
months.

22. 6/21/16
20
Thank you, Farewell Jean Tabaka
40
Contact Us for Further Information
Sanjiv Augus,ne
Sanjiv.Augus1ne@LitheSpeed.com
Twi0er: @saugus1ne, @lithespeed, @agileacad
On the Web:
hip://www.lithespeed.com
hip://agileleadershipacademy.com

23. 6/21/16
21
Lean Standard Work for Alignment & Improvement
41
Describe how things are done
to allow a basis for improvement:
• Who needs to do what?
• What informa1on, tools
or other inputs are needed?
• How will the work be performed?
• What are the expected outputs?
• How long should it take (if
appropriate)?
*