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What would it take to
Have an Agile Enterprise?
Lyssa Adkins & Michael K. Spayd	
  
Agile Coaching Institute
Michael	
  K.	
  Spayd	
  	
  @mspayd	
  
Lyssa	
  Adkins	
  	
  	
  	
  @lyssaadkins	
  
	
  
AGILE	
  NEW	
  ZEALAND	
  2015	
  -­‐	
  WELLINGTON	
  
What	
  would	
  it	
  take	
  to	
  
Have an Agile Enterprise?
©2015 Agile Coaching Institute
Coaching the Agile
Enterprise
A	
  Handbook	
  for	
  	
  
Emerging	
  TransformaMon	
  Leaders,	
  Change	
  ArMsts	
  and	
  
Benevolent	
  Trouble-­‐Makers	
  	
  
©2011-­‐15	
  Michael	
  K.	
  Spayd	
  
Your	
  Guides….	
  
©2015 Agile Coaching Institute
We	
  see	
  that	
  people	
  have	
  
HUGE
aspiraMons	
  
for	
  an	
  Agile	
  enterprise.	
  
	
  
Do	
  you?	
  
©2015 Agile Coaching Institute
What	
  many	
  of	
  us	
  have…	
  
©2015 Agile Coaching Institute
What	
  many	
  of	
  us	
  aspire	
  to…	
  
A	
  leaned-­‐out	
  process	
  
Careers	
  without	
  poliMcs	
  
Mature	
  relaMonships	
  
with	
  co-­‐workers	
  
Wise,	
  facilitaMve	
  leaders	
  
An	
  Agile	
  culture	
  
©2015 Agile Coaching Institute
Source:	
  Version	
  One	
  2013	
  “State	
  of	
  Agile”	
  Survey	
  
©2015 Agile Coaching Institute
Two	
  things	
  an	
  Agile	
  Enterprise	
  needs	
  
Business	
  
Agility	
  
Human	
  
Systems	
  
Agility	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
Four	
  OrganizaMonal	
  Value	
  Cultures	
  (AlMtudes)	
  
Achievement /
Results-driven
( )
Pragmatic, success-oriented, analytical mindset
Questions authority, driven to get ahead, values freedom to succeed
Innovation, Accountability, Meritocracy
Conformist /
Role-driven
(Amber)
Follows authority, aware of social roles & duty
Absolute Truth (dogmatic), oriented to group’s expectations & values
Long-term perspective, Consistent Process, Size & Stability (Hierarchy)
Pluralistic /
Relationship-
driven (
Values-oriented, community based, fairness
Hears all perspectives, relationships-over-outcomes, desires consensus
Empowerment, Values-driven culture, Multi-Stakeholder perspective
Source: Frederic Laloux – Reinventing Organizations, plus Wilber, Graves, Beck, and Cook-Greuter
Evolutionary /
Purpose-driven
(Teal)
Purpose-driven, inner integrity, sees ‘systems’
Dis-identifies with own ego, autonomy to express self, authenticity
‘Inner Rightness’ as the Compass, Wisdom beyond Rationality
Implusive ( ) Power & dominance, heroism, avoidance of shame
Separate ego, dominance vs submission, chiefdoms, illegal orgs
and Michael K. Spayd
©2015 Agile Coaching Institute
How	
  are	
  al8tudes	
  distributed	
  (roughly)?	
  
Red,	
  5%	
  
Amber,	
  30%	
  
Orange,	
  40%	
  
Green,	
  20%	
  
Teal,	
  5%	
  
0	
   1	
   2	
   3	
   4	
   5	
   6	
  
%	
  of	
  People	
  (in	
  developed	
  world)	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
How	
  does	
  Agile	
  Manifest	
  at	
  Different	
  AlMtudes?	
  
TradiMon-­‐driven	
  Agile	
  
Results-­‐driven	
  Agile	
  
People-­‐driven	
  Agile	
  
AdapMve	
  Agile	
  (Impact-­‐driven)	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
TradiMon-­‐driven	
  Agile	
  
•  Loves	
  detailed	
  processes	
  
•  Violates	
  spirit	
  of	
  Manifesto	
  	
  
•  Small,	
  local	
  process	
  improvements	
  
•  Mgmt	
  dislikes	
  self-­‐organizaMon	
  
•  Agile	
  ‘in	
  name	
  only’	
  
•  Possible	
  benefits:	
  iteraMve,	
  
customer	
  focus,	
  quality,	
  speed	
  
•  Kanban	
  is	
  a	
  beher	
  fit	
  culturally	
  
TradiMon-­‐driven	
  Agile	
  
Results-­‐driven	
  Agile	
  
People-­‐driven	
  Agile	
  
AdapMve	
  Agile	
  
(Impact-­‐driven)	
  
Manifesto Alignment
Comprehensive documentation over working software
Following a plan over responding to change
Processes & tools over individuals & interactions
Portions adapted from: Dajo Breddels, Agile 2012and Michael K. Spayd
©2015 Agile Coaching Institute
Results-­‐driven	
  Agile	
  
•  Driven	
  only	
  by	
  results	
  
•  Saving	
  money	
  
•  Nominal	
  customer	
  saMsfacMon	
  
•  “Doing	
  more	
  with	
  less”	
  
•  CompeMMon	
  for	
  recogniMon	
  
•  Excellence	
  à	
  technical	
  
pracMces	
  
•  Metrics	
  used	
  to	
  compare	
  teams	
  
12
TradiMon-­‐driven	
  Agile	
  
Results-­‐driven	
  Agile	
  
People-­‐driven	
  Agile	
  
AdapMve	
  Agile	
  
(Impact-­‐driven)	
  
Manifesto Alignment
Contract negotiation over customer collaboration
Working software over comprehensive documentation
Portions adapted from: Dajo Breddels, Agile 2012and Michael K. Spayd
©2015 Agile Coaching Institute
People-­‐driven	
  Agile	
  
•  Focus:	
  people	
  &	
  values	
  
•  Real	
  team	
  empowerment	
  
•  Owns	
  their	
  esMmates	
  &	
  technical	
  
decisions	
  
•  Morale	
  goes	
  up	
  
•  Consensus-­‐driven;	
  downside	
  =	
  
death-­‐by-­‐consensus	
  
•  Customer	
  partnerships	
  
•  Flat	
  organizaMon	
  
13
TradiMon-­‐driven	
  Agile	
  
Results-­‐driven	
  Agile	
  
People-­‐driven	
  Agile	
  
AdapMve	
  Agile	
  
(Impact-­‐driven)	
  
Manifesto Alignment
Individuals & Interactions over processes and tools
Customer Collaboration over contract negotiation
Portions adapted from: Dajo Breddels, Agile 2012
©2015 Agile Coaching Institute
AdapMve	
  Agile	
  
•  Whole	
  systems	
  thinking	
  	
  
•  Embraces	
  complexity	
  
•  Processes	
  &	
  systems	
  support	
  
“Flow”	
  
•  Dropping/blurring	
  of	
  roles	
  
•  Values	
  effecMveness	
  over	
  
efficiency	
  
•  “Full-­‐blown”	
  Agile	
  is	
  possible	
  
14
TradiMon-­‐driven	
  Agile	
  
Results-­‐driven	
  Agile	
  
People-­‐driven	
  Agile	
  
AdapMve	
  Agile	
  
(Impact-­‐driven)	
  
Manifesto Alignment
Full manifesto alignment, especially
Responding to change over following a plan
Portions adapted from: Dajo Breddels, Agile 2012
©2015 Agile Coaching Institute
Integral	
  Agile	
  AlMtudes	
  
Business	
  
Agility	
  
Human	
  
Systems	
  
Agility	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
Methods	
  by	
  Quadrants	
  
Psychological	
  
Window	
  
Behavioral	
  
Window	
  
Cultural	
  
Window	
  
Systems	
  
Window	
  
Inspired by Brett Thomas, AQAL Elements Applied to Leadership; RSI is Trademark of CRR Global
	
  
-Professional Coaching
-Personality tests (e.g., MBTI)
-Introspection / meditation
	
  
The	
  “I”	
  PerspecMve	
  
-Scientific method
-Structured observation
-Metrics / statistics
The	
  “IT”	
  PerspecMve	
  
-Mental models
-Facilitated dialogue
-Relationship Systems
Intelligence™ (RSI)
The	
  “WE”	
  PerspecMve	
  
-Systems thinking
-Value stream mapping
-Empirical mgmt systems
The	
  “ITS”	
  PerspecMve	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
Agile	
  Approaches	
  Mapped	
  to	
  Quadrants	
  
“I”	
  
“WE”	
  
“IT”	
  
“ITS”	
  
•  ‘Being’ Agile / Agile mindset
•  Software Craftsmanship (values)
•  The Leadership Circle (Anderson)
•  Professional Coaching (Co-active)
•  Doing Agile / behaviors &
practices
•  Software Craftsmanship
(practices)
•  Applying the scientific method
•  Kanban (team level)
•  Scaled Agile Framework™
•  Beyond Budgeting
•  Kanban (Portfolio level)
•  Systems Thinking
•  Theory of Constraints
•  Holacracy
•  Schneider’s culture typology
•  Creating an Agile, collaborative
culture
•  Systems Coaching / RSI™
•  Examining mental models (Senge)
and Michael K. Spayd
©2015 Agile Coaching Institute
Meta-­‐map	
  
Integral	
  Agile	
  Transforma8on	
  Framework	
  
Leadership	
  &	
  
Engagement	
  
Organiza8onal	
  
Culture	
  &	
  
Rela8onships	
  
Competencies,	
  
Products	
  &	
  
Technologies	
  
Organiza8onal	
  
Architecture	
  &	
  
Structure	
  
Business	
  
Agility	
  
Human	
  
Systems	
  
Agility	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
EvoluMon	
  in	
  the	
  Leadership	
  Quadrant	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
EvoluMon	
  in	
  the	
  Competencies	
  &	
  Products	
  Quadrant	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
EvoluMon	
  in	
  the	
  Organiza8on	
  Architecture	
  Quadrant	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
EvoluMon	
  in	
  the	
  Culture	
  Quadrant	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
What	
  might	
  be	
  possible	
  
for	
  the	
  Agile	
  Enterprise	
  
in	
  YOUR	
  organizaMon?	
  
©2015 Agile Coaching Institute
What	
  is	
  even	
  possible?	
  
Amber-­‐Orange	
  Enterprise	
  
Leadership	
  &	
  
Engagement	
  
Organiza8onal	
  
Culture	
  &	
  
Rela8onships	
  
Competencies,	
  
Products	
  &	
  
Technologies	
  
Organiza8onal	
  
Architecture	
  &	
  
Structure	
  
•  Power	
  from	
  job	
  Mtle	
  
matures	
  into	
  an	
  
“outcomes”	
  orientaMon	
  
•  Real	
  iteraMve	
  development	
  is	
  
possible	
  
•  Beginning	
  to	
  value	
  customer	
  
feedback	
  
•  Culture	
  begins	
  to	
  value	
  results	
  
•  Allegiance	
  to	
  FuncMon	
  can	
  
grow	
  into	
  a	
  career-­‐orientaMon	
  
•  Matrix	
  org	
  structure	
  can	
  
focus	
  on	
  projects	
  over	
  
funcMons	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
What	
  is	
  even	
  possible?	
  
Orange	
  Enterprise	
  
•  Drawn	
  to	
  new	
  ideas,	
  success	
  
•  IdenMfied	
  with	
  one’s	
  
profession,	
  wants	
  latest	
  
training	
  (MBA,	
  PMP,	
  tech,	
  etc.)	
  
•  LimiMng	
  WIP	
  is	
  possible	
  (to	
  
drive	
  efficiency)	
  
•  Tech	
  pracMces	
  can	
  flourish	
  
•  CollaboraMon	
  is	
  driven	
  by	
  
efficiency	
  (not	
  relaMonships)	
  
•  Culture	
  values	
  innovaMon	
  &	
  
meritocracy	
  
•  Role	
  allegiance	
  to	
  career	
  as	
  
defined	
  by	
  the	
  market	
  
•  Matrix	
  structure	
  overlaid	
  by	
  a	
  
crude	
  value	
  stream	
  orientaMon	
  
Leadership	
  &	
  
Engagement	
  
Organiza8onal	
  
Culture	
  &	
  
Rela8onships	
  
Competencies,	
  
Products	
  &	
  
Technologies	
  
Organiza8onal	
  
Architecture	
  &	
  
Structure	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
What	
  is	
  even	
  possible?	
  
Orange-­‐Green	
  Enterprise	
  
•  EQ	
  comes	
  more	
  online	
  
•  Aware	
  of	
  impact	
  on	
  others	
  
•  Begins	
  to	
  see	
  others’	
  
perspecMves	
  
•  Can	
  more	
  fully	
  pracMce	
  Scrum	
  
•  More	
  collaboraMon	
  with	
  
business	
  (&	
  other	
  stakeholders)	
  
•  Role	
  allegiance	
  can	
  Mlt	
  to	
  
the	
  needs	
  of	
  the	
  team	
  
•  StarMng	
  to	
  value	
  the	
  
rela8onship	
  aspects	
  of	
  Agile	
  
•  Matrix	
  org	
  structure	
  starts	
  to	
  
be	
  balanced	
  with	
  value	
  streams	
  
and	
  a	
  focus	
  on	
  customers	
  
Leadership	
  &	
  
Engagement	
  
Organiza8onal	
  
Culture	
  &	
  
Rela8onships	
  
Competencies,	
  
Products	
  &	
  
Technologies	
  
Organiza8onal	
  
Architecture	
  &	
  
Structure	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
What	
  is	
  even	
  possible?	
  
Green	
  Enterprise	
  
•  RelaMvely	
  high	
  EQ	
  
•  Some	
  awareness	
  of	
  Systems	
  
•  Able	
  to	
  work	
  with	
  diversity	
  &	
  
social	
  complexity	
  
•  Full	
  pracMce	
  of	
  self-­‐organized	
  
Scrum	
  is	
  possible	
  
•  Culture	
  truly	
  values	
  
empowered	
  teams	
  
•  “Values”	
  move	
  front	
  &	
  
center,	
  especially	
  diversity	
  
•  Flahening	
  structure	
  
•  Value	
  streams	
  opMmized	
  into	
  
the	
  org	
  structure	
  to	
  align	
  with	
  
customers	
  
Leadership	
  &	
  
Engagement	
  
Organiza8onal	
  
Culture	
  &	
  
Rela8onships	
  
Competencies,	
  
Products	
  &	
  
Technologies	
  
Organiza8onal	
  
Architecture	
  &	
  
Structure	
  
and Michael K. Spayd
©2015 Agile Coaching Institute
What	
  would	
  an	
  Agile	
  Organiza8on	
  be	
  like?	
  
Func8on	
   Tradi8onal	
  (Orange)	
  
Organiza8ons	
  
Emerging	
  (Teal)	
  Organiza8ons	
  
ORGANIZATION	
   Hierarchical pyramid Self-organizing teams; coaches
with no mgmt authority
PROJECTS	
   Heavy project management
methods
No project mgrs; people self-
staff projects
RECRUITMENT	
   Interviews by HR, matches
job description
Interviews by future team
members
JOBS	
   Needs own description & title No job titles; fluid, granular roles
PERFORMANCE	
  
MANAGEMENT	
  
Focus on individual
performance; appraisal by
supervisor
Focus on team performance;
peer appraisals
PROMOTIONS	
   Jockeying for position,
politics
No promotion, roles fluidly
rearranged with peer agreement
Adapted from Frederic Laloux, Reinventing Organizations
©2015 Agile Coaching Institute
What	
  is	
  even	
  possible?	
  
Teal	
  Enterprise	
  
•  Awareness	
  of	
  own	
  ego	
  needs	
  
and	
  ‘shadow’	
  
•  Acute	
  systems	
  awareness	
  
•  Able	
  to	
  work	
  with	
  diverse	
  
complexity	
  levels	
  
•  Truly	
  adapMve	
  processes	
  
are	
  possible	
  
•  Culture	
  values	
  fulfillment	
  of	
  
purpose	
  &	
  impact	
  
•  Values	
  &	
  is	
  able	
  to	
  leverage	
  
cultural	
  differences	
  
•  AdapMve	
  org	
  structures	
  
emerge	
  and	
  change	
  based	
  on	
  
ever-­‐changing	
  needs	
  of	
  people	
  
and	
  markets	
  
Leadership	
  &	
  
Engagement	
  
Organiza8onal	
  
Culture	
  &	
  
Rela8onships	
  
Competencies,	
  
Products	
  &	
  
Technologies	
  
Organiza8onal	
  
Architecture	
  &	
  
Structure	
  
and Michael K. Spayd
Engage	
  in	
  	
  
cross-­‐quadrant	
  
conversa8ons	
  
Our	
  Challenge	
  to	
  You…	
   Look	
  through	
  new	
  eyes	
  
Make	
  a	
  list:	
  	
  
What	
  trial	
  
balloons	
  can	
  
you	
  float	
  back	
  
at	
  work?	
  
©2015 Agile Coaching Institute

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Lyssa Adkins & Michael Spayd (Keynote)

  • 1.     What would it take to Have an Agile Enterprise? Lyssa Adkins & Michael K. Spayd   Agile Coaching Institute
  • 2. Michael  K.  Spayd    @mspayd   Lyssa  Adkins        @lyssaadkins     AGILE  NEW  ZEALAND  2015  -­‐  WELLINGTON   What  would  it  take  to   Have an Agile Enterprise?
  • 3. ©2015 Agile Coaching Institute Coaching the Agile Enterprise A  Handbook  for     Emerging  TransformaMon  Leaders,  Change  ArMsts  and   Benevolent  Trouble-­‐Makers     ©2011-­‐15  Michael  K.  Spayd   Your  Guides….  
  • 4. ©2015 Agile Coaching Institute We  see  that  people  have   HUGE aspiraMons   for  an  Agile  enterprise.     Do  you?  
  • 5. ©2015 Agile Coaching Institute What  many  of  us  have…  
  • 6. ©2015 Agile Coaching Institute What  many  of  us  aspire  to…   A  leaned-­‐out  process   Careers  without  poliMcs   Mature  relaMonships   with  co-­‐workers   Wise,  facilitaMve  leaders   An  Agile  culture  
  • 7. ©2015 Agile Coaching Institute Source:  Version  One  2013  “State  of  Agile”  Survey  
  • 8. ©2015 Agile Coaching Institute Two  things  an  Agile  Enterprise  needs   Business   Agility   Human   Systems   Agility   and Michael K. Spayd
  • 9. ©2015 Agile Coaching Institute Four  OrganizaMonal  Value  Cultures  (AlMtudes)   Achievement / Results-driven ( ) Pragmatic, success-oriented, analytical mindset Questions authority, driven to get ahead, values freedom to succeed Innovation, Accountability, Meritocracy Conformist / Role-driven (Amber) Follows authority, aware of social roles & duty Absolute Truth (dogmatic), oriented to group’s expectations & values Long-term perspective, Consistent Process, Size & Stability (Hierarchy) Pluralistic / Relationship- driven ( Values-oriented, community based, fairness Hears all perspectives, relationships-over-outcomes, desires consensus Empowerment, Values-driven culture, Multi-Stakeholder perspective Source: Frederic Laloux – Reinventing Organizations, plus Wilber, Graves, Beck, and Cook-Greuter Evolutionary / Purpose-driven (Teal) Purpose-driven, inner integrity, sees ‘systems’ Dis-identifies with own ego, autonomy to express self, authenticity ‘Inner Rightness’ as the Compass, Wisdom beyond Rationality Implusive ( ) Power & dominance, heroism, avoidance of shame Separate ego, dominance vs submission, chiefdoms, illegal orgs and Michael K. Spayd
  • 10. ©2015 Agile Coaching Institute How  are  al8tudes  distributed  (roughly)?   Red,  5%   Amber,  30%   Orange,  40%   Green,  20%   Teal,  5%   0   1   2   3   4   5   6   %  of  People  (in  developed  world)   and Michael K. Spayd
  • 11. ©2015 Agile Coaching Institute How  does  Agile  Manifest  at  Different  AlMtudes?   TradiMon-­‐driven  Agile   Results-­‐driven  Agile   People-­‐driven  Agile   AdapMve  Agile  (Impact-­‐driven)   and Michael K. Spayd
  • 12. ©2015 Agile Coaching Institute TradiMon-­‐driven  Agile   •  Loves  detailed  processes   •  Violates  spirit  of  Manifesto     •  Small,  local  process  improvements   •  Mgmt  dislikes  self-­‐organizaMon   •  Agile  ‘in  name  only’   •  Possible  benefits:  iteraMve,   customer  focus,  quality,  speed   •  Kanban  is  a  beher  fit  culturally   TradiMon-­‐driven  Agile   Results-­‐driven  Agile   People-­‐driven  Agile   AdapMve  Agile   (Impact-­‐driven)   Manifesto Alignment Comprehensive documentation over working software Following a plan over responding to change Processes & tools over individuals & interactions Portions adapted from: Dajo Breddels, Agile 2012and Michael K. Spayd
  • 13. ©2015 Agile Coaching Institute Results-­‐driven  Agile   •  Driven  only  by  results   •  Saving  money   •  Nominal  customer  saMsfacMon   •  “Doing  more  with  less”   •  CompeMMon  for  recogniMon   •  Excellence  à  technical   pracMces   •  Metrics  used  to  compare  teams   12 TradiMon-­‐driven  Agile   Results-­‐driven  Agile   People-­‐driven  Agile   AdapMve  Agile   (Impact-­‐driven)   Manifesto Alignment Contract negotiation over customer collaboration Working software over comprehensive documentation Portions adapted from: Dajo Breddels, Agile 2012and Michael K. Spayd
  • 14. ©2015 Agile Coaching Institute People-­‐driven  Agile   •  Focus:  people  &  values   •  Real  team  empowerment   •  Owns  their  esMmates  &  technical   decisions   •  Morale  goes  up   •  Consensus-­‐driven;  downside  =   death-­‐by-­‐consensus   •  Customer  partnerships   •  Flat  organizaMon   13 TradiMon-­‐driven  Agile   Results-­‐driven  Agile   People-­‐driven  Agile   AdapMve  Agile   (Impact-­‐driven)   Manifesto Alignment Individuals & Interactions over processes and tools Customer Collaboration over contract negotiation Portions adapted from: Dajo Breddels, Agile 2012
  • 15. ©2015 Agile Coaching Institute AdapMve  Agile   •  Whole  systems  thinking     •  Embraces  complexity   •  Processes  &  systems  support   “Flow”   •  Dropping/blurring  of  roles   •  Values  effecMveness  over   efficiency   •  “Full-­‐blown”  Agile  is  possible   14 TradiMon-­‐driven  Agile   Results-­‐driven  Agile   People-­‐driven  Agile   AdapMve  Agile   (Impact-­‐driven)   Manifesto Alignment Full manifesto alignment, especially Responding to change over following a plan Portions adapted from: Dajo Breddels, Agile 2012
  • 16. ©2015 Agile Coaching Institute Integral  Agile  AlMtudes   Business   Agility   Human   Systems   Agility   and Michael K. Spayd
  • 17. ©2015 Agile Coaching Institute Methods  by  Quadrants   Psychological   Window   Behavioral   Window   Cultural   Window   Systems   Window   Inspired by Brett Thomas, AQAL Elements Applied to Leadership; RSI is Trademark of CRR Global   -Professional Coaching -Personality tests (e.g., MBTI) -Introspection / meditation   The  “I”  PerspecMve   -Scientific method -Structured observation -Metrics / statistics The  “IT”  PerspecMve   -Mental models -Facilitated dialogue -Relationship Systems Intelligence™ (RSI) The  “WE”  PerspecMve   -Systems thinking -Value stream mapping -Empirical mgmt systems The  “ITS”  PerspecMve   and Michael K. Spayd
  • 18. ©2015 Agile Coaching Institute Agile  Approaches  Mapped  to  Quadrants   “I”   “WE”   “IT”   “ITS”   •  ‘Being’ Agile / Agile mindset •  Software Craftsmanship (values) •  The Leadership Circle (Anderson) •  Professional Coaching (Co-active) •  Doing Agile / behaviors & practices •  Software Craftsmanship (practices) •  Applying the scientific method •  Kanban (team level) •  Scaled Agile Framework™ •  Beyond Budgeting •  Kanban (Portfolio level) •  Systems Thinking •  Theory of Constraints •  Holacracy •  Schneider’s culture typology •  Creating an Agile, collaborative culture •  Systems Coaching / RSI™ •  Examining mental models (Senge) and Michael K. Spayd
  • 19. ©2015 Agile Coaching Institute Meta-­‐map   Integral  Agile  Transforma8on  Framework   Leadership  &   Engagement   Organiza8onal   Culture  &   Rela8onships   Competencies,   Products  &   Technologies   Organiza8onal   Architecture  &   Structure   Business   Agility   Human   Systems   Agility   and Michael K. Spayd
  • 20. ©2015 Agile Coaching Institute EvoluMon  in  the  Leadership  Quadrant   and Michael K. Spayd
  • 21. ©2015 Agile Coaching Institute EvoluMon  in  the  Competencies  &  Products  Quadrant   and Michael K. Spayd
  • 22. ©2015 Agile Coaching Institute EvoluMon  in  the  Organiza8on  Architecture  Quadrant   and Michael K. Spayd
  • 23. ©2015 Agile Coaching Institute EvoluMon  in  the  Culture  Quadrant   and Michael K. Spayd
  • 24. ©2015 Agile Coaching Institute What  might  be  possible   for  the  Agile  Enterprise   in  YOUR  organizaMon?  
  • 25. ©2015 Agile Coaching Institute What  is  even  possible?   Amber-­‐Orange  Enterprise   Leadership  &   Engagement   Organiza8onal   Culture  &   Rela8onships   Competencies,   Products  &   Technologies   Organiza8onal   Architecture  &   Structure   •  Power  from  job  Mtle   matures  into  an   “outcomes”  orientaMon   •  Real  iteraMve  development  is   possible   •  Beginning  to  value  customer   feedback   •  Culture  begins  to  value  results   •  Allegiance  to  FuncMon  can   grow  into  a  career-­‐orientaMon   •  Matrix  org  structure  can   focus  on  projects  over   funcMons   and Michael K. Spayd
  • 26. ©2015 Agile Coaching Institute What  is  even  possible?   Orange  Enterprise   •  Drawn  to  new  ideas,  success   •  IdenMfied  with  one’s   profession,  wants  latest   training  (MBA,  PMP,  tech,  etc.)   •  LimiMng  WIP  is  possible  (to   drive  efficiency)   •  Tech  pracMces  can  flourish   •  CollaboraMon  is  driven  by   efficiency  (not  relaMonships)   •  Culture  values  innovaMon  &   meritocracy   •  Role  allegiance  to  career  as   defined  by  the  market   •  Matrix  structure  overlaid  by  a   crude  value  stream  orientaMon   Leadership  &   Engagement   Organiza8onal   Culture  &   Rela8onships   Competencies,   Products  &   Technologies   Organiza8onal   Architecture  &   Structure   and Michael K. Spayd
  • 27. ©2015 Agile Coaching Institute What  is  even  possible?   Orange-­‐Green  Enterprise   •  EQ  comes  more  online   •  Aware  of  impact  on  others   •  Begins  to  see  others’   perspecMves   •  Can  more  fully  pracMce  Scrum   •  More  collaboraMon  with   business  (&  other  stakeholders)   •  Role  allegiance  can  Mlt  to   the  needs  of  the  team   •  StarMng  to  value  the   rela8onship  aspects  of  Agile   •  Matrix  org  structure  starts  to   be  balanced  with  value  streams   and  a  focus  on  customers   Leadership  &   Engagement   Organiza8onal   Culture  &   Rela8onships   Competencies,   Products  &   Technologies   Organiza8onal   Architecture  &   Structure   and Michael K. Spayd
  • 28. ©2015 Agile Coaching Institute What  is  even  possible?   Green  Enterprise   •  RelaMvely  high  EQ   •  Some  awareness  of  Systems   •  Able  to  work  with  diversity  &   social  complexity   •  Full  pracMce  of  self-­‐organized   Scrum  is  possible   •  Culture  truly  values   empowered  teams   •  “Values”  move  front  &   center,  especially  diversity   •  Flahening  structure   •  Value  streams  opMmized  into   the  org  structure  to  align  with   customers   Leadership  &   Engagement   Organiza8onal   Culture  &   Rela8onships   Competencies,   Products  &   Technologies   Organiza8onal   Architecture  &   Structure   and Michael K. Spayd
  • 29. ©2015 Agile Coaching Institute What  would  an  Agile  Organiza8on  be  like?   Func8on   Tradi8onal  (Orange)   Organiza8ons   Emerging  (Teal)  Organiza8ons   ORGANIZATION   Hierarchical pyramid Self-organizing teams; coaches with no mgmt authority PROJECTS   Heavy project management methods No project mgrs; people self- staff projects RECRUITMENT   Interviews by HR, matches job description Interviews by future team members JOBS   Needs own description & title No job titles; fluid, granular roles PERFORMANCE   MANAGEMENT   Focus on individual performance; appraisal by supervisor Focus on team performance; peer appraisals PROMOTIONS   Jockeying for position, politics No promotion, roles fluidly rearranged with peer agreement Adapted from Frederic Laloux, Reinventing Organizations
  • 30. ©2015 Agile Coaching Institute What  is  even  possible?   Teal  Enterprise   •  Awareness  of  own  ego  needs   and  ‘shadow’   •  Acute  systems  awareness   •  Able  to  work  with  diverse   complexity  levels   •  Truly  adapMve  processes   are  possible   •  Culture  values  fulfillment  of   purpose  &  impact   •  Values  &  is  able  to  leverage   cultural  differences   •  AdapMve  org  structures   emerge  and  change  based  on   ever-­‐changing  needs  of  people   and  markets   Leadership  &   Engagement   Organiza8onal   Culture  &   Rela8onships   Competencies,   Products  &   Technologies   Organiza8onal   Architecture  &   Structure   and Michael K. Spayd
  • 31. Engage  in     cross-­‐quadrant   conversa8ons   Our  Challenge  to  You…   Look  through  new  eyes   Make  a  list:     What  trial   balloons  can   you  float  back   at  work?