What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Scaled Agile Framework in 10 minutes (CAS2015)Unai Roldán
Scaled Agile Framework in 10 minutes (SAFe 3.0)
- Scaled: SAFe is designed for large-scale software development ecosystems of 50-125 people who need to resolve inter-dependencies
- Agile: SAFe is based on 9 Lean-Agile principles
- Framework: SAFe is a collection of a proven efficacy tools, and you only have to use what you need
https://www.youtube.com/watch?v=vysQQx7pQzg
El objetivo de la Lightning Talk es dar una visión "light" pero completa de lo que propone Scaled Agile Framework 3.0 como marco de referencia para el escalado de Agile.
Scaled Agile Framework es uno de los marcos de referencia para escalado de Agile que mayor aceptación está teniendo a día de hoy, sobre todo cuando hablamos de grandes organizaciones. El marco SAFe parte de las capas de abstracción clásicas de una organización para estructurar un cambio de perspectiva y de cultura basándose en los 4 valores y 9 principios Lean-Agile, apoyándose además en las prácticas Scrum-XP de desarrollo de productos. En la charla descubriremos de manera rápida los roles, artefactos y ceremonias que plantea el marco para conseguir un cambio de paradigma sostenible en las organizaciones.
Unai Roldán
UST Global
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Asiakas pyysi meiltä 3 kalvon executive summarya Management 3.0 -valmennuksesta, jotta he voisivat markkinoida tulevaa valmennusta sisäisesti yksiköiden johtotiimeille.
No, mehän teimme sellaisen! Tässä on. Mitä mieltä olet, toimiiko tälläinen?
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
AOEconf17: Management 3.0 - the secret to happy, performing and motivated sel...AOE
In his talk about Management 3.0 at AOEconf17, Christof Braun, Agile Coach at AOE, explains the secret how to create happy, performing and motivated self-organized teams. Key fact: Don't just leave them alone!
https://www.aoe.com
Remote Work & Digital Transformation: 7 Questions to AskJosue Sierra
This presentation provides 7 questions leaders and managers can ask in order to re-frame the challenges related to leveraging remote talent or telecommuting, while at the same time, accelerating their digital transformation journey! Even if you don't have remote team members, consider these 7 questions as a way to foster digital leadership in your organization.
http://www.linkedin.com/in/josuesierra
Full article also available at:
https://www.linkedin.com/today/post/article/remote-work-digital-transformation-asking-right-questions-sierra
An Executive's Guide to Employee EngagementMotherApp
Learn about the changes that are happening the current organisation and leadership landscape. We will look into how enterprise mobile solution could be applied to maximise employee satisfaction and contribution.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
The Seven Biggest Mistakes Companies Make with Leadership DevelopmentAntoinette Oglethorpe
From her experience in helping grow high-tech companies, Antoinette Oglethorpe shares the seven leadership development mistakes that get in the way of sustaining the growth they're aiming for.
Similar to Modern Agile Management and Leadership (20)
Scan agile 2019: Facilitating Change Through Helping Leaders GrowAntti Kirjavainen
In the face of digitalization and amidst risk of being disrupted by new products, companies, and business models, many companies have woken up to the need for change in company culture, management and the way of operation.
Whether the goal is business agility, the culture of experimentation, or agile company culture, the key challenge is how to foster change in a large organization. The big question is: what investments to actions help make the change stick in the organization while still providing a return bigger than the investment.
One approach to this that I have been a part of at Agile Company Culture Accelerator at Yle, as well as other companies, is creating coaching curriculums to grow leaders and change agents to enact and catalyze the change itself.
Change in organizations spreads like innovations in the population: in a network. You can reach the early adopters with a small change agent team, but to spread the meme of change wider in the organization network, you need other tactics.
In coaching curriculums such as Yle’s Culture of New Work Leadership Coaching, we offer coaching for the hub persons in the organization network (not necessarily the ones in management positions) to grow as and into leaders and change agents. This way, we foster the change in the organization at an arm’s length. This way, different parts of the organization can tailor the change according to their own context and take responsibility for the change themselves.
In this talk, I will share my experiences in designing and carrying out these kinds of coaching curriculums for the leaders. I will also discuss the strengths and weaknesses of this way of fostering change.
This talk is targeted at coaches, change agents and managers who want new ideas on how to foster change in their organization and for their customers. The audience will walk away with tips on how to, and how not to, organize a coaching curriculum for leaders, as well as an idea how and in what context it makes sense to consider this way of fostering change.
Somatic Temenos Vision Labin kalvot 31.5.2017
Tarvitsemme autenttisia ja ihmisläheisiä tiimejä ja organisaatioita, jotta työ olisi sekä hauskempaa että tehokkaampaa.
Sitä varten tarvitsemme ihmisiä, joilla on selkeä näkemys siitä, keitä he ovat ja mitä haluavat. Ja kuinka luoda turvallinen tila autenttisuudelle ja ihmisläheisyydelle.
Kasvaminen tähän vaatii turvallisen tilan. Somatic Temenos Vision Lab on tälläinen turvallinen tila.
Siinä yhdistyy somaattinen valmennus ja Temenos. Meidän visiomme on, että tämä turvallinen tila skaalautuu ulospäin ihmisten kautta.
3 beliefs you need to let go to start you agile journey – Agile EE 2017Antti Kirjavainen
The biggest reasons so many agile transformations fail have reported to be lack of management support and general resistance to change.
In my talk I describe the 3 underlining beliefs that cause resistance to change and lack of management support for agile transformations.
These paradigms are fundamentally incompatible with the agile way of working. Trying to transform or change an organization where these beliefs are prevalent will fail.
How to change these beliefs? Answering that question is the second part of my talk. I will describe my experiments to help people unlearn these beliefs and share what I have found to work to support this kind of change in mindset and culture.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
The simple (not easy) recipe of mutual trust for teamsAntti Kirjavainen
Slides of my talk at Scan-Agile 2017.
We need safety and trust to grow an innovative, effective and resilient team. But how is that done in practice? In my talk I will describe this model of growing team’s safety and mutual trust with real life examples as well as theory. I will also describe common dysfunctions and antipatterns.
This session is for scrum masters, coaches, managers and team members who want to help their teams to improve in communication and teamwork, especially in working with individuals to help them grow and to interact with their team members in ways that enhances and not erodes safety and trust. And how to do that yourself too, as a leader.
M3.0 - meetupin toisen session teemana on vapaus ja vastuu.
Tiimit voivat itseorganisoitua, mutta vain jos saavat siihen vapauden ja heillä on edellytyksiä kantaa vastuu tekemisistään yhdessä.
Meetupin teemat
• Mitä hyötyä tiimien ja yksiläiden vapaudesta ja vastuullisuudesta on organisaatiolle?
• Miten saada tiimeille vapautta, miten tiimi voi oppia kantamaan vastuun?
Aligning marketing and development for fun and profitAntti Kirjavainen
Presentation from Product Camp Helsinki 2016
Traditionally product companies have separated the responsibilities of marketing and product development to different teams or units to optimize the productivity of both. In recent years, with the rise of Lean Startup movement, some have come to question the rationale of this separation. Developing a winning product is nowadays more and more about learning about the customer and the market faster than the competitors. Being effective in product development is thus less about building stuff fast and more about running experiments fast. In this session I will describe how aligning and combining marketing and development work together can speed up learning in your product development. I will also offer practical ways of coordinating this marketing/development work.
Kokeilukulttuuri Management 3.0 meetup Helsinki 5.2.2016Antti Kirjavainen
Käynnistimme M3.0-meetupin helmikuussa teemalla kokeilukulttuuri.
Kokeilukulttuuri mahdollistaa organisaatiolle kestävän kilpailukyvyn jatkuvan oppimisen kautta.
Kokeilukulttuurilla haetaan nopeatahtista mukautumista jatkuvasti muuttuvaan toimintaympäristöön.
Perinteisissä organisaatioissa, jossa vallalla on suunnittelu- tai asiantuntijakulttuuri, kokeilukulttuuriin siirtyminen on kuitenkin vaikeaa.
• Mitä hyötyjä organisaatio voi saavuttaa kokeilukulttuurilla?
• Miten omaksua kokeilukulttuuri?
3 beliefs you need to let go to start your agile journey - Wildcard 2015Antti Kirjavainen
Slides (with extra info) for my talk at Wildcard Unconference 2015.
For the past 10-15 years, many organisations have gone through agile transformations, mainly in the software industry. The success rate has not been stellar to say the least. The State of Agile surveys point out that management support and general resistance to change are among biggest barriers to agile adoption.
In my experience, the root causes for resistance of change and lack of management support are: belief of the importance of maximising resource utilisation, batch thinking and process roll-out positivism, the belief that new processes can be rolled out in the organisation and communicating new prescriptive processes can impact the ways of working for everyone.
These paradigms are fundamentally incompatible with the agile way of working. If an organisation tries to transform its ways of working to agile without helping its members to unlearn these paradigms, the transformation will probably fail.
In my presentation I will provide examples of how these paradigms form barriers to agile transformation. I will also describe my own attempts to help people unlearn these paradigms in order to be ready to adopt new ones. I will conclude my presentation by describing the approaches that I have found working to help people unlearn these paradigms.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
3 beliefs you need to let go to start your agile journeyAntti Kirjavainen
The purpose of this talk is to give you ideas and concrete practices to help people and organizations get rid of beliefs that hold them back from embracing the new paradigm of knowledge work.
For the past 10 – 15 years, many organisations have gone through agile transformations, mainly in the software industry. The success rate has not been stellar to say the least. The State of Agile surveys point out that management support and general resistance to change are among biggest barriers to agile adoption.
In my experience, the root causes for resistance of change and lack of management support are: belief of the importance of maximising resource utilisation, batch thinking and process roll-out positivism, the belief that new processes can be rolled out in the organisation and communicating new prescriptive processes can impact the ways of working for everyone.
These paradigms are fundamentally incompatible with the agile way of working. If an organisation tries to transform its ways of working to agile without helping its members to unlearn these paradigms, the transformation will probably fail.
In my presentation I will provide examples of how these paradigms form barriers to agile transformation. I will also describe my own attempts to help people unlearn these paradigms in order to be ready to adopt new ones. I will conclude my presentation by describing the approaches that I have found working to help people unlearn these paradigms.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
Lean-agile change initiative at Yle, year one (Agile Prague 2014)Antti Kirjavainen
Presentation slides from Agile Prague 2014.
Presentation by Mirette Kangas and Antti Kirjavainen.
We will tell the story of the first year of the lean-agile change initiative at Yle, the Finnish Broadcasting Company. The need for the change initiative rose from the on-going media industry transformation and the management’s vision to focus on value created for customers and the society.
The way a change initiative is started is crucial especially in large scale initiatives in enterprise organizations. The first steps can decide whether a lean-agile transformation becomes reality or just a case of emperor’s new clothes.
There is guidance and experience reports regarding how to start a lean-agile change initiative in an enterprise. However, much of the advice is conflicting. It is also hard to gather which cases have lead to genuine positive impacts.
As our case comes from a public service organization we have an opportunity to be more transparent than many commercial companies.
We will share how our choice of pilot lead us straight to major organization-wide improvement opportunities including budgeting process and strategy implementation. We will describe our solution to provide visibility in enacting the internet service strategy through a shared roadmap. Finally, we will share what our work during the first year made possible and what our next steps are.
Technical Excellence: Why does it not stick even now?Antti Kirjavainen
Technical excellence, meaning e.g. quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment, is the pre-requisite of sustainable software development. Sustainability of software development is essential for improving the Return On Investment and extending the life cycle of software products and services.
In my talk I will explain why the majority of organizations is still not making effective management decisions to ensure they get technical excellence.
I will argue that technical excellence is impossible to buy from a software vendor and impossible to enforce in contractual terms.
The other side to this subject is my second argument: the only way to ensure technical excellence is to have a skilled and motivated team that takes responsible of it, and giving that team the responsibility and means to ensure technical excellence
I will go over my personal experiences relating to management decisions regarding technical excellence and illustrate the thinking that is behind the ineffective decision-making related to technical excellence.
In conclusion, I will describe what kind of change of mindset is required for making effective management decisions regarding technical excellence.
My presentation in ALE Bathtub V (http://www.bathtubconferences.org/bathtub/alebathtub-v-will-be-on-12th-of-march-2012/) on March 12th 2012.
A recap of Agile Coach Camp Norway 2012 (http://www.agilecoachcamp.no/).
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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2. For many organizations,
a common practice is that
they are managed like
machines. We call this
Management 1.0. In this
style of management,
leaders assume that
improvement of the whole
requires monitoring,
repairing, and replacing
the parts.
10. At the same time the nature of work, especially that
of creative and knowledge work, has changed.
11. What you want to do as a company is maximize
the number of experiments you can do per unit of
time.
- Jeff Bezos, Harvard Business Review
Emerging: Experimentation
15. Command-oriented, low-freedom
management is common because
it’s profitable, it requires less
effort, and most managers are
terrified of the alternative.
- Laszlo Bock, Work Rules!
16. Some people think of an organization as a
community or a city. You can do what you
want, as long as you allow the community to
benefit from your work. We call that
Management 3.0.
17. In a community or
city, everyone is
(partly) responsible
for contributing to
its success and a
few are responsible
for the whole.
18. Management is about human beings. Its task is to
make people capable of joint performance […].
Management is the critical, determining factor.
- Peter Drucker, Management Rev. Edition
20. Management of the work
is a crucial activity, but
this could be done with or
without dedicated
managers. In fact, a
business can do a lot of
management with almost
no managers!
21. Most creative workers don’t realize that they are also
responsible for management stuff. Management is
too important to leave to the managers.
23. We get better, happier
organizations by changing
ourselves instead of others.
When people don’t focus on
improving themselves, is it any
wonder they’re always
complaining about each other?
28. The expectation is that the
frontline teams do everything,
except for the things they
choose to push upward.
- Frédéric Laloux, Reinventing Organizations
29. The answer to the question
“What is our business for?”
is one of the first responsibilities of management.
(A lack of direction is one of the most often-heard complaints from workers.)
https://hbr.org/2015/06/the-top-complaints-from-employees-about-their-leaders
30. Purpose lies at the
intersection of four circles:
what you love doing,
what you are good at,
what the world needs,
and what you are paid for.
http://www.management-
issues.com/opinion/7140/whats-the-purpose-of-
your-business/
31. What could you start
experimenting with in
practice today?
What could be the first
step?
32. Next Management 3.0 Coaching
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In the traditional business, acquiring knowledge was a matter of digesting the body of knowledge and best practices of your field and then applying them.
The business environment was more stable which meant that most risks could be mitigated and opportunities could be seized by the way of careful planning.
The body of knowledge of traditional software engineering and the project management institute are good examples of the culture of planning.
In the old business, in a world of stable markets, profits were driven by economies of scale.
Producing products in big batches enabled driving down the unit cost, which increased the profit margin.
It was hard to enter markets if you did not have enough capital to take advantage of economies of scale early on.
Tayloristic management of factories which produce consumer goods is a good example of economies of scale.
In the old business, cost savings were driven by extreme specialization of work-force.
For example, business analysts wrote requirements, programmers implemented those requirements into application code and testers tested if the application worked as planned.
One extreme specialization was the coordinators, project managers and the sort, who specialized into coordinating the work as efficiently as possible.
The thinking was, that people would become very efficient in their own specialized area of work.
In traditional management, the management sees the organization as a machine. If there is a problem in the performance of the organization, management must fix that like machines are fixed. Or even re-design it in a way that would allow for better performance.
Good examples of this are new process rollouts and organizational resturcturings.
In this thinking, the new way of working is rolled out in the organization. However, we have found out through many studies that these kind of engineered changes rarely have the intended effect.
Jotain uutta on nousemassa, jotain vanhaa saattaa olla kuolemassa
On yksisarvisia (esim. Uber, Airbnb), media-alan murros (FB, Google) mutta on myös muita:
FAVI – autonosia
AES – öljyala
Wikipedia
Morning Star - tomaatintuottajia
Uusien palveluiden lanseeraaminen asiakkaille, eism. Ylen Uutisvahti
Nowadays, we have come to accept that we do not have perfect understanding of the outside world, the markets and the needs of the customers in our organization.
There is much uncertainty that cannot be planned away.
Instead we must learn by the culture of experimentation and accelerate our rate of learning about the markets, customers and technology to be able to seize the opportunities and mitigate the risks.
Disciplines like Lean Startup and Growth Hacking are good examples of culture of experimentation.
Matkapuhelinoperaattori, uusien palveluiden lanseeraus
Spearhead product Kanban (strategic media productions) + Yle Lab to shorten the feedback loops
Nowadays, with more uncertainty in the business environment and the disruptions happening in the old markets, we cannot rely on the profit margin of economies of scale.
It is no use to prematurely scale some product that might not end up having enough demand.
Instead, companies nowadays try to optimize their time to market to be able to satisfy demand as quickly as they can.
This is done by optimizing the lead time from idea to launch.
Good examples of flow efficiency are agile software development practices such as Scrum and Kanban and lean product development.
Nykyisin tiimit haluavat UX-kehittäjien lisäksi digitaalisen markkinoinnin osaajat samaan tiimiin. Esim. Yle. Erilliset yksiköt historiaa.
Nowadays, the need for flow efficiency meaning fast time to market and faster feedback and learning through experimentation mean that optimizing the whole instead of local optimizations have become more important.
That is why companies have started to gather together cross-functional teams able to build products from idea to launch and who can make all the decisions all the way.
These teams also work as the basic learning units for organizations.
What companies have started doing instead is to foster a culture of continuous improvement in every team and unit of the organization.
Change is not seen as a project, but instead as a continuous process that will never end.
Everybody takes responsibility to increase the performance of the organization.
This kind of culture requires a shared understanding of goals, transparency of information, mutual trust and mandate to make decisions all around the organization.
Google’s research a year ago
Anita Woolly’s team on MIT
Johtaminen on turvallisten tilojen luomista tiimeille, jotta ne voivat yhdessä luoda jotain mahtavaa!
Sometimes referred to as “reverse delegation”.
YLE: teams responsible for their business area, developing and marketing solutions
Of course they choose and develop their own ways of working, too
The team of teams responsible for intra-team allocation of resources, meaning budget
Communication with upper management to talk about strategic objectives
Gini: academies making all business decisions
Spearhead product Kanban in media production at Yle (what strategic media productions will be done in the next 2-3 years)
Also known as Ikigai: https://en.wikipedia.org/wiki/Ikigai