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Mountaineering the agile transformation
The document discusses challenges in agile transformations and provides suggestions to address them. It begins by introducing the speaker and their experience in agile transformations. It then lists some common challenges faced in IT transformations, such as friction in various areas. It suggests taking a systemic approach to transformations rather than splitting problems. It emphasizes the importance of breaking down organizational silos and aligning organizations at multiple levels. It also discusses mindset challenges and provides examples of addressing problems by understanding root causes.
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Mountaineering the agile transformation
- 1. Mountaineering the Agile Transformation AnandMurthy Raj Director, Agile Spirit pvt ltd Partner, Blinklane Consulting NL
- 2. Introduction 1. 20+ yearsof Industry experience 2. First to be nominated for SPCT in Asia 3. 6 years of experience in Agile Transformation 4. Director, Agile Spirit Pvt. ltd and Partner with Blinklane Consulting NV (http://www.blinklane.com/) 5. Clients worked – Hewlett Packard, Symantec, SKF, Healtyhways and Philips 6. Have delivered Scaled Agile training to close to 700 participants 7. Currently part of the Global Agile Transformation Program - Coach @ Philips 8. Part of a NGO www.nisvartha.org helping 600 rural talented students to see and realize their dreams by providing “Education” in KN and TN My Belief If you stop learning, you are dead and if you stop breathing you are brain dead.. I would like to die along with my brain
- 3. Today’s Challenges Let uslist down all the challenges faced today in IT world. Can Agile solve all these challenges?
- 4. Today’s need.. Ability todeal with four forms of friction 1. Friction in the journey 2. Friction in the process 3. Friction in the code 4. Friction among people World does not exist without friction, you need it..but how much is the challenge
- 5. Cynefin Framework Reference: CynefinFramework: Dave Snowden
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- 8. A typical Industryapproach for transformation
- 9. A systemic change Splittingan elephant in two halves will not give two small elephants ; instead you will end up in a mess Today’s solution leads to tomorrow’s problems
- 10. Breaking the organizationSilos Move from COE to CFT Move from c and c C and C Ref: Roger Martin : Dean of Rotman School of Mgmt We are good in solving problems in a silo We are not good in dealing problems across silos Getting teams to work is hard Getting teams to work together is really hard
- 11. Organization Alignment Mindset Ref: The Lean Flow
- 12. Multi Level Alignment Ref: The Lean Flow 1. Organization Vision - Why 2. Business Vision - What 3. Product Vision - How 4. Business, Product and technology roadmap -Alignment 5. Business and IT alignment - Core 6. Inter team alignment - Essence 7. Emotional Alignment - Essential
- 13. Problem solving mindset Problem Symptoms Understanding ofthe problem Multiple Experiments Validate Results Validated learning and customer insights The New Execution Model
- 14. Transformation Success Road SuccessSuccess What Leaders think? What reality is ?
- 15. A sample transformationroadmap
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- 17. People skill transformationjourney Expertise Execution Exploration Experience T shaped PI shaped Flat shaped Y shaped Achieved 1. Focus shift from “complete the task” to “experimentation” 2. Getting more expertise on a topic will improve the intrinsic motivation 3. Exploration approach is suitable for complex system development and increases curiosity 4. Aids Innovative thinking and Challenge the status quo Ref: http://jp3.scaledagileframework.com/jp/wp-content/uploads/2013/02/t-and-e-shaped-resourses-in-operations.png
- 18. What does thismean to the organization? Exec Senior Leaders Masses: Execute direction from above Masses: Find their own solutions aligned with vision Senior Leaders Exec Set Vision Produce answers Direct the masses Set Vision Provide Coaching Enable the masses Source: “Toyota Kata” by Bill Costantino
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- 20. The Happiness Hypothesis- Change MGMT Direct the “Rider” – Give clear direction reduce mental paralysis Motivate The :”Elephant” – Find the emotional connect Shape the “Path” – Reduce obstacles, tweak the environment, make the journey downhill Change is only successful when the rider uses the logical brain, to motivate and use the elephant strength and move in a direction that makes sense to our business. Reference : http://www.kummerle.com/using-behavior-change-principles-to-increase-the-performance-of-traditional-residential-energy-efficiency-programs- 13-638.jpg; Switch – Chip Heath and Dan Heath
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- 22. Leaders - Foundationto Churn/Change • Leaders - Lead the Change, Be the foundation.. • Successful change created only by churn • Systematic and Rhythmic churn creates Transformation • GEMBA – The real market place where problems needs to be solved.
- 23. Learning Disabilities –Peter Senge I am my position 1. Lack of “system thinking” 2. Silo mentality 3. Auto Industry: Japan engg vs American engg 4. America vs Argnetina Soccer match 5. “Some one else screwed it up”
- 24. Learning Disabilities –Peter Senge The Enemy is out there 1. By-product of I am my position 2. Passing on the blame 3. Non systemic view of the world 4. Lack of accountability 5. Manufacturing Engg Marketing Sales 6. American companies who lost their share to foreign competitors 1. Blamed the cheap foreign wages 2. Labor union 3. Government regulations 4. Customers betrayed
- 25. Learning Disabilities –Peter Senge The illusion of taking charge 1. Proactive Antidote of being reactive 2. Face difficult issues, solve problems before it gets into crisis 3. Crisis and Chaos teaches us great lessons 4. Mistakes make us hard 5. Pro-activeness is reactiveness in disguise 6. True proactive comes from seeing how we contribute to our own problems 7. CI, CD, Dev-ops can solve all our problems.. 8. It’s a product of our way of thinking, not our emotional state
- 26. Learning Disabilities –Peter Senge The fixation of events 1. Conversations are dominated by events 2. In org : Sales, Promotion, fire, new product 3. Focusing into such events leads to “Event explanations” 4. Distract from seeing long term pattern for change, underlying causes 5. Focus on real issues like Employee attrition, Technology updates, Customers’ business dynamics, Employee happiness, Pollution and issues like why are insane humans getting into such barbaric acts
- 27. Learning Disabilities –Peter Senge The parable of a boiled frog Year Japanese Share 1960 0% 1962 < 4% 1967 10% 1974 15% 1982 21.3% 1990 25% 2005 40% 1. Learning to see slow, gradual requires us to keep off the pace 2. Look for gradual processes that define fate of the frog 3. Look for folks going back to waterfall model way of thinking (metrics, plans, documentation) 4. Pay attention to human side of development
- 28. Learning Disabilities –Peter Senge The delusion of Learning with experience Walking, Eating and , crawling and communicating – Trial and Error 1. Observe the consequences of our actions 2. Learning Horizon 3. Now being perfect, being predictable, reliable estimates 4. No scope for error 5. “We learn best from experience but never experience the consequences of some of our important decisions”
- 29. Learning Disabilities –Peter Senge The Myth of Management team 1. Can the mgmt. teams can surmount these learning disabilities ? 2. Maintaining the appearance of a cohesive team 3. Most management teams break down under pressure 4. Schools trains us never to admit that we do not know the answer, Corporations reinforce that lesson by rewarding the people who excel in advocating their views 5. No one dares inquiring into complex issues 6. Experts in “Doing the wrong things right”!! 7. ‘Skilled incompetence’—teams full of people who are incredibly proficient at keeping themselves from learning
- 30. Leaders –The RealWisdom An ounce of information is worth a pound of data An ounce of knowledge is worth a pound of information An ounce of understanding is worth a pound of knowledge An ounce of wisdom is worth a pound of understanding We try to teach knowledge; How can you teach if you do not posses it? • Data , Information, Knowledge , Understanding - Doing right things - Efficiency • Wisdom - Doing things right – How to make it more efficient – Defines Efficiency vs Effectiveness
- 31. People –The mostimportant Assets of the Enterprise 31
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- 33. Select the rightcoach • Imposters know to walk the walk and talk the talk but they simply don’t know what the talk is all about. • They know how to dress, how to carry their laptops and their BlackBerrys, what cars to drive, which clubs to join, where to be seen and with whom. • They use words like ‘value enhancement’ and ‘on the same page’ and ‘synergy’ and ‘win-win’. • In other words, they know the behavior that projects them as ‘Coaches’, but they have no clue as to what coaching actually means.
- 34. Leaders Focus –Nurture Learning Two critical factors that enable intellectual growth and wisdom are Capacity to learn new skills Motivation to learn
- 35. An example The problemStatement • A city in the US 100% Black population • In the 1960s it was at the bottom • None of them who passed the school were able to read Observations • Realized at 65% of the students did not have a book at home • They had never seen a parent read • Rival groupism existed at the age of 12 • All of kids at school were very intelligent • Reading was a whitish thing The Result • By the end of the semester, all of them knew how to read; mastery in reading • The city has received 17 national awards • The city has given interview in 7 major national television programs • Leadership has received all kinds of awards
- 36. An example System solution •Create an environment where there is desire to learn • Enable students to learn • Create a self motivational environment What was done • Charlie Chaplin movies were played without voice • Any student can go and watch the movie • No permission to be sought to watch the movie • In order to enjoy students were forced to read the subtitle
- 37. DesignThinking :Three GoldenCircles
- 38. Ref : http://www.breastcancerindia.net/statistics/trends.html 1.Millions of woman in rural India suffer from A. Breast cancer B. Fibro cystic breast disease C. Complication in Pregnancy 1. Free Medicines were provided, still women do not consume 2. Education programs no use 1. Root cause - Iodine deficiency 2. Quantity required per day 150 - 220 Micro grams daily DesignThinking : Saving rural IndianWoman from breast cancer
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- 40. DesignThinking : Movie,light and toilet problems
- 41. Leaders –The artof problem solving • Split problems into sections as per our perception • In reality only six subjects existed in 1900 • Physics • Chemistry • Biology • Psychology • Sociology • In 2010 there are 450 disciplines ; created a filing system for knowledge • We interpret the problem based on our domain knowledge Is it a medical problem? Is it a Economics problem? Is it a Social problem? Dept of Economics Dept of Social work Dept of Community Medicine
- 42. Leaders –The artof problem di-solving The art of problem di-solving is an art of solving problems within the context of the system with no new issues
- 43. Leaders – Manageanxiety, Share and Learn
- 44. Leaders – Scienceof Continuous Improvement Ref: Toyota Kata
- 45. Leaders – Scienceof Continuous Improvement Ref: Toyota Kata
- 46. Leaders – Scienceof Continuous Improvement Ref: Toyota Kata
- 47. Scaling..What is it? Transformingthe Organization Transforming the People
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- 49. Typical scaling journey Large Slow Bureaucratic MoreProductive More Adaptive Response-able Responsible Unpredictable Unreliable Unable Great!! Oh! My God
- 50. Scaling Challenges 1.Vision 2.Alignment 3.Reliability 4.Consistency andReliability 5.Built in Quality 6.Coordination and Collaboration 7.Execution 8.Cultural Issues
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- 55. Scaling Challenges Built InQuality
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- 58. Define AgileTransformation inone word
- 60. Anand Murthy Raj anandmurthy.raj@gmail. com +919845707457 When love and duty are one, there shall be grace in you and you shall enjoy happiness that goes beyond all the imagination - Bhagavad-Gita