Agile adoption learnings from a large enterprise.

1. MY JOURNEY IN
PROGRESSING
AN AGILE
REVOLUTION
Ed O’Shaughnessy
It was the best of times,
it was the worst of times
1st Conference
15th February 2016

2. About me
{ed | eddie | edmund}
I’m an Agile Coach and Change Agent
I (try to) help people work together more effectively
When I’m not being disruptive and typing up Post-It
notes, you can find me lurking @agileeddie
All views expressed or implied are mine, and do not
represent any organisation or anyone else, past,
present or in the future of this or any other timeline

3. 15,000+
employees
USD535billion
individendandinterest
payments
500+million
customer
interactions/transactions
processedeachyear
17.3million
callshandledbyourcall
centreseachyear
16,000
clients
20
countries
ASX20
65%
Manyoftheworld’sleadingorganisationsuseourservices,including:
DOW30
77%
HangSeng
Index
76%
European
ETFmarket
60%
Canadian
TransferAgent
market
66%
~6billion
MarketcapofAUD
125million
shareholders
andparticipants

4. 250+
Applications
660+
Technologies
1,100+
Technology
Staff
30+
Business
Units

5. WHO’S ON AN
AGILE JOURNEY?

6. HOW’S THAT
WORKING FOR YOU?

11. WHAT JOB ARE YOU
HIRING AGILE FOR?

12. THE EXISTENTIAL
THREAT

13. A FABIAN STRATEGY
TO TRANSFORMATION

14. MAKING THE
SWITCH TO AGILE

15. PUSH
OF THE SITUATION
INERTIA
OF THE PRESENT
PULL
OF THE NEW IDEA
ANXIETY
OF THE NEW SOLUTION
YOU
PROGRESS-MAKING FORCES
PROGRESS-HINDERING FORCES
CURRENTCAPABILITY
NEWCAPABILITY

16. ALWAYS ASK THE
TURTLE

17. CHANGE IS
COMPLICATED
100s of Individuals
Geography & Timezones
Multiple Levels
Timing & Scheduling
Products & Technology

18. FORCES IN PLAY –
Push Of The Old

19. FORCES IN PLAY –
Push Of The Old
Dealing with risks
‘Watermelon’ progress
Big, strategic projects
Stressful workloads
Coordination Overheads

20. FORCES IN PLAY –
Pull Of The New

21. See the Work & Progress
Scope & Risk Control
A Promise of Fixing Problems
Prioritisation by Business Value
Try Something New
FORCES IN PLAY –
Pull Of The New

22. FORCES IN PLAY –
Inertia Of Present

23. FORCES IN PLAY –
Inertia Of Present
Switching Costs
Cooperative Culture
Project Management Model
Organisational Design
Has Always Worked for Us this Way

24. FORCES IN PLAY –
Anxiety Of The New

25. FORCES IN PLAY –
Anxiety Of The New
Fear of Change
Cost of Re-engineering
Disruption to Delivery
Lack of Perceived Benefit
Power Structure Changes

26. PUSH
OF THE SITUATION
INERTIA
OF THE PRESENT
PULL
OF THE NEW IDEA
ANXIETY
OF THE NEW SOLUTION
YOU
CURRENTCAPABILITY
NEWCAPABILITY
PROGRESS-MAKING FORCES
PROGRESS-HINDERING FORCES

27. AGILE ADOPTION
IN AN ENTERPRISE!

28. TRAVELING THE
PATH TO AGILITY
Defined the What & How
Formed a Willing Coalition
Got my hands dirty
Helped others Learn By Doing
Focused on showing benefits
Relentlessly communicated

29. REMEMBER THIS
GAL?

30. Keep Doing Start Doing Stop Doing

31. Ok team, the Safety Check results
are in.
Some of you are not feeling safe.
We need to discuss how we
improve safety as a team. But Ed, people here
are feeling too unsafe
to even talk about
how to improve
safety!
Oh sh*t!
I guess we better
postpone this
retrospective and work
on safety off line
Thanks for the 5
minute retro Ed!

32. SOME
OBSERVATIONS

33. HI, I’M YOUR
AGILE COACH!

34. Fear of the Unknown
Mistrust
Job Security
Bad Timing
Individual’s Predisposition
RESISTANCE IS
FUTILE

35. CULTURE GROWS
AROUND OBSTRUCTIONS

36. TRANSPARENCY
Task Progress
Share Mistakes
Blame & Punishment
Micromanagement
Team Capacity
Busy Work

37. THINGS TO PONDER

38. AGILE METRICS
Team Velocity
Release Burnup Chart
Stakeholder NPS
Happiness
Sprint Burndown Chart
Stories Added / Removed

39. TRY LOOKING OUT
THE WINDOW

40. KEEP IN
MIND…
They might not be thirsty
Your water may be contaminated
There’s a better drinking hole
They may fear falling in
You haven’t won their trust yet

41. REMAIN
RELEVANT
They have many other worries
You’re not the only game in town
Solve their problems, not yours
Become a Trusted Advisor
Make things better, not different
Be the Turtle!

42. BRINGING ABOUT
THE SWITCH

43. RATIONAL (Logos) Lean Systems Thinking
RELATIONAL (Pathos) Agile, Servant Leadership
PRACTICAL (Ethos) Scrum, Kanban, XP, Lean
DIRECTIONAL (Praxis) Value Driven, Experimental

44. IT’S ALWAYS ABOUT
THE CONVERSATIONS

45. SOME TAKEAWAYS
Baseline at the start
Focus on the people
Form a willing coalition
Work across all levels
Create safe environments
Bring you’re A-game!

46. AND ALWAYS ASK
THE TURTLE!

48. “A wonderful fact to reflect
upon, that every human
creature is constituted to
be that profound secret
and mystery to every
other.”

49. Colophon 1.
A Tale of Two Cities: A Reader's Companion: With Embedded Notes. by Susanne Alleyn
http://www.amazon.co.uk/dp/B00K40L834
Jacques-Louis David - frome de lutene, Public Domain
https://commons.wikimedia.org/w/index.php?curid=641013
Dr Phil, COPYRIGHT ® 2015 PETESKI PRODUCTIONS, INC. ALL RIGHTS RESERVED
https://en.wikipedia.org/wiki/Fabian_strategy
http://www.stevepavlina.com/blog/2005/09/overwhelming-force/
http://thepsychreport.com/society/the-bias-against-creativity/
Wired to Create: Unraveling the Mysteries of the Creative Mind, Scott Barry Kaufman et al. http://amzn.com/0399174109
“to make a change, you have to be extreme. Go all the way the other way. It will feel like over-compensating, but you have to stack a huge pile
of bricks on the other side”
http://sivers.org/compensate
http://jobstobedone.org/
https://cantina.co/switching-and-jobs-to-be-done-discovering-why-people-really-hire-products/
“Always ask the turtle.”
http://www.dinnerpartydownload.org/gloria-steinem/
Saudi stunt driving
http://www.reuters.com/news/picture/saudi-stunt-driving?articleId=USRTXY4TZ
The Borg begin invading the Enterprise
http://memory-alpha.wikia.com/wiki/The_Best_of_Both_Worlds_(episode)

50. Colophon 2.
Resistance to change
https://davenicolette.wordpress.com/2016/02/03/beyond-resistance/
http://dhemery.com/articles/resistance_as_a_resource/
Bridges, William. Managing Transitions. Reading, Mass: Addison-Wesley, 1991.
http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/
http://haggardhawksblog.blogspot.co.uk/2015/07/aphercotropism.html
http://www.earthporm.com/10-tree-roots-winning-battle-concrete/
The term APHERCOTROPISM refers to the response an organism makes as it grows to overcome an obstacle in its way.
http://leandroherrero.com/habits-have-no-meaning-they-create-it-start-with-behaviours-get-meaning/
http://www.bioteams.com/2012/09/13/a_practical_framework.html
http://leadership.org.au/resources/leadership-models-tools/
https://www.mindtools.com/pages/article/servant-leadership.htm
http://illustratedagile.com/files/Servant%20Leadership%20Principles-Illustrated%20Agile.pdf
http://www.bioteams.com/2012/09/13/a_practical_framework.html
Servant-Leader Within, The: A Transformative Path, Robert K. Greenleaf
http://www.flaticon.com/
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