Scaling Agility

This document outlines an Agile Leadership Engagement Model proposed by Len Lagestee. The model describes the roles and responsibilities of senior leadership, mid-level leaders, and product teams at different timescales (long-term, mid-term, short-term). It provides guidance for leaders on creating organizational vision, planning and building teams, removing impediments, encouraging the organization, and more. The goal is to harmonize leadership practices with Agile values and principles to better support Agile teams.

Leadership in an Agile World

To be a nimble, adaptable, and “agile” organization facing new challenges and complexities, traditionally accepted leadership practices from the past must be radically changed. This will require more than just obtaining leadership “buy-in” to start using Agile practices. Leaders will need to evolve along with the people participating on the front lines of change. They will need to model the same value-based behavior and activities we will be asking of our Agile teams. During this session, we will walk through the journey leaders take during an Agile transformation and also introduce an Agile Leadership Engagement Model. This model will provide a high-level view of possible behaviors, work products and relationships between senior leadership, mid-level leaders and your Agile teams. What the model represents is a simplistic starting point. A starting point for you or your guiding change coalition to begin including your leadership team into the transformation journey and to start having the challenging conversations your organization has previously avoided.

Leaders as change agents

Marlies van Dijk

Patient advisors as change agents

Marlies van Dijk

New Lens on Change in Healthcare

Marlies van Dijk

Building High-Performance Teams – Cracow Translation Days 2013

Stefan Gentz

The document discusses building high-performance teams. It provides quotes from experts on teams and leadership. It then discusses the key components of high-performance teams, which include participative leadership, effective decision-making, clear goals, open communication, prioritizing team goals over individual goals, managing conflicts professionally, defined roles and responsibilities, and coordinative relationships. The document also discusses stages of team development and identifying the potential of teams.

3 Success Factors that Define High Performance Teams

The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix. This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout. Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing. See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/

The document describes Richard Barrett's Seven Levels of Consciousness model, which extends Abraham Maslow's Hierarchy of Needs to understand individual and group consciousness development. The model includes both internal dimensions like self-knowledge and external dimensions like expanding one's sense of identity. Barrett developed tools like the Cultural Transformation Tools to map organizational values and leaders' levels of consciousness using this model. The document also outlines applications of the model for individuals, groups, decision-making, and building values-driven cultures.

Company culture - IAD 2013 workshop

Marco Trincardi

This document discusses company culture and how to introduce agile methodologies. It defines culture as "how we do things in order to succeed." The core of a company's culture is either control, collaboration, competence or cultivation. While changing culture is difficult and takes time, identifying existing "subcultures" aligned with agile and focusing on solving problems can help initiate the transition. Introducing agile practices gradually and getting others involved from the start are also recommended approaches. The overall message is that adopting agile represents a cultural shift for an organization.

Reinventing Organizations - Scrum Gathering Orlando

This document discusses reinventing organizations and moving towards more conscious and effective organizational cultures. It provides an overview of the Laloux culture model which plots organizational cultures on a scale from low to high effectiveness based on factors like consciousness, trust, and structure. Activities are suggested for participants to reflect on where their own organization currently sits on this model and what aspects could be improved. The document advocates for evolving organizational cultures by growing both consciousness among people and enabling structures, rather than following any specific blueprint. It emphasizes finding one's own path to positive change through inspiration, listening, choosing directions to move in, and applying learnings in a way that fits one's situation.

Neue Leader braucht das Land - Beyond Agile - Otti Vogt (deutsch)

Neue Leader braucht das Land: In diesen Tagen voll Unsicherheit, existentieller Fragen, Belastungen und Herausforderungen, und von bedeutenden Veränderungen, brauchen Organisationen verantwortliche Führung wie selten zuvor. Ich glaube, daß wir als Führungskräfte heute eine einmalige Gelegenheit und eine wichtige Verantwortung haben, über uns selbst hinauszuwachsen, um gemeinsam eine nachhaltigere Zukunft zu gestalten. Laßt uns gemeinsam die Ärmel hochkrempeln und unsere Organisationen neu gestalten, um unsere Wirtschaft und Welt positiv zu verändern. "We are not leaders, because we rule. We are leaders, because we truly care." Der Versuch einer deutschen Übersetzung meiner Präsentation beim #STRETCH2020 Virtual Summit. https://ottivogt.medium.com/neue-leader-braucht-das-land-4718cce6872f

Talking About a Fifth Revolution - Teal Around The World Global Conference

Agile 2.0: Uniting Responsible Leaders to Reshape Our Future (by Otti Vogt) Could we imagine a new normal where we all make a difference to people and planet through our daily work? Could we liberate our organisations to bring forth a more sustainable future? And indeed, could we unite to spark a fifth revolution of virtuous, passionate and unselfish leadership to make it happen? Join me on a momentous adventure to give it a try! This presentation was offered as a keynote during the global Teal Around The World #TATW Conference in July 2020 https://www.tealaroundtheworld.com/

Stoos Gathering

The document discusses various perspectives on challenges and potential strategies for transforming management practices on a global scale. Key points discussed include: - Existing management paradigms and educational systems promote the status quo and resist change. - Incentive structures often reward managers for short-term financial gains over long-term value creation. - Grassroots movements and new organizations not constrained by legacy systems may be better positioned to establish alternative management approaches. - Changing perceptions and language around management could help attract more people to participate in shaping new paradigms.

Stretch 2020 Summit: Beyond Agile - What's Love Gotta Do With It? - Otti Vogt

In times of historic change, we must have the courage to re-design our organisations, embracing uncertainty and enabling human flourishing at work. The companies that will win in the 2020ies are those that can “compete on learning” and provide a place where people can grow and attain a positive purpose together, rather than just driving efficiency and productivity. And we need leaders who can foster psychological safety and trust - in Humanocracies, “the business of business is people.

The 7 Duties of Great Software Professionals (Reworked)

Culturaltransformationagilegurgaonfinal v3-160601193506

Lalita Chandel

The document discusses organizational culture and cultural transformation in the context of adopting Agile practices. It provides definitions of organizational culture and describes common challenges to cultural transformation, such as diversity, traps like "Agile myopia", and conflicts between individual and team priorities. The document advocates building a good culture through understanding the current culture, recognition programs, encouraging innovation, valuing relationships and trust. It references models for managing cultural change like Kotter's 8 steps and Management 3.0.

Stoos and Stuff

This document lists 21 people who are involved in agile management and innovation. It then discusses some criticism of the group for not having enough managers or feedback. The responses note there is plenty of management experience represented and that the focus is on innovators, not skeptics. It encourages starting with trust-building before changing the world. The document promotes organizations becoming learning networks creating value through stewardship rather than traditional management. It provides links to additional change agents and stakeholders in management innovation.

A History of Performance Appraisals, Letting Go - REVELN

This presentation provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next. Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies. This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM Tweets: @RevelnConsults The full context is in this article on the www.REVELN.com blog: A History of Performance Appraisals: Letting Go to Power New Culture * http://reveln.com/a-history-of-performance-appraisals-letting-go-to-power-new-culture/ As well as: * Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It! * 3 Success Factors for High Performance Teams, and What Gets In the Way * Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems http://reveln.com/blog/

HR Congress 2020: Beyond Agile - The Evolution Towards Teal & The Role of Ser...

FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...

As presented for the March 27, 2014 KM Solutions Showcase™ Conference: Arlington, Virginia, USA People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.

Leadership in every experience final

josephlangner

1) The document discusses the importance of leadership and developing leadership in young people through AIESEC experiences to help address challenges in society. 2) It emphasizes that leadership means taking a stand for one's beliefs and consciously choosing positive behaviors. 3) However, it notes that AIESEC in Germany does not fully take a stand for its own promise to develop leadership, and questions what prevents them from doing so and how their behaviors must change to achieve their ambition.

Less is more agile india 2013

Ebin John Poovathany

The document discusses how team size impacts productivity. Research shows that individual contributions decrease as team size increases, due to issues with coordination, motivation, and social loafing. Social loafing occurs when people put in less effort as part of a group compared to working alone. The document recommends keeping team sizes small, between 4-5 members, to optimize performance. It provides options to address social loafing, such as dividing tasks, creating a sense of urgency, and increasing transparency.

2013 EARCOS #3 Shifting toxic culture to ownership culture

Chris Jansen

Agile Learning Organisations 2.0

Shifting Consciousness

Andrea Provaglio

This document discusses organizational development and the role of consciousness. It begins by introducing the author and their work helping organizations adapt to the 21st century. It then covers organizational culture and structure. The key point made is that an organization's consciousness, as defined by its leaders, determines what stage of development it can reach. Later stages like Teal organizations require a shift in consciousness towards values like psychological safety, self-management, and wholeness. The document advocates for practices like organizational gardening and self-awareness to facilitate such a shift. It concludes by arguing that modern, high-performance organizations are based on a specific type of conscious approach exemplified by some Teal organizations.

Fostering self organization – ten ninja techniques for managers

mahalp2

This document discusses techniques for managers to foster self-organization in teams. It outlines 10 ninja techniques including situational leadership that matches the manager's level of involvement to the team's maturity level. The techniques range from directing to empowering teams. Fostering self-organization requires managers to distribute authority, control, and decision-making to teams while adapting their leadership style based on inspecting the situation and learning. The goal is to balance supporting teams' self-organization with responding to business needs.

Agile: Nuts & Bolts

November 1, 2013 (PMI Chicagoland Development Day) Change is never easy and introducing change to a large organization feels daunting, if not impossible. Companies are recognizing however, they must change to remain nimble and competitive and many of them are turning to Agile transformations to drive this change. Through stories and experiences, this session will cover 5 topics crucial for instilling lasting and meaningful change as you introduce Agile to your organization: The Transformation Journey – Begin shifting your organization into a new way of collaborating through a structured and proven approach Your Agility Framework – Learn how to establish and inspect and adapt framework based on roles, relationships, behaviors, and activities Building an Agile Eco-System – Engage your workplace through the use of communities and connections Leadership Engagement – Ask your leadership for more than just “buy-in”…ask how they will need to change as well Finding Catalysts – Discover how the Scrum Master or Agile Project Manager role should play an important role in improving your culture

Business Analysts in an Agile World

This document discusses the roles of business analysts in agile environments. It describes the typical roles in agile, including the product owner, scrum master, and team. The document explores different ways business analysts can integrate with agile teams, such as by becoming a product owner, assisting the product owner, or participating as a regular team member. It emphasizes that business analysts in agile should focus on collaboration, responsiveness, and delivering business value.

What's hot

How to Change the World

Barret Values Summary

Nieves Peña

Company culture - IAD 2013 workshop

Marco Trincardi

Reinventing Organizations - Scrum Gathering Orlando

Neue Leader braucht das Land - Beyond Agile - Otti Vogt (deutsch)

Talking About a Fifth Revolution - Teal Around The World Global Conference

Stoos Gathering

Stretch 2020 Summit: Beyond Agile - What's Love Gotta Do With It? - Otti Vogt

The 7 Duties of Great Software Professionals (Reworked)

Culturaltransformationagilegurgaonfinal v3-160601193506

Lalita Chandel

Stoos and Stuff

A History of Performance Appraisals, Letting Go - REVELN

HR Congress 2020: Beyond Agile - The Evolution Towards Teal & The Role of Ser...

FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...

Leadership in every experience final

josephlangner

Less is more agile india 2013

Ebin John Poovathany

2013 EARCOS #3 Shifting toxic culture to ownership culture

Chris Jansen

Agile Learning Organisations 2.0

Shifting Consciousness

Andrea Provaglio

Fostering self organization – ten ninja techniques for managers

mahalp2

What's hot (20)

How to Change the World

Barret Values Summary

Company culture - IAD 2013 workshop

Reinventing Organizations - Scrum Gathering Orlando

Neue Leader braucht das Land - Beyond Agile - Otti Vogt (deutsch)

Talking About a Fifth Revolution - Teal Around The World Global Conference

Stoos Gathering

Stretch 2020 Summit: Beyond Agile - What's Love Gotta Do With It? - Otti Vogt

The 7 Duties of Great Software Professionals (Reworked)

Culturaltransformationagilegurgaonfinal v3-160601193506

Stoos and Stuff

A History of Performance Appraisals, Letting Go - REVELN

HR Congress 2020: Beyond Agile - The Evolution Towards Teal & The Role of Ser...

FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...

Leadership in every experience final

Less is more agile india 2013

2013 EARCOS #3 Shifting toxic culture to ownership culture

Agile Learning Organisations 2.0

Shifting Consciousness

Fostering self organization – ten ninja techniques for managers

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“The true story of seven team members, picked to collocate, work together and have their lives time boxed into two-week iterations, to find out what happens when people stop being polite... and start getting agile..." Whether you are currently practicing agile or about to embark on an agile transformation journey, this session will demonstrate the real actions we’ve seen work to help give our teams the competitive advantage. It’s a true story…and it’s time to get agile.

Servant Leadership Principles - Fostering a Culture of Agility

The phrase “servant leadership” is frequently used when current leadership styles (typically command-and-control) clash with an emerging culture of empowerment and self-organization. “We need our leaders to embody servant leadership” is a comment I recently heard. But what is servant leadership? Do people really know what they are asking for? Let's take a look at a few of the principles from the book Servant Leadership by Robert Greenleaf.

Standish Chaos Report - Cercle de Discussion - PMI Branche Midi-Pyrénées (Vi...

Vincent Dumain

The document summarizes the findings of the 2009 CHAOS Report by the Standish Group, which analyzes project success and failure rates. Some key findings are: the success rate was 32%, the failure rate was 32%, and projects over $10 million had only a 2% chance of success. Factors contributing to failure included incomplete requirements and lack of user involvement. Success factors included user involvement, management support, and clear requirements. The report also presented 10 "laws" of project management derived from the CHAOS research.

Stanford Case Study - Salesforce.com Transformation

Steve Greene

This document summarizes the development challenges facing Salesforce.com in 2006. Steve Greene and Chris Fry proposed a new agile development process to address slowing release cycles and morale issues. However, their VP Harris mandated implementing the new process company-wide instead of starting with a pilot. The existing "waterfall" process was no longer working as revenues grew over 80% annually but releases slowed to once per year. Salesforce.com aimed to maintain innovation as it grew from a disruptive startup into a larger company serving a growing market for cloud-based enterprise software.

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drewz lin

This document summarizes a presentation on adopting agile practices in organizations with mismatched cultures. It discusses starting with incremental adoption by focusing on specific pains and avoiding prescriptive approaches. Transformation requires addressing cultural barriers through open conversations. Leaders must model agile values and develop a aligned transformational leadership team. Resources on patterns for transforming organizations are provided.

Agile 2012 - An Agile Adoption and Transformation Survival Guide

People over Process

We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success. Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success. When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar. Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people. The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.

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In this presentation, we take a look at how Big Spaceship organizes itself for new behaviors, how our approach focuses on behavior, and how behavior has affected work like Skittles, Star Wars, Google, and The Most Awesomest Thing Ever. It originally appeared here http://spcshp.it/eatstrategy and then at eat:strategy - a strategy conference in Toronto in July 2012. For more on Big Spaceship: http://www.bigspaceship.com

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Eugene Kim

Strategic planning. You know you should be doing more of it. But the way you normally do it requires lots of up-front time to do and lots of follow-up time to get buy-in. And frankly, you have trouble with the buy-in part. All that trouble, minimal follow-through. Great strategic planning processes are lightweight and participatory. This is nice-to-have for organizations, and it's critical for networks, where you don't have the benefit of hierarchy to influence its behavior. Networks will do what they do. In this Leadership Learning Community webinar, I describe how to do strategic planning for networks. I draw heavily from my experience leading the open strategic planning process for the Wikimedia movement, which drew over 1,000 participants and led to a movement-wide shift in focus on increasing reach and participation in developing countries. I share how you can leverage these types of processes for both your network and your organization

Agile adoption survival guide - working with culture

This document discusses strategies for adopting agile practices in organizations with unsupportive cultures. It recommends incremental adoption by focusing on areas of pain and specific practices that address them, rather than trying to implement scrum or adopt the agile manifesto fully. Leaders need to live the agile values through transparency and understanding the existing culture. Developing a transformational leadership team aligned around a shared vision is also important. Transforming culture requires hard conversations and actions from leaders to change the world of work. Resources are provided on agile culture and transformation.

Agile Culture and Adoption Survival Guide @ Agile New England