Scan agile 2018 - stop changing our culture!

www.agile42.com | All rights reserved. Copyright © 2007 - 2018.
Stop changing our culture!
or at least do it in a better way

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018.
• Why organizational culture is important?
• What is organizational culture?
• How do you know what culture you have?
• How do I change my culture?
• Questions
What I’m going to address

Lasse Ziegler
• Strategic Coach
• Certified Scrum Trainer
• Joined agile42 in 2011
• Based in Finland
• Help customers change their world of work
• Work with teams and leadership
• Coached agile transitions at Skype, Siemens,
Swedbank, ABB and many others

Who we are
• Established as a company in 2007,
started business in 2006
• Focused on quality and grown
organically; privately owned
• Established as an international company
since 2010, operating worldwide
• Very high qualified people (highest
amount of CSCs and CSTs in one
company worldwide)

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018.
Experience makes the difference.
We recognize that your organization and culture are unique, which
implies a unique implementation of any new methods like Scrum or
Kanban.
Our eﬀective combination of management consulting, knowledge
transfer, team training, coaching on the job and practical tools is the
basis for your success, as it has been for many other international
customers.
agile42 has helped enterprises such as Nokia, Sony, ABB Group, Ericsson,
Avea and Siemens successfully and sustainably transition to agile.
This experience is what makes the diﬀerence.

“Culture eats strategy
for breakfast”
- Peter Drucker
vs

Experiences
Beliefs
Actions
Results
Culture
Manage
Lead
“doing”being
Roger Connors and Tom Smith, Change the culture - change the game

What is
organizational
culture?
Understanding culture models

Different organization culture models
D. Maximini, The Scrum Culture
Harrison Deal and Kennedy Schneider Cameron and Quinn
Includes
questionnaire by
author
yes no yes yes
Questionnaire is
statistically
validated
no n.a. no yes
Model is still in
practical use today
no yes yes yes
Is the author still
basing his work on
the model?
unknown yes no yes

Cultivation Competence
ControlCollaboration
Actuality
Possibility
Personal
Impersonal
Schneider

Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator, Monitor, Organizer
Value Drivers: Efficiency, Timeless, Consistency
and Uniformity
Theory of Effectiveness: Control and efficiency
with capable processes produce effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver, Competitor, Producer
Value Drivers: Market share, Goal achievement,
Profitability
Theory of Effectiveness: Aggressively
competing, customer focus produce effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator, Entrepreneur, Visionary
Value Drivers: Innovative outputs, Transformation,
Agility
Theory of Effectiveness: Innovativeness, vision,
and new resources produce effectiveness
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator, Mentor, Team Builder
Value Drivers: Commitment, Communication,
Development
Theory of Effectiveness: Human development
and participation produce effectiveness
Flexibility & Discretion
Stability & Control
Internalfocus&Integration
Externalfocus&Differentiation
Cameron and Quinn
Competing Values Framework
Cameron and Quinn, Diagnosing and changing organizational culture

Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator, Monitor, Organizer
Value Drivers: Efficiency, Timeless, Consistency
and Uniformity
Theory of Effectiveness: Control and efficiency
with capable processes produce effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver, Competitor, Producer
Value Drivers: Market share, Goal achievement,
Profitability
Theory of Effectiveness: Aggressively
competing, customer focus produce effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator, Entrepreneur, Visionary
Value Drivers: Innovative outputs, Transformation,
Agility
Theory of Effectiveness: Innovativeness, vision,
and new resources produce effectiveness
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator, Mentor, Team Builder
Value Drivers: Commitment, Communication,
Development
Theory of Effectiveness: Human development
and participation produce effectiveness
Flexibility & Discretion
Stability & Control
Internalfocus&Integration
Externalfocus&Differentiation
Cameron and Quinn
Competing Values Framework
agility

How do we
assess culture?
Diﬀerent ways of knowing your culture

Challenges in culture assessments
• Most common approach is to have some sort of
questionnaire
• You need to be indirect and can not directly ask
people to tell what culture they have
• Diﬀicult to design good questionnaire
• You can not repeat it very often so you get snap
shots perhaps every 12 months
• People learn what they are expected to answer
• Leaderships opinion is not a good measure

Competing Values Framework -
Organizational Culture Assessment Instrument
• Uses an ipsative rating scale
• 6 sets of 4 statements among which 100 points
are allocated
• Result is plotted on a diagram
• Can be used for current and desired culture
• Look for diﬀerences between departments,
people etc..
The organisation is a very personal place. It is like an extended
family. People seem to share a lot of themselves
The organisation is a dynamic and entrepreneurial place.
People are willing to stick their neck out and take risks.
The organisation is very results-oriented. A major concern is
with getting the job done. People are very competitive and
achievement-oriented.
The organisation is a very controlled and structured place.
Formal procedures generally govern what people do.

Competing Values Framework -
Organizational Culture Assessment Instrument
• Uses an ipsative rating scale
• 6 sets of 4 statements among which 100 points
are allocated
• Result is plotted on a diagram
• Can be used for current and desired culture
• Look for diﬀerences between departments,
people etc..
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan

Continuous culture assessment
• When changing organizational culture you need
to see what eﬀect you have on the culture
• We need a way to continuously assess the
culture and see the change
• Working with Dave Snowden and Cognitive
Edge since 2016
• Based on the concept of mico-narratives and
self-evaluation
• Based on ideas of Competing Values Framework
Dave Snowden

OrgScan - Assessment

OrgScan - Analysis tool

OrgScan - Report Generator
• Generates currently a 35 page report
• Uses algorithms to find patterns in
data
• Used for further analysis by coaches
Are unmade decisions clogging up the system?
At what rate are decisions most commonly arriving to be made? Every day (“All the time”)? Closer to once a week (“Now and then”) (yellow bar chart)?
What proportion of decisions take longer than a week to make (orange in pie chart, 2 right-most columns in heat map)? These are taking longer to make than the rate at
which new decisions arrive and will cause the decision inventory to build up…
The more frequently these decisions arrive (dark colours lower down in the right side of the heat map) , the worse their impact on the decision inventory …
What proportion are made within a day (green in pie chart, 3 left-most columns in heat map)? These are being made faster than new ones come in …
Decisions made within a week (blue in pie chart, between two white lines in heat map) may add to inventory in the short term but get worked away quickly
17
0
1
0
2
0
3
0
3
0
0
0
1
0
3
1
0
0
0
0
0
0
1
1
0
All the time
Often
Now and then
Rarely
Right away Within the hour Within the day Within the weekWithin the month Took forever
TimeTaken
Decisionfrequency
Decision dynamics
All the time
Often
Now and then
Rarely
0 5 10 15 20
Count
How often decisions arrive
0.25
0.50
0.75
0.00/1.00
More than a week
Up to a week
Within a day
Time taken for decisions
How long did different decision makers take to decide?
Is the most frequent time taken different for different decision makers, and does this make sense?
16
Advisor/Expert Not sure NA
Me The Team Manager/Leader
0 5 10 15 20 25 0 5 10 15 20 25 0 5 10 15 20 25
Right away
Within the hour
Within the day
Within the week
Took forever
NA
Right away
Within the hour
Within the day
Within the week
Took forever
NA
count
TimeTaken
Decision was made ...
What contributed to stories being negative or positive?
How do the top few factors in the variable importance plot on the left influence
whether stories are signified as negative, neutral or positive?
What does slicing each signifier according to Emotion show us?
And the stories signified as negative?
13
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
External Advisors
Peers Market
Positive
T1: Decision was influenced by ...
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
External Advisors
Peers Market
Negative
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
Experience
Intuition
Principles
Process
Positive
T2: Decision was helped by ...
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
Experience
Intuition
Principles
Process
Negative
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
Familiar/Usual
Rare
Unusual
Problematic
Difficult
Positive
T3: Situation was ...
20
40
60
80
100
20
40
60
80
100
20
40
60
80
100
Familiar/Usual
Rare
Unusual
Problematic
Difficult
Negative
Profile of decision making culture
How much scatter is there in each of the four dimensions?
How aligned are the dimensions?
What would be the desired culture, given the circumstances of the company?
See also slide 25 for separate graphs of each dimension …
11
Clan
Hierarchy
Ad-hocracy
Market
dim
Leader type
Quality strategies
Theory of Effectiveness
Value drivers
Replace with name of company
Decision making culture

How do I change
my culture?
A few tips on how to do it

Changing culture is complex
Edwin Stoop, CC BY-SA 4.0

Validate changes in small increments
✓

Design your culture
• Don’t let culture change just
happen
• What culture would you like to
have?
• How do you know the desired
culture leads to success?
• What is your culture strategy?
• Consciously steer the
organization in desired direction

Change starts with yourself
• Don’t ask others to change if you are not
willing to change yourself
• It’s about changing your mindset and
behaviour
• It is hard and will require effort
• Different cultures require different
“management” skills

What can you inﬂuence
• Leadership narratives
• Create experiences
• Attractors
• Barriers
• Identity
• Diversity
• Environment

Use a Strategy Map
• A tool that enables a leadership team to align and
coordinate their eﬀorts both on a strategic and
tactical level
• Act as a guidelines for the organization’s Strategy
and allows to visualize and track progress
• Provides a controlled and secure way to run "Safe-
to-Fail" experiments in a complex environment
and learn from them
• https://www.agile42.com/en/all-agile/agile-
strategy-map

Thank you! Questions? Answers!
Certified Agile Leadership - 14-16.5. - Helsinki
The Certified Agile Leadership (CAL) is the Scrum
Alliance educational program for people like you. It
aims at providing you the best possible frameworks
and tools in order to foster an agile culture for high
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just DO Scrum.
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