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How to Make The Whole
Organization Agile
Steve Denning
This presentation:
• One definition
• Five refutations
• Three key findings
• Twelve lessons
• Two incredible stories
• One invitation
At Agile conferences, there’s happy talk & selling:
• What people think is happening in Agile
• What should be happening in Agile
• What might be happening in Agile
The Learning Consortium set out to find out what is
actually happening in Agile transformation.
The goal: get beyond PR and “fake Agile.”
At general management conferences, you hear:
• “Agile is only for software”
• “Agile doesn’t scale”
• “Agile can’t handle complexity”
• “Agile isn’t reliable”
• “Agile doesn’t last”
:
Learning Consortium 2015
Microsoft
Ericsson
Riot Games
CH Robinson
Menlo Innovations
Magna International
Brillio
Agile42
SolutionsIQ
The Learning Consortium 2015
www.scrumalliance.org/salc15
• Nine site visits
• Retrospective
• Report
• Conversations
• Mutual learning
Learning Consortium 2016
Spotify
Barclays
BMW
Cerner
Plus another look at
Microsoft
Ericsson
Riot Games
CH Robinson
Scrum Alliance
What we explored in the Learning Consortium
• “Agile is only for software”
• “Agile doesn’t scale”
• “Agile can’t handle complexity”
• “Agile isn’t reliable”
• “Agile doesn’t last”
:
Refutations of the Learning Consortium 2015:
• “Agile is only for software”
• “Agile doesn’t scale”
• “Agile can’t handle complexity”
• “Agile isn’t reliable”
• “Agile doesn’t endure”
Agile is spreading to everything
Agile scales without sclerosis
Agile handles complexity
Agile can be fail-safe
Some examples: 10-15 years
The three most surprising findings
• Agile is a mindset
• Agile needs strong inspirational leadership
• Big old firms have been able to change.
Agile is …
…a mindset
Most important finding
Agile isn’t
something you
can write down
and put in an
operational
manual
What we saw in the Learning Consortium
Agile is
a different way of
understanding and
acting in the world
What we saw in the Learning Consortium
Why
Agile?
What we saw in the Learning Consortium
• Globalization
• Deregulation
• Knowledge work
• The Internet
The world changed
Why Agile?
• Globalization
• Deregulation
• Knowledge work
• The Internet
Greater competition
Faster pace
Digitalization of everything
The customer is the boss
The world changed
Why Agile?
• Globalization
• Deregulation
• Knowledge work
• The Internet
Greater competition
Faster pace
Digitization of everything
The customer is the boss
The world changed
Why Agile?
Agile is a mindset
not a technology
not a process
not a methodology
not a system
not a platform
not big data
not an organizational structure
What we saw in the Learning Consortium
With an Agile mindset,
benefits flowed,
no matter what the processes.
Without an Agile mindset,
no benefits flowed.
What we saw in the Learning Consortium
Now agile methodologies…
“are a radical alternative to
command-and-control-style
management.”
The Big Idea
Embracing Agile
Darrell K. Rigby, Jeff Sutherland,
Hirotaka Takeuchi
Now agile methodologies…
“are a radical alternative to
command-and-control-style
management.”
mindsets
Steve Denning in Forbes
“HBR’s Embrace of Agile”
http://www.forbes.com/sites/ste
vedenning/2016/04/21/hbrs-
embrace-of-agile/
Jeff Sutherland in Forbes:
“I wholeheartedly agree with Steve’s
comments. You don’t do Agile if you want
the benefits, you have to be Agile. Anyone
can follow a recipe but a great cook has a
different mindset.
It was a long struggle to get the first paper
on Scrum in 30 years published in HBR.
The paper is a compromise between what
HBR editors feel they can effectively
communicate to current “Agile in Name
Only” management and what Agile is really
all about.”
The HBR article refers to our surveys:
“More than 70% of Agile
teams report tension
between the way the team
operates and the way the
whole organization
operations.”
Why?
CustomerScrum
team
“The highest priority is to satisfy the
customer.”
Agile Manifesto 2001
Scrum
team
Shareholders
“The highest priority in business
today is to maximize shareholder
value.”
The Economist April 2016
Customer
Shareholders
“The highest priority is to maximize
shareholder value.”
The Economist April 2016
Scrum
team
“The highest priority is to satisfy the
customer.”
Agile Manifesto 2001
“A number of companies have
reallocated 25% or more of selected
leaders’ time from functional silos to
agile leadership teams.”
HBR: “Embracing Agile”
Customer
25%
75%
Shareholders
Scrum
team
“A number of companies have
reallocated 25% or more of selected
leaders’ time from functional silos to
agile leadership teams.”
The 75% crushes the 25%
“A number of companies have
reallocated 25% or more of
selected leaders’ time from
functional silos to agile
leadership teams.”
This is
“doing Agile”
not
“being Agile”
The whole organization must become AgileWe have stop thinking like this….
Pre-Agile mindset
Where’s
the customer?
Management
Workers
-employees
-contractors
-suppliers
Customers/
Users
The whole organization must become Agile… and think like this
Pre-Agile mindset Agile mindset
Agile is …
…a mindset
Most important finding
It changes the game fundamentally
1. Agile is a different mindset
The purpose of a
firm is to make
money for its
shareholders
“The dumbest idea in the
world” – Jack Welch
Goal
1. Agile is a different mindset
The purpose of a
firm is to make
money for its
shareholders
The only valid
purpose of a
firm is to create
a customer
“The dumbest idea in the
world” – Jack Welch
Peter Drucker
1954
Goal Goal
1. Agile requires a different mindset
Different goal leads to
• Different structure of work
• Different way of coordinating work
• Different values
• Different way of communicating
Unless the goal is right, nothing works
1. Agile requires a different mindset
Different goal leads to
• Different structure of work
• Different way of coordinating work
• Different values
• Different way of communicating
Unless the goal is right, nothing works
1. Agile requires a different mindset
Question:
How many layers in an Agile organization?
1. Agile requires a different mindset
Question:
How many layers?
Answer:
It doesn’t matter
Management
Workers
-employees
-contractors
-suppliers
Customers/
Users
Management
Workers
-employees
-contractors
-suppliers
Customers/
Users
This is a huuuuge change!
Pre-Agile mindset Agile mindset
Earth
The Copernican Revolution in astronomy
Sun
41
Earth Sun
Earth
The Copernican Revolution in astronomy
Sun
Firm
The Copernican Revolution in management
Customer
43
Firm Customer
Firm
The Copernican Revolution in management
Customer
1. Agile is a different mindset
The purpose of a
firm is to make
money for its
shareholders
The only valid
purpose of a
firm is to create
a customer
“The dumbest idea in the
world” – Jack Welch
Peter Drucker
1954
Goal Goal
A lot of Lean
thinking
Genuine
Agile
Pre-Copernican Post-Copernican
Delighting the
customer
2. Agile requires leadership
Nothing happens without champions!
Forget the boss-less office!
The role of leadership is huuuge!
Leaders must believe!
3. Big old dinosaurs can change
They have no choice!
“They are
dying so
fast!”
3. Big old dinosaurs can change
Change or die!
3. Big old dinosaurs can change
The Microsoft story
Our image of Microsoft before the site visit
Our image of Microsoft after the site visit
Photo by Tertius Pickard/Getty Images for XCAT)
Microsoft video: Aaron Bjork
These workplaces look and feel “cool”
Our image of Microsoft before the site visit
Photo Wikipedia CC"HMS Invincible .
How did this…
Our image of Microsoft after the site visit
Photoby TertiusPickard/Getty Imagesfor XCAT)
… become this?
2004 2015
The Microsoft story
The Microsoft journey
•2008: one team
•2009: several teamss]
•2010: Visual Studio group
•2011: Developer Division
•2013: reorganization
•2014: firm-wide interest
•2015: firm-wide mandate
What we saw
in the site visits
of the
Learning Consortium 2015
Twelve lessons of the Learning Consortium
1. Acquiring the
mindset can take time
Twelve lessons of the Learning Consortium
2. Implementation of the
goals, principles and values
takes time
Twelve lessons of the Learning Consortium
3. Firms are at different
places in the journey
Twelve lessons of the Learning Consortium
4. All the journeys involved
overcoming setbacks
Twelve lessons of the Learning Consortium
5. All firms are adapting
the practices to fit their
own context
Twelve lessons of the Learning Consortium
6. The management
practices are
both durable and fragile
Twelve lessons of the Learning Consortium
7. The new management
practices can create a
passionate workforce
Twelve lessons of the Learning Consortium
“Would you ever go back to the old way of working?“
“No way!”
8. The transition to the
Agile is happening
“The future is already here:
It’s just very unevenly distributed”
William Gibson
Twelve lessons of the Learning Consortium
9. It’s not about digitalization
Twelve lessons of the Learning Consortium
9. It’s not about digitalization
Twelve lessons of the Learning Consortium
9. It’s not about digitalization
Our image of Microsoft before the site visit
Photo Wikipedia CC"HMS Invincible .
Digital technology
Our image of Microsoft after the site visit
Photoby TertiusPickard/Getty Imagesfor XCAT)
Digital technology
2004 2015
Twelve lessons of the Learning Consortium
Our image of Microsoft before the site visit
Photo Wikipedia CC"HMS Invincible .
2004
Digital
technology
without
the right
mindset gets
no benefits
9. It’s not about digitalization
Twelve lessons of the Learning Consortium
The benefits flow
from the different
mindset that uses
technology to
delight customers
9. It’s not about digitalization
Twelve lessons of the Learning Consortium
Our image of Microsoft after the site visit
Photoby TertiusPickard/Getty Imagesfor XCAT)
2015
9. It’s not about digitalization
Twelve lessons of the Learning Consortium
Platforms will
save us
Digital
technology
will save us! Hooray! We
don’t need to
change!
Technology without Agile = no benefits!
Will I lose
control?”
“Agile is like the nausea and vertigo
I felt when I first flew an airplane at
night with zero visibility.”
A senior manager
Bureaucratic mindset
Hierarchical bureaucracy is a
hermetically sealed system and is
confident of 100 percent “success”
every time. Success is finite, linear,
and under management’s control.
“Will I lose control?”
10. It’s not about giving up control
Twelve lessons of the Learning Consortium
Hierarchical bureaucracy
Lack of transparency
Reports go up and down the chain
Everyone in a self-protective mode
Problems fester
Massive technical debt
A semblance of control
10. It’s not about giving up control
Twelve lessons of the Learning Consortium
Hierarchical bureaucracy
Lack of transparency
Reports go up and down chain
Everyone in a self-protective mode
Problems fester
Massive technical debt
A semblance of control
Agile management
Total transparency
Finished work each iteration
“Information radiators”
Problems identified early
Little technical debt
Actual control
A semblance of control is replaced by actual control
10. It’s not about giving up control
Twelve lessons of the Learning Consortium
The goal is balance
Autonomy
Control
10. It’s not about giving up control
Chaos!!!
Too much
autonomy
Too much autonomy?
Not enough rules!
10. It’s not about giving up control
Nothing gets done!
Too much
control
Too much control?
Too many rules!
10. It’s not about giving up control
Because the transformation takes time….
2008 2016
7 years
Microsoft
11. You need to get started!
Twelve lessons of the Learning Consortium
Because the transformation takes time….
2008 2016
7 years
Microsoft
2016 2023
7 years
A firm starting today
It is urgent to get started
12. The journey never ends
Twelve lessons of the Learning Consortium
You never arrive!
Riot Games
It was born Agile
in 2006
“No shallow promises or
hoopla, no dancing at the
surface or dismissing of
the challenges and
difficulties of the journey
.” Suzanne Daigle, NuFocus Group
The report of the Learning Consortium 2015
www.scrumalliance.org/salc15
Learning Consortium 2016
Spotify
Barclays
BMW
Cerner
Plus another look at
Microsoft
Ericsson
Riot Games
CH Robinson
Scrum Alliance
Learning Consortium 2017
• A safe space
• No competitors
• No selling of services
• No consulting firms
• Assured confidentiality
• Publicity if you want it
• Modest membership fee
• Rotating board of directors with reps from Ericsson, CH Robinson
and Riot Games
An invitation to…
• Site visits
• Retrospective
• Report
• Conversations
• Mutual learning
Learning Consortium 2017
Learning: “I learnt more from the LC site visits than any
training or coaching” -- Vanessa Adams, CH Robinson
Leadership confidence: Deep belief is key to winning the
battles that lie ahead.
Relationships: Making connections with others dealing with
the same issues
An invitation to…
Learning Consortium 2017
This is for medium to large companies
who are going through Agile transformation
and want to learn.
How do you join? Contact steve@stevedenning.com
For individuals: read the report
www.scrumalliance.org/salc15
Follow the Scrum Alliance monthly webinars
This presentation:
• One definition
• Five refutations
• Three key findings
• Twelve lessons
• Two incredible stories
• One invitation
95
How to Make The Whole
Organization Agile
Steve Denning
steve@stevedenning.com
The report of the Learning Consortium
The full report of the Learning Consortium is available on the Scrum Alliance website at:
https://www.scrumalliance.org/SALC15
The videos of the Drucker Forum and the Learning Consortium
Videos of all of the presentations at the Drucker Forum are here :
https://www.druckerforum.org/2015/the-event/video-library/
The monthly webinars of the Learning Consortium
Recordings of all the webinars are here:
https://www.scrumalliance.org/why-scrum/learning-consortium/learning-
consortium-webinars

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Steve Denning- How to make the whole organisation agile

  • 1. How to Make The Whole Organization Agile Steve Denning
  • 2. This presentation: • One definition • Five refutations • Three key findings • Twelve lessons • Two incredible stories • One invitation
  • 3. At Agile conferences, there’s happy talk & selling: • What people think is happening in Agile • What should be happening in Agile • What might be happening in Agile The Learning Consortium set out to find out what is actually happening in Agile transformation. The goal: get beyond PR and “fake Agile.”
  • 4. At general management conferences, you hear: • “Agile is only for software” • “Agile doesn’t scale” • “Agile can’t handle complexity” • “Agile isn’t reliable” • “Agile doesn’t last” :
  • 5. Learning Consortium 2015 Microsoft Ericsson Riot Games CH Robinson Menlo Innovations Magna International Brillio Agile42 SolutionsIQ
  • 6. The Learning Consortium 2015 www.scrumalliance.org/salc15 • Nine site visits • Retrospective • Report • Conversations • Mutual learning
  • 7. Learning Consortium 2016 Spotify Barclays BMW Cerner Plus another look at Microsoft Ericsson Riot Games CH Robinson Scrum Alliance
  • 8. What we explored in the Learning Consortium • “Agile is only for software” • “Agile doesn’t scale” • “Agile can’t handle complexity” • “Agile isn’t reliable” • “Agile doesn’t last” :
  • 9. Refutations of the Learning Consortium 2015: • “Agile is only for software” • “Agile doesn’t scale” • “Agile can’t handle complexity” • “Agile isn’t reliable” • “Agile doesn’t endure” Agile is spreading to everything Agile scales without sclerosis Agile handles complexity Agile can be fail-safe Some examples: 10-15 years
  • 10. The three most surprising findings • Agile is a mindset • Agile needs strong inspirational leadership • Big old firms have been able to change.
  • 11. Agile is … …a mindset Most important finding
  • 12. Agile isn’t something you can write down and put in an operational manual What we saw in the Learning Consortium
  • 13. Agile is a different way of understanding and acting in the world What we saw in the Learning Consortium
  • 14. Why Agile? What we saw in the Learning Consortium
  • 15. • Globalization • Deregulation • Knowledge work • The Internet The world changed Why Agile?
  • 16. • Globalization • Deregulation • Knowledge work • The Internet Greater competition Faster pace Digitalization of everything The customer is the boss The world changed Why Agile?
  • 17. • Globalization • Deregulation • Knowledge work • The Internet Greater competition Faster pace Digitization of everything The customer is the boss The world changed Why Agile?
  • 18. Agile is a mindset not a technology not a process not a methodology not a system not a platform not big data not an organizational structure What we saw in the Learning Consortium
  • 19. With an Agile mindset, benefits flowed, no matter what the processes. Without an Agile mindset, no benefits flowed. What we saw in the Learning Consortium
  • 20. Now agile methodologies… “are a radical alternative to command-and-control-style management.” The Big Idea Embracing Agile Darrell K. Rigby, Jeff Sutherland, Hirotaka Takeuchi
  • 21. Now agile methodologies… “are a radical alternative to command-and-control-style management.” mindsets Steve Denning in Forbes “HBR’s Embrace of Agile” http://www.forbes.com/sites/ste vedenning/2016/04/21/hbrs- embrace-of-agile/
  • 22. Jeff Sutherland in Forbes: “I wholeheartedly agree with Steve’s comments. You don’t do Agile if you want the benefits, you have to be Agile. Anyone can follow a recipe but a great cook has a different mindset. It was a long struggle to get the first paper on Scrum in 30 years published in HBR. The paper is a compromise between what HBR editors feel they can effectively communicate to current “Agile in Name Only” management and what Agile is really all about.”
  • 23. The HBR article refers to our surveys: “More than 70% of Agile teams report tension between the way the team operates and the way the whole organization operations.” Why?
  • 24. CustomerScrum team “The highest priority is to satisfy the customer.” Agile Manifesto 2001
  • 25. Scrum team Shareholders “The highest priority in business today is to maximize shareholder value.” The Economist April 2016
  • 26. Customer Shareholders “The highest priority is to maximize shareholder value.” The Economist April 2016 Scrum team “The highest priority is to satisfy the customer.” Agile Manifesto 2001
  • 27. “A number of companies have reallocated 25% or more of selected leaders’ time from functional silos to agile leadership teams.” HBR: “Embracing Agile”
  • 28. Customer 25% 75% Shareholders Scrum team “A number of companies have reallocated 25% or more of selected leaders’ time from functional silos to agile leadership teams.” The 75% crushes the 25%
  • 29. “A number of companies have reallocated 25% or more of selected leaders’ time from functional silos to agile leadership teams.” This is “doing Agile” not “being Agile”
  • 30. The whole organization must become AgileWe have stop thinking like this…. Pre-Agile mindset Where’s the customer?
  • 31. Management Workers -employees -contractors -suppliers Customers/ Users The whole organization must become Agile… and think like this Pre-Agile mindset Agile mindset
  • 32. Agile is … …a mindset Most important finding It changes the game fundamentally
  • 33. 1. Agile is a different mindset The purpose of a firm is to make money for its shareholders “The dumbest idea in the world” – Jack Welch Goal
  • 34. 1. Agile is a different mindset The purpose of a firm is to make money for its shareholders The only valid purpose of a firm is to create a customer “The dumbest idea in the world” – Jack Welch Peter Drucker 1954 Goal Goal
  • 35. 1. Agile requires a different mindset Different goal leads to • Different structure of work • Different way of coordinating work • Different values • Different way of communicating Unless the goal is right, nothing works
  • 36. 1. Agile requires a different mindset Different goal leads to • Different structure of work • Different way of coordinating work • Different values • Different way of communicating Unless the goal is right, nothing works
  • 37. 1. Agile requires a different mindset Question: How many layers in an Agile organization?
  • 38. 1. Agile requires a different mindset Question: How many layers? Answer: It doesn’t matter Management Workers -employees -contractors -suppliers Customers/ Users
  • 41. 41 Earth Sun Earth The Copernican Revolution in astronomy Sun
  • 42. Firm The Copernican Revolution in management Customer
  • 43. 43 Firm Customer Firm The Copernican Revolution in management Customer
  • 44. 1. Agile is a different mindset The purpose of a firm is to make money for its shareholders The only valid purpose of a firm is to create a customer “The dumbest idea in the world” – Jack Welch Peter Drucker 1954 Goal Goal A lot of Lean thinking Genuine Agile Pre-Copernican Post-Copernican Delighting the customer
  • 45. 2. Agile requires leadership Nothing happens without champions! Forget the boss-less office! The role of leadership is huuuge! Leaders must believe!
  • 46. 3. Big old dinosaurs can change
  • 47. They have no choice! “They are dying so fast!” 3. Big old dinosaurs can change Change or die!
  • 48. 3. Big old dinosaurs can change The Microsoft story
  • 49. Our image of Microsoft before the site visit
  • 50. Our image of Microsoft after the site visit Photo by Tertius Pickard/Getty Images for XCAT)
  • 52. These workplaces look and feel “cool”
  • 53. Our image of Microsoft before the site visit Photo Wikipedia CC"HMS Invincible . How did this… Our image of Microsoft after the site visit Photoby TertiusPickard/Getty Imagesfor XCAT) … become this? 2004 2015 The Microsoft story
  • 54. The Microsoft journey •2008: one team •2009: several teamss] •2010: Visual Studio group •2011: Developer Division •2013: reorganization •2014: firm-wide interest •2015: firm-wide mandate
  • 55. What we saw in the site visits of the Learning Consortium 2015 Twelve lessons of the Learning Consortium
  • 56. 1. Acquiring the mindset can take time Twelve lessons of the Learning Consortium
  • 57. 2. Implementation of the goals, principles and values takes time Twelve lessons of the Learning Consortium
  • 58. 3. Firms are at different places in the journey Twelve lessons of the Learning Consortium
  • 59. 4. All the journeys involved overcoming setbacks Twelve lessons of the Learning Consortium
  • 60. 5. All firms are adapting the practices to fit their own context Twelve lessons of the Learning Consortium
  • 61. 6. The management practices are both durable and fragile Twelve lessons of the Learning Consortium
  • 62. 7. The new management practices can create a passionate workforce Twelve lessons of the Learning Consortium
  • 63. “Would you ever go back to the old way of working?“ “No way!”
  • 64. 8. The transition to the Agile is happening “The future is already here: It’s just very unevenly distributed” William Gibson Twelve lessons of the Learning Consortium
  • 65. 9. It’s not about digitalization Twelve lessons of the Learning Consortium
  • 66. 9. It’s not about digitalization Twelve lessons of the Learning Consortium
  • 67. 9. It’s not about digitalization Our image of Microsoft before the site visit Photo Wikipedia CC"HMS Invincible . Digital technology Our image of Microsoft after the site visit Photoby TertiusPickard/Getty Imagesfor XCAT) Digital technology 2004 2015 Twelve lessons of the Learning Consortium
  • 68. Our image of Microsoft before the site visit Photo Wikipedia CC"HMS Invincible . 2004 Digital technology without the right mindset gets no benefits 9. It’s not about digitalization Twelve lessons of the Learning Consortium
  • 69. The benefits flow from the different mindset that uses technology to delight customers 9. It’s not about digitalization Twelve lessons of the Learning Consortium Our image of Microsoft after the site visit Photoby TertiusPickard/Getty Imagesfor XCAT) 2015
  • 70. 9. It’s not about digitalization Twelve lessons of the Learning Consortium Platforms will save us Digital technology will save us! Hooray! We don’t need to change! Technology without Agile = no benefits!
  • 72. “Agile is like the nausea and vertigo I felt when I first flew an airplane at night with zero visibility.” A senior manager
  • 73. Bureaucratic mindset Hierarchical bureaucracy is a hermetically sealed system and is confident of 100 percent “success” every time. Success is finite, linear, and under management’s control. “Will I lose control?”
  • 74. 10. It’s not about giving up control Twelve lessons of the Learning Consortium
  • 75. Hierarchical bureaucracy Lack of transparency Reports go up and down the chain Everyone in a self-protective mode Problems fester Massive technical debt A semblance of control 10. It’s not about giving up control Twelve lessons of the Learning Consortium
  • 76. Hierarchical bureaucracy Lack of transparency Reports go up and down chain Everyone in a self-protective mode Problems fester Massive technical debt A semblance of control Agile management Total transparency Finished work each iteration “Information radiators” Problems identified early Little technical debt Actual control A semblance of control is replaced by actual control 10. It’s not about giving up control Twelve lessons of the Learning Consortium
  • 77. The goal is balance Autonomy Control 10. It’s not about giving up control
  • 78. Chaos!!! Too much autonomy Too much autonomy? Not enough rules! 10. It’s not about giving up control
  • 79. Nothing gets done! Too much control Too much control? Too many rules! 10. It’s not about giving up control
  • 80. Because the transformation takes time…. 2008 2016 7 years Microsoft 11. You need to get started! Twelve lessons of the Learning Consortium
  • 81. Because the transformation takes time…. 2008 2016 7 years Microsoft 2016 2023 7 years A firm starting today It is urgent to get started
  • 82. 12. The journey never ends Twelve lessons of the Learning Consortium You never arrive!
  • 83. Riot Games It was born Agile in 2006
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  • 89. “No shallow promises or hoopla, no dancing at the surface or dismissing of the challenges and difficulties of the journey .” Suzanne Daigle, NuFocus Group The report of the Learning Consortium 2015 www.scrumalliance.org/salc15
  • 90. Learning Consortium 2016 Spotify Barclays BMW Cerner Plus another look at Microsoft Ericsson Riot Games CH Robinson Scrum Alliance
  • 91. Learning Consortium 2017 • A safe space • No competitors • No selling of services • No consulting firms • Assured confidentiality • Publicity if you want it • Modest membership fee • Rotating board of directors with reps from Ericsson, CH Robinson and Riot Games An invitation to… • Site visits • Retrospective • Report • Conversations • Mutual learning
  • 92. Learning Consortium 2017 Learning: “I learnt more from the LC site visits than any training or coaching” -- Vanessa Adams, CH Robinson Leadership confidence: Deep belief is key to winning the battles that lie ahead. Relationships: Making connections with others dealing with the same issues An invitation to…
  • 93. Learning Consortium 2017 This is for medium to large companies who are going through Agile transformation and want to learn. How do you join? Contact steve@stevedenning.com For individuals: read the report www.scrumalliance.org/salc15 Follow the Scrum Alliance monthly webinars
  • 94. This presentation: • One definition • Five refutations • Three key findings • Twelve lessons • Two incredible stories • One invitation
  • 95. 95
  • 96. How to Make The Whole Organization Agile Steve Denning steve@stevedenning.com
  • 97. The report of the Learning Consortium The full report of the Learning Consortium is available on the Scrum Alliance website at: https://www.scrumalliance.org/SALC15 The videos of the Drucker Forum and the Learning Consortium Videos of all of the presentations at the Drucker Forum are here : https://www.druckerforum.org/2015/the-event/video-library/ The monthly webinars of the Learning Consortium Recordings of all the webinars are here: https://www.scrumalliance.org/why-scrum/learning-consortium/learning- consortium-webinars