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© 2013 Trail Ridge Consulting, LLC
Stop “DOING”
Scrum !
BE agile
(a leadership guide)
@petebehrens
© 2013 Trail Ridge Consulting, LLC
75 years
“The Power of Pull” (Basic Books, 2010)
average life expectancy of companies in the 1937 S&P 500 Index
© 2013 Trail Ridge Consulting, LLC
“The Power of Pull” (Basic Books, 2010)
average life expectancy of companies in the 1970’s S&P 500 Index
40 years
© 2013 Trail Ridge Consulting, LLC
“The Power of Pull” (Basic Books, 2010)
average life expectancy of companies in the 2010’s S&P 500 Index
15 years
© 2013 Trail Ridge Consulting, LLC
Corporate Life Expectancy
1930 1950 1970 1990 2010
“The Power of Pull” (Basic Books, 2010)
15 years
75 years
40 years
© 2013 Trail Ridge Consulting, LLC
Corporate Agility
1930 1950 1970 1990 2010
Waterfall
RAD
Agile
Spiral
Computers
Assembly
Line
Lean
15 years
75 years
© 2013 Trail Ridge Consulting, LLC
Corporate Agility
1930 1950 1970 1990 2010
Agile
Assembly
Line
WORLD OF
CONTINUITY
15 years
75 years
WORLD OF
DISCONTINUITY
© 2013 Trail Ridge Consulting, LLC
The World of Discontinuity
2010 IBM survey of more than 1,500 CEOs from 60 countries and 33 industries
CEOs identified
creativityand agility
as the
top leadership competencies
© 2013 Trail Ridge Consulting, LLC
However
agility is elusive
This presentation
was given at the
2013 Mile High Agile
Conference in
Denver, CO.
I have include help
text for those not
attending to “hear
my voice over”
through the slides...
© 2013 Trail Ridge Consulting, LLC
Who am I?
1970 1980 1990 2000 2010
Waterfall
RAD
Agile
agility
RUP
© 2013 Trail Ridge Consulting, LLC
Years
0 1 2 3 4 5
Adopting Agility
Initial
Training &
Coaching
Sustaining Agility
Rolling Agility
Thrashing Agility
Agility
© 2013 Trail Ridge Consulting, LLC
Adopting Agility
Why?
Years
Agility
0 1 2 3 4 5
Why is it that some organizations grow
and thrive on agility while most plateau
and lose their agility over time?
© 2013 Trail Ridge Consulting, LLC
What is Agility?
CULTURE
STRUCTURE
PROCESS
values
form
behaviors
Outside-In
Most agile adoptions
leverage an “outside-in”
approach. Starting with
a process like Scrum or
Kanban, they expose
impediments within the
organization.
© 2013 Trail Ridge Consulting, LLC
Years
Agility
0 1 2 3 4 5
“Outside-In” Adoption
Training &
Coaching
Rolling Agility
Thrashing Agility
Agile doesn’t stick because this
outside-in approach runs into
systemic structures and values
of the organization which don’t
align to agility.
© 2013 Trail Ridge Consulting, LLC
What is Agility?
CULTURE
STRUCTURE
PROCESS
Inside-Out
values
form
behaviors
Taking an opposite
approach - from the
“inside-out”, leaders start
with an understanding of
their culture and build
systems to support and
sustain agility.
© 2013 Trail Ridge Consulting, LLC
Years
Agility
0 1 2 3 4 5
“Inside-Out” Adoption
Sustaining Agility
With an “inside-out” approach, agile sticks
because it builds on values and creates an
organizational architecture to support
agility - much like a software architecture
supports scalability and growth.
© 2013 Trail Ridge Consulting, LLC
Culture is a prevalent problem identified in
the latest state of agility survey (2013) by
Version One.
© 2013 Trail Ridge Consulting, LLC
75% of
Organizations are
“Doing” Scrum
© 2013 Trail Ridge Consulting, LLC
© 2013 Trail Ridge Consulting, LLC
© 2013 Trail Ridge Consulting, LLC
© 2013 Trail Ridge Consulting, LLC
© 2013 Trail Ridge Consulting, LLC
What do we know?
✓ We live in a discontinuous world
✓ CEO’s want creativity and agility
✓ Most organizations are “Doing” Scrum
✓ Organizational agility is hard
✓ Organizational agility requires culture
© 2013 Trail Ridge Consulting, LLC
Agility Dimensions
Clarity to
determine what
to do
Physical &
Technical ability
to change
Executional
competence
to deliver
© 2013 Trail Ridge Consulting, LLC
A Language for Culture
© 2013 Trail Ridge Consulting, LLC
Competing Values Framework
CREATECOLLABORATE
CONTROL COMPETE
Do things together
Do things right Do things fast
Do things first
Let’s start with an
understanding of culture.
Using the Competing
Values Framework (CVF) as
a model to understand the
values and norms of what
makes an organization tick.
© 2013 Trail Ridge Consulting, LLC
Collaborate / Clan Culture
Family Team
People
Focused
Interactions
Sacrifice
Relationship
Power
Diverse
Communication
Development
© 2013 Trail Ridge Consulting, LLC
Collaborate / Clan Culture
Collaboration cultures
are personal cultures
who value the
relationships and people
over the process and
systems. They believe
teams are stronger
when they work
together.
© 2013 Trail Ridge Consulting, LLC
Create / Adhocracy Culture
Organic
Free
Flowing
Visionary Transformation
Innovation Independent
Expanding
Ideas
Cultivation
© 2013 Trail Ridge Consulting, LLC
Create / Adhocracy Culture
Creation cultures are
personal and focused
on growth of people and
of the world beyond
their organization. They
are quite fluid and
organic structures and
value new ideas,
learning and growing.
© 2013 Trail Ridge Consulting, LLC
Compete / Market Culture
University
Customer
Focus
Excellence
Intense
Competitive
Market
Share Aggressive
Visionary
© 2013 Trail Ridge Consulting, LLC
Compete / Market Culture
Compete cultures are
impersonal and focused
on the work products or
research. It is less about
the people and more
about what they
accomplish. They are
intense and competitive
environments.
© 2013 Trail Ridge Consulting, LLC
Control / Hierarchy Culture
Top-down
Tight
Delegation
Realistic
Methodical
Analytical
Hierarchy
Systems &
Processes
Efficient
© 2013 Trail Ridge Consulting, LLC
Control / Hierarchy Culture
Control cultures tend to
be more impersonal and
focused on the systems
and processes to create
predictability and
performance through
repeatability.
© 2013 Trail Ridge Consulting, LLC
Competing Values Framework
M
agnitude
Velocity
CREATECOLLABORATE
CONTROL COMPETE
Fast
Change
V
E
LO
C
IT
Y
Some dimensions
expressed in the model
in dealing with change,
collaborate cultures
focus on long-term
while compete cultures
change quickly.
Long-Term
Change
© 2013 Trail Ridge Consulting, LLC
Competing Values Framework
M
agnitude
Velocity
CREATECOLLABORATE
CONTROL COMPETE
Transformational
Change
Incremental
Change
Fast
Change
M
A
G
N
IT
U
DE
V
E
LO
C
IT
Y
In addition, control
cultures seek small and
incremental changes
while create cultures
transform through big
changes.
Long-Term
Change
© 2013 Trail Ridge Consulting, LLC
Competing Values Framework
M
agnitude
Velocity
External
Positioning
Internal
Maintenance
CREATECOLLABORATE
CONTROL COMPETE
The cultures on the left
focus more internally on
people and processes.
The cultures on the right
focus on ideas, markets
and solutions.
© 2013 Trail Ridge Consulting, LLC
Competing Values Framework
M
agnitude
Velocity
External
Positioning
Internal
Maintenance
Individuality
Flexibility
Stability
Control
CREATECOLLABORATE
CONTROL COMPETE
The cultures on the
bottom focus more on
systems.
The cultures on the top
focus more on people.
© 2013 Trail Ridge Consulting, LLC
Leading Agility “Inside-Out”
Understand and
align the culture
Build flexibility into
the organization
Focus on learning
& expect change
© 2013 Trail Ridge Consulting, LLC
McKinsey IT Create Culture
People
Learning
Cultivation
Growth
CREATE
Do things first
© 2013 Trail Ridge Consulting, LLC
McKinsey IT Create Culture
10
20
30
40
50
20
30
40
50
10
20
30
40
50
10
30
40
50
10
20
CreateCompete
CollaborateControl
This is a create cultural signature
of a very agile company. They have
been agile for over 6 years.
© 2013 Trail Ridge Consulting, LLC
McKinsey IT - Organizational Glue
CreateCompete
CollaborateControl
Commitment to
innovation and
development.
There is an
emphasis on being
on the cutting edge.
Loyalty and mutual
trust.
Commitment to this
organization runs
high.
Formal rules and
policies.
Maintaining a
smooth-running
organization is
important.
Emphasis on
achievement & goal
accomplishment.
Aggressiveness and
winning are
common themes.
One of the
dimensions in
the model
looks at what
ties the
organization
together - you
can see here
that they are
very forward
thinking.
© 2013 Trail Ridge Consulting, LLC
McKinsey IT Results
In addition to being agile, they are
succeeding across many business metrics.
© 2013 Trail Ridge Consulting, LLC
McKinsey IT Results
Years
ReleaseDuration
2007 2008 2009 2010 2011 2012
12+ months
1 month
3 months
A key metric they measure is how quickly
they can productize functionality for their
business - before they began their agile
journey, it took over 1 year to deliver
functionality - now they average 1 month.
© 2013 Trail Ridge Consulting, LLC
McKinsey IT Transformation
Years
Organizational
Agility
2007 2008 2009 2010 2011 2012
IT -> Service
Global
Integration
Working
Software
Small
Teams
No Scrum
Master
Role/Title
Changes
Removed
QA
Support
2.0 3 months
12+ months
1 month
Release Duration
To accomplish this, they have had many
significant transformational organizational
changes to their roles, responsibilities,
team structures, and global alignment.
These are signatures of a create culture.
© 2013 Trail Ridge Consulting, LLC
Be Agile
McKinsey IT is
not “DOING” Scrum
they are “being”agile
and they are evolvingand growing
© 2013 Trail Ridge Consulting, LLC
Salesforce.com Compete Culture
Competitive
Never Satisfied
Be the “Best”
COMPETE
Do things fast
© 2013 Trail Ridge Consulting, LLC
Salesforce.com Compete Culture
10
20
30
40
50
20
30
40
50
10
20
30
40
50
10
30
40
50
10
20
CreateCompete
CollaborateControl
This is a compete cultural
signature of another very
agile company. They have
been agile for over 7 years.
© 2013 Trail Ridge Consulting, LLC
Salesforce R&D - Strategic Emphasis
CreateCompete
CollaborateControl
Acquiring new
resources & creating
new challenges.
Trying new things
and prospecting for
opportunities are
valued.
Human
development.
High trust,
openness, and
participation
persist.
Permanence and
stability.
Efficiency, control
and smooth
operations are
important.
Competitive actions
and achievement.
Hitting stretch
targets and winning
in the marketplace
are dominant.
Another
dimension in
the CVF model
looks at what
strategic
emphasis - you
can see that
competition is
critical to their
external and
internal world.
© 2013 Trail Ridge Consulting, LLC
Salesforce.com
2001 2002 2003 2004 2005 2006 2007
Features Delivered
per Team
Days between
Major Releases
2008 Scrum Gathering - Steve Greene
Prior to their agile transition in 2006,
they struggled with delivery as their
organization and clients grew.
© 2013 Trail Ridge Consulting, LLC
Salesforce.com Impact
Features Delivered
per Team
Days between
Major Releases
2008 Scrum Gathering - Steve Greene
2001 2002 2003 2004 2005 2006 2007
Since that time, they have turned
around and have been one of the top
performing companies in the world.
© 2013 Trail Ridge Consulting, LLC
Their own approach
“All-in” fast
Be the “Best” @ agile
Salesforce.com Approach
As a compete culture, they took the
initiative to be the “best” at agile.
They developed their own approach,
R&D went “all-in” through a rapid
transition (like pulling off a bandaid),
and they have never looked back.
© 2012 Trail Ridge Consulting, LLC
Balanced Team Power
Redefined Roles
Everything thru a team
Salesforce.com Approach
Focus on
“What”
Focus on
“How”
Balanced Matrix
In addition, they made a subtle, but
significant shift in the balance of
power/responsibilities in their
leadership - their engineering
managers focused on coaching over
directing - allowing the teams to
better self-organize on the work.
© 2013 Trail Ridge Consulting, LLC
Salesforce.com Results
2006 2008 2010 2012
R&D
Agility
IT
Agility
Tech Ops
Agility
Marketing
Agility
Every release -
3 per year Has
been delivered
on time!
300 people
1,800 ppl
$21.90 stock price
$163 sp
Their compete culture drives them to
be the best in the world, not only at
delivering solutions, but in how they
do it - and their growth has shown it.
© 2013 Trail Ridge Consulting, LLC
Be Agile
Salesforce.com is
not “DOING” Scrum
they are “being”agile
and they are evolvingand succeeding
© 2013 Trail Ridge Consulting, LLC
Leading Agility “Inside-Out”
Understand and
align the culture
Build flexibility into
the organization
Focus on learning
& expect change
© 2013 Trail Ridge Consulting, LLC
10
20
30
40
50
20
30
40
50
10
20
30
40
50
10
30
40
50
10
20
Current
Desired
Dominant
Characteristics The organization is...
• A very controlled
and structured place
• Formal procedures
generally govern
what people do
• A very dynamic
entrepreneurial
place
• People are willing
to stick their necks
out and take risks
Most organizations find
a gap between their
current and desired
cultures. The CVF
model maps this and
provides leadership
tools to move forward
in a more agile fashion.
© 2013 Trail Ridge Consulting, LLC
Cultural Gap Analysis
Here is an example leadership analysis of the gaps in the
create and control cultural dimensions - in this example,
looking at ways to increase create and decrease control.
© 2013 Trail Ridge Consulting, LLC
Agile Leadership
Catalyst
Leadership
WORLD OF UNITY,
COLLABORATION,
INTERDEPENDENCY
WORLD OF DUALITY,
COMPETITION,
SEPARATION
Heroic
Leadership
OR AND
The key to CVF is the value created by holding both
competing values simultaneously - (e.g. we do not throw out
control values as we add create values - we balance them)
© 2013 Trail Ridge Consulting, LLC
Competing: Collaborate & Compete
Compete
Collaborate
Let’s look at a couple of competing
leadership values - in this case
collaborate and compete.
© 2013 Trail Ridge Consulting, LLC
Leadership: Intense Collaboration
The leader speed and urgency to the
exclusion of teamwork and
collaboration. The leader focuses
exclusively on immediate results and
ignores long-term outcomes.
The leader emphasizes teamwork and
collaboration to the exclusion of
speed and urgency. The leader
overemphasizes participation and
empowerment and is indecisive
Negative
Negative
The leader
emphasizes
teamwork and
collaboration
The leader
emphasizes
speed and
urgency
Positive
Positive
As competing values, both
collaborate and compete have
positive opposites - however, taken
too far, each one can become a
negative characteristic.
© 2013 Trail Ridge Consulting, LLC
Competing Values Leadership:
Intense Collaboration
The leader emphasizes teamwork and
collaboration to the exclusion of
speed and urgency. The leader
overemphasizes participation and
empowerment and is indecisive
The leader speed and urgency to the
exclusion of teamwork and
collaboration. The leader focuses
exclusively on immediate results and
ignores long-term outcomes.
Intense Unity
Rapid Alliances
Intensity &
Rapidity
Unity &
Alliances
The leader
emphasizes
speed and
urgency
The leader
emphasizes
teamwork and
collaboration
NEGATIVE
POSITIVE
While many companies (or
leaders) prefer a single
focus, the most value is
generated from integrating
the opposites - in this case
intense collaboration.
© 2013 Trail Ridge Consulting, LLC
Competing Values: Create & Control
Create
ControlLet’s look at a one other example
of competing leadership values - in
this case control and create.
© 2013 Trail Ridge Consulting, LLC
Leadership: Responsible Risk-Taking
Positive
Positive
Negative
Negative
The leader
emphasizes
innovation and
risk-taking
The leader
emphasizes
predictability
and stability
The leader’s ungrounded
future-mindset overlooks
operationalizing
opportunities.
The leader’s over-
conformity stunts growth
and misses opportunities.
Again, each value has an opposite
positive - and negative if taken too far.
© 2013 Trail Ridge Consulting, LLC
Value: Responsible Risk-Taking
The leader emphasizes predictability
and stability to the exclusion of
innovation and risk taking. The
leader’s over-conformity stunts
growth and misses opportunities.
The leader emphasizes innovation and
risk-taking to the exclusion of
predictability and stability. The leader’s
ungrounded future-mindset overlooks
operationalizing opportunities.
Sustainable Ingenuity
Reliable Courage
Ingenuity
& Courage
Sustainability
& Reliability
The leader
emphasizes
innovation and
risk-taking
The leader
emphasizes
predictability
and stability
NEGATIVE
POSITIVE
The key is in the
balance.
© 2013 Trail Ridge Consulting, LLC
CulturalVisioning
Competence
Create
Control
Here are some cultural modeling samples from leadership
workshops - in this case looking at cultural change.
© 2013 Trail Ridge Consulting, LLC
“Inside-Out” Agile Leadership
enables
Teams
A Leader’s focus on
Culture
to be
Successful
© 2013 Trail Ridge Consulting, LLC
Adopting Agility
Why?
Years
Agility
0 1 2 3 4 5
Companies that start with an understanding of
culture, and build their organizational systems
to support agility will out perform, out
maneuver, and out last their competition.

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Stop doing scrum - BE agile (a leadership guide)

  • 1. © 2013 Trail Ridge Consulting, LLC Stop “DOING” Scrum ! BE agile (a leadership guide) @petebehrens
  • 2. © 2013 Trail Ridge Consulting, LLC 75 years “The Power of Pull” (Basic Books, 2010) average life expectancy of companies in the 1937 S&P 500 Index
  • 3. © 2013 Trail Ridge Consulting, LLC “The Power of Pull” (Basic Books, 2010) average life expectancy of companies in the 1970’s S&P 500 Index 40 years
  • 4. © 2013 Trail Ridge Consulting, LLC “The Power of Pull” (Basic Books, 2010) average life expectancy of companies in the 2010’s S&P 500 Index 15 years
  • 5. © 2013 Trail Ridge Consulting, LLC Corporate Life Expectancy 1930 1950 1970 1990 2010 “The Power of Pull” (Basic Books, 2010) 15 years 75 years 40 years
  • 6. © 2013 Trail Ridge Consulting, LLC Corporate Agility 1930 1950 1970 1990 2010 Waterfall RAD Agile Spiral Computers Assembly Line Lean 15 years 75 years
  • 7. © 2013 Trail Ridge Consulting, LLC Corporate Agility 1930 1950 1970 1990 2010 Agile Assembly Line WORLD OF CONTINUITY 15 years 75 years WORLD OF DISCONTINUITY
  • 8. © 2013 Trail Ridge Consulting, LLC The World of Discontinuity 2010 IBM survey of more than 1,500 CEOs from 60 countries and 33 industries CEOs identified creativityand agility as the top leadership competencies
  • 9. © 2013 Trail Ridge Consulting, LLC However agility is elusive This presentation was given at the 2013 Mile High Agile Conference in Denver, CO. I have include help text for those not attending to “hear my voice over” through the slides...
  • 10. © 2013 Trail Ridge Consulting, LLC Who am I? 1970 1980 1990 2000 2010 Waterfall RAD Agile agility RUP
  • 11. © 2013 Trail Ridge Consulting, LLC Years 0 1 2 3 4 5 Adopting Agility Initial Training & Coaching Sustaining Agility Rolling Agility Thrashing Agility Agility
  • 12. © 2013 Trail Ridge Consulting, LLC Adopting Agility Why? Years Agility 0 1 2 3 4 5 Why is it that some organizations grow and thrive on agility while most plateau and lose their agility over time?
  • 13. © 2013 Trail Ridge Consulting, LLC What is Agility? CULTURE STRUCTURE PROCESS values form behaviors Outside-In Most agile adoptions leverage an “outside-in” approach. Starting with a process like Scrum or Kanban, they expose impediments within the organization.
  • 14. © 2013 Trail Ridge Consulting, LLC Years Agility 0 1 2 3 4 5 “Outside-In” Adoption Training & Coaching Rolling Agility Thrashing Agility Agile doesn’t stick because this outside-in approach runs into systemic structures and values of the organization which don’t align to agility.
  • 15. © 2013 Trail Ridge Consulting, LLC What is Agility? CULTURE STRUCTURE PROCESS Inside-Out values form behaviors Taking an opposite approach - from the “inside-out”, leaders start with an understanding of their culture and build systems to support and sustain agility.
  • 16. © 2013 Trail Ridge Consulting, LLC Years Agility 0 1 2 3 4 5 “Inside-Out” Adoption Sustaining Agility With an “inside-out” approach, agile sticks because it builds on values and creates an organizational architecture to support agility - much like a software architecture supports scalability and growth.
  • 17. © 2013 Trail Ridge Consulting, LLC Culture is a prevalent problem identified in the latest state of agility survey (2013) by Version One.
  • 18. © 2013 Trail Ridge Consulting, LLC 75% of Organizations are “Doing” Scrum
  • 19. © 2013 Trail Ridge Consulting, LLC
  • 20. © 2013 Trail Ridge Consulting, LLC
  • 21. © 2013 Trail Ridge Consulting, LLC
  • 22. © 2013 Trail Ridge Consulting, LLC
  • 23. © 2013 Trail Ridge Consulting, LLC What do we know? ✓ We live in a discontinuous world ✓ CEO’s want creativity and agility ✓ Most organizations are “Doing” Scrum ✓ Organizational agility is hard ✓ Organizational agility requires culture
  • 24. © 2013 Trail Ridge Consulting, LLC Agility Dimensions Clarity to determine what to do Physical & Technical ability to change Executional competence to deliver
  • 25. © 2013 Trail Ridge Consulting, LLC A Language for Culture
  • 26. © 2013 Trail Ridge Consulting, LLC Competing Values Framework CREATECOLLABORATE CONTROL COMPETE Do things together Do things right Do things fast Do things first Let’s start with an understanding of culture. Using the Competing Values Framework (CVF) as a model to understand the values and norms of what makes an organization tick.
  • 27. © 2013 Trail Ridge Consulting, LLC Collaborate / Clan Culture Family Team People Focused Interactions Sacrifice Relationship Power Diverse Communication Development
  • 28. © 2013 Trail Ridge Consulting, LLC Collaborate / Clan Culture Collaboration cultures are personal cultures who value the relationships and people over the process and systems. They believe teams are stronger when they work together.
  • 29. © 2013 Trail Ridge Consulting, LLC Create / Adhocracy Culture Organic Free Flowing Visionary Transformation Innovation Independent Expanding Ideas Cultivation
  • 30. © 2013 Trail Ridge Consulting, LLC Create / Adhocracy Culture Creation cultures are personal and focused on growth of people and of the world beyond their organization. They are quite fluid and organic structures and value new ideas, learning and growing.
  • 31. © 2013 Trail Ridge Consulting, LLC Compete / Market Culture University Customer Focus Excellence Intense Competitive Market Share Aggressive Visionary
  • 32. © 2013 Trail Ridge Consulting, LLC Compete / Market Culture Compete cultures are impersonal and focused on the work products or research. It is less about the people and more about what they accomplish. They are intense and competitive environments.
  • 33. © 2013 Trail Ridge Consulting, LLC Control / Hierarchy Culture Top-down Tight Delegation Realistic Methodical Analytical Hierarchy Systems & Processes Efficient
  • 34. © 2013 Trail Ridge Consulting, LLC Control / Hierarchy Culture Control cultures tend to be more impersonal and focused on the systems and processes to create predictability and performance through repeatability.
  • 35. © 2013 Trail Ridge Consulting, LLC Competing Values Framework M agnitude Velocity CREATECOLLABORATE CONTROL COMPETE Fast Change V E LO C IT Y Some dimensions expressed in the model in dealing with change, collaborate cultures focus on long-term while compete cultures change quickly. Long-Term Change
  • 36. © 2013 Trail Ridge Consulting, LLC Competing Values Framework M agnitude Velocity CREATECOLLABORATE CONTROL COMPETE Transformational Change Incremental Change Fast Change M A G N IT U DE V E LO C IT Y In addition, control cultures seek small and incremental changes while create cultures transform through big changes. Long-Term Change
  • 37. © 2013 Trail Ridge Consulting, LLC Competing Values Framework M agnitude Velocity External Positioning Internal Maintenance CREATECOLLABORATE CONTROL COMPETE The cultures on the left focus more internally on people and processes. The cultures on the right focus on ideas, markets and solutions.
  • 38. © 2013 Trail Ridge Consulting, LLC Competing Values Framework M agnitude Velocity External Positioning Internal Maintenance Individuality Flexibility Stability Control CREATECOLLABORATE CONTROL COMPETE The cultures on the bottom focus more on systems. The cultures on the top focus more on people.
  • 39. © 2013 Trail Ridge Consulting, LLC Leading Agility “Inside-Out” Understand and align the culture Build flexibility into the organization Focus on learning & expect change
  • 40. © 2013 Trail Ridge Consulting, LLC McKinsey IT Create Culture People Learning Cultivation Growth CREATE Do things first
  • 41. © 2013 Trail Ridge Consulting, LLC McKinsey IT Create Culture 10 20 30 40 50 20 30 40 50 10 20 30 40 50 10 30 40 50 10 20 CreateCompete CollaborateControl This is a create cultural signature of a very agile company. They have been agile for over 6 years.
  • 42. © 2013 Trail Ridge Consulting, LLC McKinsey IT - Organizational Glue CreateCompete CollaborateControl Commitment to innovation and development. There is an emphasis on being on the cutting edge. Loyalty and mutual trust. Commitment to this organization runs high. Formal rules and policies. Maintaining a smooth-running organization is important. Emphasis on achievement & goal accomplishment. Aggressiveness and winning are common themes. One of the dimensions in the model looks at what ties the organization together - you can see here that they are very forward thinking.
  • 43. © 2013 Trail Ridge Consulting, LLC McKinsey IT Results In addition to being agile, they are succeeding across many business metrics.
  • 44. © 2013 Trail Ridge Consulting, LLC McKinsey IT Results Years ReleaseDuration 2007 2008 2009 2010 2011 2012 12+ months 1 month 3 months A key metric they measure is how quickly they can productize functionality for their business - before they began their agile journey, it took over 1 year to deliver functionality - now they average 1 month.
  • 45. © 2013 Trail Ridge Consulting, LLC McKinsey IT Transformation Years Organizational Agility 2007 2008 2009 2010 2011 2012 IT -> Service Global Integration Working Software Small Teams No Scrum Master Role/Title Changes Removed QA Support 2.0 3 months 12+ months 1 month Release Duration To accomplish this, they have had many significant transformational organizational changes to their roles, responsibilities, team structures, and global alignment. These are signatures of a create culture.
  • 46. © 2013 Trail Ridge Consulting, LLC Be Agile McKinsey IT is not “DOING” Scrum they are “being”agile and they are evolvingand growing
  • 47. © 2013 Trail Ridge Consulting, LLC Salesforce.com Compete Culture Competitive Never Satisfied Be the “Best” COMPETE Do things fast
  • 48. © 2013 Trail Ridge Consulting, LLC Salesforce.com Compete Culture 10 20 30 40 50 20 30 40 50 10 20 30 40 50 10 30 40 50 10 20 CreateCompete CollaborateControl This is a compete cultural signature of another very agile company. They have been agile for over 7 years.
  • 49. © 2013 Trail Ridge Consulting, LLC Salesforce R&D - Strategic Emphasis CreateCompete CollaborateControl Acquiring new resources & creating new challenges. Trying new things and prospecting for opportunities are valued. Human development. High trust, openness, and participation persist. Permanence and stability. Efficiency, control and smooth operations are important. Competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant. Another dimension in the CVF model looks at what strategic emphasis - you can see that competition is critical to their external and internal world.
  • 50. © 2013 Trail Ridge Consulting, LLC Salesforce.com 2001 2002 2003 2004 2005 2006 2007 Features Delivered per Team Days between Major Releases 2008 Scrum Gathering - Steve Greene Prior to their agile transition in 2006, they struggled with delivery as their organization and clients grew.
  • 51. © 2013 Trail Ridge Consulting, LLC Salesforce.com Impact Features Delivered per Team Days between Major Releases 2008 Scrum Gathering - Steve Greene 2001 2002 2003 2004 2005 2006 2007 Since that time, they have turned around and have been one of the top performing companies in the world.
  • 52. © 2013 Trail Ridge Consulting, LLC Their own approach “All-in” fast Be the “Best” @ agile Salesforce.com Approach As a compete culture, they took the initiative to be the “best” at agile. They developed their own approach, R&D went “all-in” through a rapid transition (like pulling off a bandaid), and they have never looked back.
  • 53. © 2012 Trail Ridge Consulting, LLC Balanced Team Power Redefined Roles Everything thru a team Salesforce.com Approach Focus on “What” Focus on “How” Balanced Matrix In addition, they made a subtle, but significant shift in the balance of power/responsibilities in their leadership - their engineering managers focused on coaching over directing - allowing the teams to better self-organize on the work.
  • 54. © 2013 Trail Ridge Consulting, LLC Salesforce.com Results 2006 2008 2010 2012 R&D Agility IT Agility Tech Ops Agility Marketing Agility Every release - 3 per year Has been delivered on time! 300 people 1,800 ppl $21.90 stock price $163 sp Their compete culture drives them to be the best in the world, not only at delivering solutions, but in how they do it - and their growth has shown it.
  • 55. © 2013 Trail Ridge Consulting, LLC Be Agile Salesforce.com is not “DOING” Scrum they are “being”agile and they are evolvingand succeeding
  • 56. © 2013 Trail Ridge Consulting, LLC Leading Agility “Inside-Out” Understand and align the culture Build flexibility into the organization Focus on learning & expect change
  • 57. © 2013 Trail Ridge Consulting, LLC 10 20 30 40 50 20 30 40 50 10 20 30 40 50 10 30 40 50 10 20 Current Desired Dominant Characteristics The organization is... • A very controlled and structured place • Formal procedures generally govern what people do • A very dynamic entrepreneurial place • People are willing to stick their necks out and take risks Most organizations find a gap between their current and desired cultures. The CVF model maps this and provides leadership tools to move forward in a more agile fashion.
  • 58. © 2013 Trail Ridge Consulting, LLC Cultural Gap Analysis Here is an example leadership analysis of the gaps in the create and control cultural dimensions - in this example, looking at ways to increase create and decrease control.
  • 59. © 2013 Trail Ridge Consulting, LLC Agile Leadership Catalyst Leadership WORLD OF UNITY, COLLABORATION, INTERDEPENDENCY WORLD OF DUALITY, COMPETITION, SEPARATION Heroic Leadership OR AND The key to CVF is the value created by holding both competing values simultaneously - (e.g. we do not throw out control values as we add create values - we balance them)
  • 60. © 2013 Trail Ridge Consulting, LLC Competing: Collaborate & Compete Compete Collaborate Let’s look at a couple of competing leadership values - in this case collaborate and compete.
  • 61. © 2013 Trail Ridge Consulting, LLC Leadership: Intense Collaboration The leader speed and urgency to the exclusion of teamwork and collaboration. The leader focuses exclusively on immediate results and ignores long-term outcomes. The leader emphasizes teamwork and collaboration to the exclusion of speed and urgency. The leader overemphasizes participation and empowerment and is indecisive Negative Negative The leader emphasizes teamwork and collaboration The leader emphasizes speed and urgency Positive Positive As competing values, both collaborate and compete have positive opposites - however, taken too far, each one can become a negative characteristic.
  • 62. © 2013 Trail Ridge Consulting, LLC Competing Values Leadership: Intense Collaboration The leader emphasizes teamwork and collaboration to the exclusion of speed and urgency. The leader overemphasizes participation and empowerment and is indecisive The leader speed and urgency to the exclusion of teamwork and collaboration. The leader focuses exclusively on immediate results and ignores long-term outcomes. Intense Unity Rapid Alliances Intensity & Rapidity Unity & Alliances The leader emphasizes speed and urgency The leader emphasizes teamwork and collaboration NEGATIVE POSITIVE While many companies (or leaders) prefer a single focus, the most value is generated from integrating the opposites - in this case intense collaboration.
  • 63. © 2013 Trail Ridge Consulting, LLC Competing Values: Create & Control Create ControlLet’s look at a one other example of competing leadership values - in this case control and create.
  • 64. © 2013 Trail Ridge Consulting, LLC Leadership: Responsible Risk-Taking Positive Positive Negative Negative The leader emphasizes innovation and risk-taking The leader emphasizes predictability and stability The leader’s ungrounded future-mindset overlooks operationalizing opportunities. The leader’s over- conformity stunts growth and misses opportunities. Again, each value has an opposite positive - and negative if taken too far.
  • 65. © 2013 Trail Ridge Consulting, LLC Value: Responsible Risk-Taking The leader emphasizes predictability and stability to the exclusion of innovation and risk taking. The leader’s over-conformity stunts growth and misses opportunities. The leader emphasizes innovation and risk-taking to the exclusion of predictability and stability. The leader’s ungrounded future-mindset overlooks operationalizing opportunities. Sustainable Ingenuity Reliable Courage Ingenuity & Courage Sustainability & Reliability The leader emphasizes innovation and risk-taking The leader emphasizes predictability and stability NEGATIVE POSITIVE The key is in the balance.
  • 66. © 2013 Trail Ridge Consulting, LLC CulturalVisioning Competence Create Control Here are some cultural modeling samples from leadership workshops - in this case looking at cultural change.
  • 67. © 2013 Trail Ridge Consulting, LLC “Inside-Out” Agile Leadership enables Teams A Leader’s focus on Culture to be Successful
  • 68. © 2013 Trail Ridge Consulting, LLC Adopting Agility Why? Years Agility 0 1 2 3 4 5 Companies that start with an understanding of culture, and build their organizational systems to support agility will out perform, out maneuver, and out last their competition.