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The Culture of Agility




                                                 Pete Behrens
                                                 Leadership Agility Coach
                                                 Email pete@trailridgeconsulting.com
                                                 Twitter @petebehrens
      Understanding why some companies
     succeed through sustained agility while
     others flounder following initial success

                                                      © 2011 Trail Ridge Consulting, LLC



Wednesday, August 17, 2011
93%
                                      of what you’ve learned
                                            at Agile 2011
                                          will fail to stick
                                       in your organization*

                                      * without a supportive agile culture




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is culture?
                                Why is culture important?
                                    A Language for culture
                                            Culture and Agility
                                4 Keys to an Agile Culture




                               The Culture of Agility
                                                @petebehrens
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is
                                            Culture ?


                         What we do to succeed



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Culture is to an organization
          As personality is to a person


                                            INTP

              There are many culture success models
    just as there are many successful personalities


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is culture?
                                Why is culture important?
                                    A Language for culture
                                            Culture and Agility
                                4 Keys to an Agile Culture




                               The Culture of Agility
                                                @petebehrens
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Learning Agility
                         While many organizations adopt agile, and those
                         that bring in outside aid do so much faster than
                         others, few are able to sustain their agile
                         transformation - this is the focus of the presentation
                                                             Sustainability




   Agility
                    Training &
                    Coaching



                                                            Internal Learning



                 0                          1   2           3             4       5
       © 2011 Trail Ridge Consulting, LLC           Years
Wednesday, August 17, 2011
Agile is a Strategy

                                            Not the Goal!




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is Agility?


                                       Product Agility


                       Organizational Agility


                                      Cultural Agility
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is Agility?

                                                            What
                         Process               Behaviors
                                                             How


                                             Roles, Teams    Who
                     Structure              Responsibilities Where


                                                Values
                         Culture                Beliefs
                                                             Why


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is Agility?

                                                             What
                          Process               Behaviors
                                                              How
   le ns he
        11 t
 gi io t
      20 a
A ss of
 se 3%
     9




                                              Roles, Teams    Who
                      Structure              Responsibilities Where


                                                 Values
                          Culture                Beliefs
                                                              Why


        © 2011 Trail Ridge Consulting, LLC


 Wednesday, August 17, 2011
What is Agility?

                                                            What
                         Process               Behaviors
                                                             How


                                             Roles, Teams    Who
                       Structure
             Impacts




                                            Responsibilities Where


                                                Values
                         Culture                Beliefs
                                                             Why


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Steve Denning @ Agile 2011




                                            Shift from Value

                                               to Values



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is Agility?

                                                            What
                          Process              Behaviors
                                                             How
                  Focus




                                             Roles, Teams    Who
                          Structure
             Impacts




                                            Responsibilities Where


                                                Values
                          Culture               Beliefs
                                                             Why


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is culture?
                                Why is culture important?
                                    A Language for culture
                                            Culture and Agility
                                4 Keys to an Agile Culture




                               The Culture of Agility
                                                @petebehrens
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
A language for Culture




                                            William Schneider, The Reengineering Alternative




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Control Culture




                    Socialization base in military organizations
                    Structured hierarchically, focused functionally
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Control Culture


                                                                                 ”
                                                                        ita tive
                                                                    o r
                                                             “A uth



                                     Leaders exercise “role” power
                                     Follow chain of command
                                     Command respect and compliance
                                     Delegation is tight, clear
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Control Culture


                                                                   ”
                                                             ys tem
                                                        “S


               "Everyone at P&G is like a hand in a bucket of water,
               when the hand is removed, the water closes in and
               there is no trace."

               The system is more important than people
               Information is guarded with care and flows down/up


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Control Culture


                                                             oc ess”
                                                         “Pr


             "We are the biggest SOP company in the business.”

                    Policy and procedure are extremely important
                    Decision making is methodical and systematic



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Collaboration Culture




                  Socialization base in the family or athletic team
                     Strong focus on people and interactions
                  Success through building and developing teams
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Collaboration Culture


                                                                   ”
                                                               “We


    1982 each employee gave $1,000 to buy a $30M Boeing 767

           1973 during energy crisis they had a no layoff policy
          They shifted to other jobs, cleaning, selling tickets, etc.

                      Personal sacrifice for the organization
                Camaraderie, shared celebrations, shared wealth
                 Individual identity tied to organizational identity
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Collaboration Culture


                                                                e over
                                                         “P eopl ss”
                                                            P roce


         "The only difference between us and our competitors is
         our people, our engineers are more creative, our people
            are more productive, we are going to beat them."

                               Relationship power is key
                     People stick with the organization a long time
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Collaboration Culture


                                                               ”
                                                          2 =5
                                                      “2+


  "When decisions have to get made, we get everyones opinion."

                Their CEO, a 32 year veteran with the company,
                  still eats with packers, and junior managers

         Success comes through synergy from working together
           They hire a wide variety of people with versatility
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Competence Culture




                          Socialization base in the university
                      Strong focus on expertise and knowledge
                  Value competition against a standard of excellence
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Competence Culture


                                                                      ”
                                                               nary
                                                       “V isio


              Seymour Cray "was obsessed by a vision of
         technological achievement, scientific purity, and quality"

          Focus on new products, services, markets, businesses
             Ideas and concepts ultimately motivate people


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Competence Culture


                                                          en ce”
                                                         l
                                                  Ex cel
                                                 “

   Giant research lab in electrical engineering, chemistry, biology,
      computer science, and physics with over 26,000 patents

       Success by having the best product, technology or service
            Pursuit of excellence, ingenuity and creativity



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Competence Culture


                                                                          ied”
                                                                    a tisf
                                                              ve rS
                                                          “Ne

         "One of the things that characterizes Microsoft is insecurity.
             People never believe that they've got the best product.
         It's always the fear that somebody is going to come up with
                                a better product."

                                     There is always more to do
                                Considerable pressure to move ahead
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Competence Culture


                                                                            O ut”
                                                                        r
                                                                    “Upo



                                            Culture of superstars

                        Do whatever it takes to win
                    Relationships are often competitive
           The better you can be, the more you will be rewarded


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Cultivation Culture




                          Socialization base in religious institutions
                              Strong focus on growth and faith
                           System of beliefs to accomplish goals
                           Make progress towards a higher order
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Cultivation Culture


                                                                l   ”
                                                         os efu
                                                  “P urp


          Make the world a better place, nurture people’s bodies,
                          and uplift their souls.

       Expanders and enlargers of their people and organization
        Envision possibilities - get people on a common vision
           Pursuit of possibility - people possibility, uplifting
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Cultivation Culture


                                                                                   ”
                                                                             g anic
                                                                       “Or


                                            Four acre company garden
                                               Social responsibility

                  Plant seeds and trusts nature to take its course
                   Information is free-flowing, little is kept secret
                     Climate is relaxed, spirited and energetic

       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Cultivation Culture


                                                                                        e”
                                                                                 ea tiv
                                                                           “Cr


                                        “Never kill an idea, deflect it”
                                           “Biological Structure”

                       Encourage free flow of ideas
                People empowered to think independently
            Advocate discovery, experimentation and fresh ideas
                The organization is in motion a great deal
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
COLLABORATION
                     Personal-Impersonal Cultures

                                •   People driven   •   Detached




                                                                                         CONTROL
                                •   Organic         •   Systems, policies
                                                        and procedures
                                •   Dynamic




                                                                            Impersonal
                     Personal




                                                    •   Scientific
                                •   Participative
                                                    •   Objective
                                •   Subjective
     CULTIVATION




                                                                                         COMPETENCE
                                                    •   Formal
                                •   Informal
                                                    •   Emotionless
                                •   Open-ended
                                                    •   Prescriptive
                                •   Emotional
           © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Actuality-Possibility Cultures

                                                     Actuality
     COLLABORATION




                                •   Concrete, tangible reality, facts




                                                                                              CONTROL
                                •   What has occurred and is occurring now
                                •   Actual experience and occurrence




                                                                                 Impersonal
                                •   What can be seen, heard, touched, measured
                     Personal




                                •   Practicality, utility

                                •   Insights and imagined alternatives
     CULTIVATION




                                                                                              COMPETENCE
                                •   What might occur in the future
                                •   Ideals, beliefs, aspirations, inspirations
                                •   Novelty, innovations, and creative options
                                •   Theoretical concepts or frameworks

                                                    Possibility
           © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Core Culture Overview

                                            Actuality




                                                          Impersonal
            Personal




                                            Possibility
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is culture?
                                Why is culture important?
                                    A Language for culture
                                            Culture and Agility
                                4 Keys to an Agile Culture




                               The Culture of Agility
                                                @petebehrens
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Reading Charts and Graphs

             The information presented in    Many of the subsequent slides
             the subsequent slides is from   will display information in color
             real companies who have         without coding what the color
             transitioned and are in         indicates. Just as the
             various stages of               introduction of the culture
             sustainability of agility.      language, each core culture is
                                             represented by its color.
             The following case studies
             were chosen as examples of
             various cultures and how        Blue = Control Culture
             understanding their culture
             impacted their agile adoption   Yellow = Collaboration Culture
             and sustainability.

             Data was obtained through       Red = Competence Culture
             surveying the organizations.
                                             Green = Cultivation Culture
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Retail Control Culture


              Control


    Collaboration                                         This is control culture
                                                          signature of a large retail IT
                                                          organization with a centralized
                                                          functional hierarchy. While
      Competence                                          there are many nuances to
                                                          their agile adoption, in general
                                                          they have been on the road for
       Cultivation                                        2 years.


                                  10        15      20     25        30         35

                                                 Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Retail Control Culture
            1. The people with the most power and influence in the organization:
            21    a. Are charismatic, can inspire others, and are good at motivating
                         others to develop their potential.
            53    b. Have the title and position that gives them the right and authority
                         to exercise power and influence.
            21    c. Are both contributors and team players, who are an essential
                         part of the team. People like working with them.
             5    d. Are experts or specialists, who have the most knowledge about
                         something important.

             Control                                                           53
     Collaboration                          21
       Competence                    5
        Cultivation                         21    An example survey question and
                                                  answers used to measure culture.
                                                  Leaders in control cultures tend to
                                                  drive through title and position.
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Retail Control Culture
            2. Which of the following best describes the primary way decisions are made
                         in the organization?
             3   a. We pay close attention to our concepts and standards. We emphasize the
                         fit between our theoretical goals and the extent to which we achieve
                         them. Our decision-making process centers on how systematically
                         our conceptual goals are achieved.
             5   b. We pay close attention to our values. We emphasize the fit between our
                         values and how close we are to realizing them. Our decision-making
                         process centers on the congruence between our values or purposes
                         and what we have put into practice.
            89   c. We emphasize what the organization needs. Our decision-making process
                         centers on the objectives of the organization and on what we need
                         from each function within the organization.
             3   d. We emphasize tapping into the experiences of one another. Our decision-
                         making process centers on fully using our collective experiences and
                         pushing for consensus.
                 Control                                                                 89
        Collaboration                3
          Competence                 3          Control cultures tend to have a functional
       © 2011 Trail Ridge Consulting, LLC
           Cultivation                      5
                                                focus on the current needs.
Wednesday, August 17, 2011
Retail Control Culture
            3. What do we pay attention to primarily in our organization and how
               do we make decisions?
            37    a. We pay attention to what might be and we decide by relying on
                         objective and detached analysis.
            13    b. We pay attention to what is and we decide by relaying on what
                         evolves from within the hearts and minds of our people.
            18    c. We pay attention to what might be and we decide by relaying on
                         what evolves from within the hearts and minds of our people.
            32    d. We pay attention to what is and we decide by relying on objective
                         and detached analysis.

                  Control                                      32
         Collaboration                      13
            Competence                                               37
             Cultivation                         18
                                                      Not all responses will be focused
                                                      in one culture - This indicates a
       © 2011 Trail Ridge Consulting, LLC
                                                      very impersonal culture.
Wednesday, August 17, 2011
Retail Control Culture
            5. What counts most in the organization is:
            26   a. Winning. Being recognized as the best competitor around.
             3   b. Not losing. Keeping what we've got.
            63   c. Evolving. Realizing greater potential. Fulfilling commitments.
             8   d. Accomplishing it together. Being able to say "we did it together".

             Control             3
     Collaboration                          8
       Competence                                         26
        Cultivation                                                                       63


                                                Not all responses indicate a control culture
                                                as this response indicates a cultivative
                                                response.



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Retail Control Culture Adoption

                             Due to the control culture structure and size of the
                             organization, agile adoption is more challenging
                             and takes longer as the traditional structures are
                             deconstructed in favor of more agile structures




   Agility




                 0                          1   2            3             4        5
       © 2011 Trail Ridge Consulting, LLC           Years
Wednesday, August 17, 2011
Product Cultivative Culture

                                                 This is a cultivative culture signature of a
                   Control                       small product development organization.


        Collaboration


          Competence


            Cultivation


                                       10   15          20         25        30         35

                                                   Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Product Cultivative Culture
            6. Which phrase best describes our organization?
            80   a. "We believe in what we are doing, we make a commitment, and
                       we realize unlimited potential."
            10   b. "We are the best at what we do."
             0   c. "We are the biggest at what we do."
            10   d. "United we stand, divided we fall."

               Control 0
       Collaboration                        10
         Competence                         10
          Cultivation                                                                     80


                                                 Cultivative cultures look forward and look
                                                 for growth in people through mission


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Product Cultivative Culture
            7. What counts most in the organization is:
             0   a. Security.
            20   b. Community.
            20   c. Merit.
            60   d. Fulfillment.


                 Control 0
        Collaboration                           20
          Competence                            20
           Cultivation                                                               60


                                            This company shows a strong
                                            commitment to people and their beliefs



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Cultivative Culture Path

                             Due to the smaller size and agile culture alignment,
                             adoption was natural and fast. Added agile structures
                             to focus on discipline of agility.

                                        Org growth
                                        75 -> 150!


   Agility                                      9 people at
                                                Agile 2011!




                 0                          1          2           3     4           5
       © 2011 Trail Ridge Consulting, LLC                  Years
Wednesday, August 17, 2011
McKinsey IT                          (presenting @Agile2011)


                                                 Many successful agile companies exhibit
                                                 cultivative cultural behaviors - as seen by
                   Control                       those presenting at the conference.


        Collaboration


          Competence


            Cultivation


                                       10   20          30        40         50        60

                                                   Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
From Team to “WOW” Team

                                                  This represents a summary of McKinsey
                                                  IT Agile 2011 Presentation

                                       1. BACK TO THE BASICS



                                       2. NO IDEA IS TOO SILLY



                                       3. START SMALL



                                       4. MAKE EVERYTHING FUN

       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
McKinsey IT Agile Path

                              Due to the smaller size and agile culture alignment,
                              adoption was natural and fast. Added agile structures
                              to focus on discipline of agility. Even as they reach
                              plateaus, their culture helps them move beyond them.




   Agility




                 0                          1   2           3            4            5
       © 2011 Trail Ridge Consulting, LLC           Years
Wednesday, August 17, 2011
Barbara Fredrickson @ Agile 2011




                                            Positive emotions
                                             expand awareness
                                            which enable agility



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Omnyx (GE Healthcare)
            (presenting @Agile2011)

                                                 Another cultivative (and well balanced)
                                                 organization presenting at Agile 2011
                   Control


        Collaboration


          Competence


            Cultivation


                                       10   15         20         25        30        35

                                                   Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Organizational Heartbeat

                       From the Omnyx presentation, you can see they
                       focus on culture as much as they focus on agility
                       because they see them as co-dependent.




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Omnyx Agile Path

                             Starting with a greenfield organization, in the medical
                             field, Omnyx created a culture of agility from the
                             outset and have continued strengthening it for 3 years




   Agility




                 0                          1   2            3            4            5
       © 2011 Trail Ridge Consulting, LLC           Years
Wednesday, August 17, 2011
Salesforce R&D Competence
            Culture (presenting @ Agile 2011)
                                                        Not all successful agile
                Control                                 companies are cultivative.
                                                        Salesforce.com, one of the
                                                        most documented successful
      Collaboration                                     agile organizations sports a
                                                        competence-based culture.


        Competence


         Cultivation


                                    10      15     20      25        30         35

                                                 Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
SaaS R&D Competence Culture
            8. Which of the following best describes how you feel about working
                        in your organization:
             7   a. This is a caring and "spirited" place. I feel supported.
            24   b. People are able to count on one another.
             2   c. Things are no nonsense and restrained.
            66   d. Things are rather intense. I feel like I have to be on my toes all
                        the time.

                Control           2
       Collaboration                                       24
         Competence                                                                       66
          Cultivation                       7
                                                Competence cultures tend to drive their
                                                people and have higher intensity


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
SaaS R&D Competence Culture
            9. Which of the following best describes our organization's primary approach
                         in dealing with customers?
            14   a. Partnership. We team up with our customers. We want to be able to say
                         "We did it together".
            19   b. We emphasize uplifting and enriching our customers. We concentrate on
                         realizing the possibilities and potential of our customers more fully.
            12   c. We emphasize gaining the greatest market share that we can get. We
                         would like to be the only game in town for our customers.
            54   d. We emphasize offering superior value to our customers. We try to provide
                         state-of-the-art goods or services to our customers.

                  Control                   12
         Collaboration                           14
           Competence                                                                     54
            Cultivation                               19


                                                 Competence cultures tend to drive their
                                                 products as hard as their people. Nothing
       © 2011 Trail Ridge Consulting, LLC        is good enough, there is always better.
Wednesday, August 17, 2011
SaaS R&D Competence Culture

                             “All In” approach in R&D with training/coaching
                             help brought early success. Continued expanding
                             through IT, Tech Ops, Marketing over next 4 years.
                             Agile structures have guided its continued growth.
                                                                                  > 1,000 in
                                                                                  R&D, IT,
                                                                                  Ops, Mktg



   Agility
                                250 in
                                R&D




                 0                          1   2           3            4           5
       © 2011 Trail Ridge Consulting, LLC           Years
Wednesday, August 17, 2011
Salesforce.com:
            A Financial Perspective
              Salesforce.com’s financial performance has paralleled their agility as
              compared to Apple, one of the top performing companies in the past
              decade.




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
SaaS IT Culture                          (same company)


                                                        Company cultures are not
                                                        singular. In this case,
                Control                                 Salesforce.com IT organization
                                                        exhibits a cultivative culture.

      Collaboration


        Competence


         Cultivation


                                    10      15     20         25         30         35

                                                 Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
SaaS Acquisition                            (same company)



                Control

                                                        Again, through acquisition, yet
      Collaboration                                     another sub-culture is brought
                                                        into the mixture.

        Competence


         Cultivation


                                    10      15     20         25         30         35

                                                 Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Sub-Cultures

              Working across differing sub-cultures can be very challenging and
              is what causes failure within organizations and mergers.


                Control

                                                                    IT
      Collaboration                                                 R&D
                                                                    Acquisition
        Competence


         Cultivation

                                    10      15     20      25       30            35

                                                 Percent Response
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Cultural Discovery

          In this case, a leadership summit focused on culture began to
          expose the organization to this language and their culture. It aided
          in their shared understanding of different sub-cultures.




                              R&D                       Acquisition
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
Cultural Visioning

              During the summit, cross-departmental teams envisioned new
              cultures based on what they had learned - these examples
              illustrate a desire to take the strengths across all cultures to drive
              a new future combined culture.




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What is culture?
                                Why is culture important?
                                    A Language for culture
                                            Culture and Agility
                                4 Keys to an Agile Culture




                               The Culture of Agility
                                                @petebehrens
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
What makes the difference?




                                                                Why?
   Agility




                 0                          1   2           3          4   5
       © 2011 Trail Ridge Consulting, LLC           Years
Wednesday, August 17, 2011
1. Start with Awareness




                                            Visualize the
                                            Organizational
                                            Culture




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
2. Focus on Leadership




                            Leadership             Culture


              Leadership drives culture     Culture drives leadership
                in new organizations        in matured organizations




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
2. Focus on Leadership

                                                  Leadership Agility

                                                         Catalyst
                                                         Achiever
                                                          Expert

                                            Catalyst-level leadership is required
                                            to foster and support organizational
                                            agility and an agile culture, especially
                                            when a corporate culture exhibits
                                            behaviors which inhibit agility.

       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
3. Change the Structures

                                            This is an
                                            organizational
                                            sociogram
                                            highlighting the
                                            communication
                                            structures
                                            across roles in
                                            an organization.

                                            It, along with
                                            other structural
                                            tools, can aid in
                                            understanding
                                            how the
                                            structures are
                                            enabling or
                                            hindering agility.
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
3. Change the Structures

                                                      Serving as one example,
                                                      reducing roles within an
                                                      organization can increase
                                            Fewer     communication and
                                            Roles     collaboration - keys to agility.

                                                      Increases
                                                    Communication




                                                    Source: 2004 Patterns of Effective Organizations by Neil Harrison

       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
3. Change the Structures

                                  Organizational Heartbeat

                                            Org Review Cycle

           Program Review Cycle

Sprint Cycle
                            May Jun         Jul Aug Sep Oct Nov Dec Jan   Feb Mar Apr May Jun


                Serving as a second example, creating organizational shared
                learning and collaboration structures like this organizational
                heartbeat drive increased agility.


       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
3. Change the Structures

                                                                             Organizational
                                                                             Agility Team
                                                                                     Using Agile to
                                                                                     BE(COME) Agile
                    Impediments, Challenges, Learning,
                   Tools, Surveys, Feedback, Issues, etc.



        Organizational                                                 Day
                                            Organizational




         Agility Team
                                                              Sprint                     Organizational
                                                             Backlog                        Change
                                            Backlog




                                                                             Month




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
4. Expect Constant Change

                                Agility is not a one-time event
                    it is a process of ongoing improvement


                            where change is not the exception
                                            it is the norm


                and creates an environment of insecurity
                               in our organizations constantly
       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
4. Expect Constant Change




                 “Get Comfortable with being uncomfortable”
                                            Michael Meissner, Omnyx @ Agile 2011




       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011
The Culture of Agility


                                1.          Start with Awareness

                                2. Focus on Leadership

                                3. Change the Structures

                                4. Expect Constant Change



       © 2011 Trail Ridge Consulting, LLC


Wednesday, August 17, 2011

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The Culture of Agility

  • 1. The Culture of Agility Pete Behrens Leadership Agility Coach Email pete@trailridgeconsulting.com Twitter @petebehrens Understanding why some companies succeed through sustained agility while others flounder following initial success © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 2. 93% of what you’ve learned at Agile 2011 will fail to stick in your organization* * without a supportive agile culture © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 3. What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 4. What is Culture ? What we do to succeed © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 5. Culture is to an organization As personality is to a person INTP There are many culture success models just as there are many successful personalities © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 6. What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 7. Learning Agility While many organizations adopt agile, and those that bring in outside aid do so much faster than others, few are able to sustain their agile transformation - this is the focus of the presentation Sustainability Agility Training & Coaching Internal Learning 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC Years Wednesday, August 17, 2011
  • 8. Agile is a Strategy Not the Goal! © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 9. What is Agility? Product Agility Organizational Agility Cultural Agility © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 10. What is Agility? What Process Behaviors How Roles, Teams Who Structure Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 11. What is Agility? What Process Behaviors How le ns he 11 t gi io t 20 a A ss of se 3% 9 Roles, Teams Who Structure Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 12. What is Agility? What Process Behaviors How Roles, Teams Who Structure Impacts Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 13. Steve Denning @ Agile 2011 Shift from Value to Values © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 14. What is Agility? What Process Behaviors How Focus Roles, Teams Who Structure Impacts Responsibilities Where Values Culture Beliefs Why © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 15. What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 16. A language for Culture William Schneider, The Reengineering Alternative © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 17. Control Culture Socialization base in military organizations Structured hierarchically, focused functionally © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 18. Control Culture ” ita tive o r “A uth Leaders exercise “role” power Follow chain of command Command respect and compliance Delegation is tight, clear © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 19. Control Culture ” ys tem “S "Everyone at P&G is like a hand in a bucket of water, when the hand is removed, the water closes in and there is no trace." The system is more important than people Information is guarded with care and flows down/up © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 20. Control Culture oc ess” “Pr "We are the biggest SOP company in the business.” Policy and procedure are extremely important Decision making is methodical and systematic © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 21. Collaboration Culture Socialization base in the family or athletic team Strong focus on people and interactions Success through building and developing teams © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 22. Collaboration Culture ” “We 1982 each employee gave $1,000 to buy a $30M Boeing 767 1973 during energy crisis they had a no layoff policy They shifted to other jobs, cleaning, selling tickets, etc. Personal sacrifice for the organization Camaraderie, shared celebrations, shared wealth Individual identity tied to organizational identity © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 23. Collaboration Culture e over “P eopl ss” P roce "The only difference between us and our competitors is our people, our engineers are more creative, our people are more productive, we are going to beat them." Relationship power is key People stick with the organization a long time © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 24. Collaboration Culture ” 2 =5 “2+ "When decisions have to get made, we get everyones opinion." Their CEO, a 32 year veteran with the company, still eats with packers, and junior managers Success comes through synergy from working together They hire a wide variety of people with versatility © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 25. Competence Culture Socialization base in the university Strong focus on expertise and knowledge Value competition against a standard of excellence © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 26. Competence Culture ” nary “V isio Seymour Cray "was obsessed by a vision of technological achievement, scientific purity, and quality" Focus on new products, services, markets, businesses Ideas and concepts ultimately motivate people © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 27. Competence Culture en ce” l Ex cel “ Giant research lab in electrical engineering, chemistry, biology, computer science, and physics with over 26,000 patents Success by having the best product, technology or service Pursuit of excellence, ingenuity and creativity © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 28. Competence Culture ied” a tisf ve rS “Ne "One of the things that characterizes Microsoft is insecurity. People never believe that they've got the best product. It's always the fear that somebody is going to come up with a better product." There is always more to do Considerable pressure to move ahead © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 29. Competence Culture O ut” r “Upo Culture of superstars Do whatever it takes to win Relationships are often competitive The better you can be, the more you will be rewarded © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 30. Cultivation Culture Socialization base in religious institutions Strong focus on growth and faith System of beliefs to accomplish goals Make progress towards a higher order © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 31. Cultivation Culture l ” os efu “P urp Make the world a better place, nurture people’s bodies, and uplift their souls. Expanders and enlargers of their people and organization Envision possibilities - get people on a common vision Pursuit of possibility - people possibility, uplifting © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 32. Cultivation Culture ” g anic “Or Four acre company garden Social responsibility Plant seeds and trusts nature to take its course Information is free-flowing, little is kept secret Climate is relaxed, spirited and energetic © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 33. Cultivation Culture e” ea tiv “Cr “Never kill an idea, deflect it” “Biological Structure” Encourage free flow of ideas People empowered to think independently Advocate discovery, experimentation and fresh ideas The organization is in motion a great deal © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 34. COLLABORATION Personal-Impersonal Cultures • People driven • Detached CONTROL • Organic • Systems, policies and procedures • Dynamic Impersonal Personal • Scientific • Participative • Objective • Subjective CULTIVATION COMPETENCE • Formal • Informal • Emotionless • Open-ended • Prescriptive • Emotional © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 35. Actuality-Possibility Cultures Actuality COLLABORATION • Concrete, tangible reality, facts CONTROL • What has occurred and is occurring now • Actual experience and occurrence Impersonal • What can be seen, heard, touched, measured Personal • Practicality, utility • Insights and imagined alternatives CULTIVATION COMPETENCE • What might occur in the future • Ideals, beliefs, aspirations, inspirations • Novelty, innovations, and creative options • Theoretical concepts or frameworks Possibility © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 36. Core Culture Overview Actuality Impersonal Personal Possibility © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 37. What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 38. Reading Charts and Graphs The information presented in Many of the subsequent slides the subsequent slides is from will display information in color real companies who have without coding what the color transitioned and are in indicates. Just as the various stages of introduction of the culture sustainability of agility. language, each core culture is represented by its color. The following case studies were chosen as examples of various cultures and how Blue = Control Culture understanding their culture impacted their agile adoption Yellow = Collaboration Culture and sustainability. Data was obtained through Red = Competence Culture surveying the organizations. Green = Cultivation Culture © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 39. Retail Control Culture Control Collaboration This is control culture signature of a large retail IT organization with a centralized functional hierarchy. While Competence there are many nuances to their agile adoption, in general they have been on the road for Cultivation 2 years. 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 40. Retail Control Culture 1. The people with the most power and influence in the organization: 21 a. Are charismatic, can inspire others, and are good at motivating others to develop their potential. 53 b. Have the title and position that gives them the right and authority to exercise power and influence. 21 c. Are both contributors and team players, who are an essential part of the team. People like working with them. 5 d. Are experts or specialists, who have the most knowledge about something important. Control 53 Collaboration 21 Competence 5 Cultivation 21 An example survey question and answers used to measure culture. Leaders in control cultures tend to drive through title and position. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 41. Retail Control Culture 2. Which of the following best describes the primary way decisions are made in the organization? 3 a. We pay close attention to our concepts and standards. We emphasize the fit between our theoretical goals and the extent to which we achieve them. Our decision-making process centers on how systematically our conceptual goals are achieved. 5 b. We pay close attention to our values. We emphasize the fit between our values and how close we are to realizing them. Our decision-making process centers on the congruence between our values or purposes and what we have put into practice. 89 c. We emphasize what the organization needs. Our decision-making process centers on the objectives of the organization and on what we need from each function within the organization. 3 d. We emphasize tapping into the experiences of one another. Our decision- making process centers on fully using our collective experiences and pushing for consensus. Control 89 Collaboration 3 Competence 3 Control cultures tend to have a functional © 2011 Trail Ridge Consulting, LLC Cultivation 5 focus on the current needs. Wednesday, August 17, 2011
  • 42. Retail Control Culture 3. What do we pay attention to primarily in our organization and how do we make decisions? 37 a. We pay attention to what might be and we decide by relying on objective and detached analysis. 13 b. We pay attention to what is and we decide by relaying on what evolves from within the hearts and minds of our people. 18 c. We pay attention to what might be and we decide by relaying on what evolves from within the hearts and minds of our people. 32 d. We pay attention to what is and we decide by relying on objective and detached analysis. Control 32 Collaboration 13 Competence 37 Cultivation 18 Not all responses will be focused in one culture - This indicates a © 2011 Trail Ridge Consulting, LLC very impersonal culture. Wednesday, August 17, 2011
  • 43. Retail Control Culture 5. What counts most in the organization is: 26 a. Winning. Being recognized as the best competitor around. 3 b. Not losing. Keeping what we've got. 63 c. Evolving. Realizing greater potential. Fulfilling commitments. 8 d. Accomplishing it together. Being able to say "we did it together". Control 3 Collaboration 8 Competence 26 Cultivation 63 Not all responses indicate a control culture as this response indicates a cultivative response. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 44. Retail Control Culture Adoption Due to the control culture structure and size of the organization, agile adoption is more challenging and takes longer as the traditional structures are deconstructed in favor of more agile structures Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC Years Wednesday, August 17, 2011
  • 45. Product Cultivative Culture This is a cultivative culture signature of a Control small product development organization. Collaboration Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 46. Product Cultivative Culture 6. Which phrase best describes our organization? 80 a. "We believe in what we are doing, we make a commitment, and we realize unlimited potential." 10 b. "We are the best at what we do." 0 c. "We are the biggest at what we do." 10 d. "United we stand, divided we fall." Control 0 Collaboration 10 Competence 10 Cultivation 80 Cultivative cultures look forward and look for growth in people through mission © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 47. Product Cultivative Culture 7. What counts most in the organization is: 0 a. Security. 20 b. Community. 20 c. Merit. 60 d. Fulfillment. Control 0 Collaboration 20 Competence 20 Cultivation 60 This company shows a strong commitment to people and their beliefs © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 48. Cultivative Culture Path Due to the smaller size and agile culture alignment, adoption was natural and fast. Added agile structures to focus on discipline of agility. Org growth 75 -> 150! Agility 9 people at Agile 2011! 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC Years Wednesday, August 17, 2011
  • 49. McKinsey IT (presenting @Agile2011) Many successful agile companies exhibit cultivative cultural behaviors - as seen by Control those presenting at the conference. Collaboration Competence Cultivation 10 20 30 40 50 60 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 50. From Team to “WOW” Team This represents a summary of McKinsey IT Agile 2011 Presentation 1. BACK TO THE BASICS 2. NO IDEA IS TOO SILLY 3. START SMALL 4. MAKE EVERYTHING FUN © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 51. McKinsey IT Agile Path Due to the smaller size and agile culture alignment, adoption was natural and fast. Added agile structures to focus on discipline of agility. Even as they reach plateaus, their culture helps them move beyond them. Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC Years Wednesday, August 17, 2011
  • 52. Barbara Fredrickson @ Agile 2011 Positive emotions expand awareness which enable agility © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 53. Omnyx (GE Healthcare) (presenting @Agile2011) Another cultivative (and well balanced) organization presenting at Agile 2011 Control Collaboration Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 54. Organizational Heartbeat From the Omnyx presentation, you can see they focus on culture as much as they focus on agility because they see them as co-dependent. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 55. Omnyx Agile Path Starting with a greenfield organization, in the medical field, Omnyx created a culture of agility from the outset and have continued strengthening it for 3 years Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC Years Wednesday, August 17, 2011
  • 56. Salesforce R&D Competence Culture (presenting @ Agile 2011) Not all successful agile Control companies are cultivative. Salesforce.com, one of the most documented successful Collaboration agile organizations sports a competence-based culture. Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 57. SaaS R&D Competence Culture 8. Which of the following best describes how you feel about working in your organization: 7 a. This is a caring and "spirited" place. I feel supported. 24 b. People are able to count on one another. 2 c. Things are no nonsense and restrained. 66 d. Things are rather intense. I feel like I have to be on my toes all the time. Control 2 Collaboration 24 Competence 66 Cultivation 7 Competence cultures tend to drive their people and have higher intensity © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 58. SaaS R&D Competence Culture 9. Which of the following best describes our organization's primary approach in dealing with customers? 14 a. Partnership. We team up with our customers. We want to be able to say "We did it together". 19 b. We emphasize uplifting and enriching our customers. We concentrate on realizing the possibilities and potential of our customers more fully. 12 c. We emphasize gaining the greatest market share that we can get. We would like to be the only game in town for our customers. 54 d. We emphasize offering superior value to our customers. We try to provide state-of-the-art goods or services to our customers. Control 12 Collaboration 14 Competence 54 Cultivation 19 Competence cultures tend to drive their products as hard as their people. Nothing © 2011 Trail Ridge Consulting, LLC is good enough, there is always better. Wednesday, August 17, 2011
  • 59. SaaS R&D Competence Culture “All In” approach in R&D with training/coaching help brought early success. Continued expanding through IT, Tech Ops, Marketing over next 4 years. Agile structures have guided its continued growth. > 1,000 in R&D, IT, Ops, Mktg Agility 250 in R&D 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC Years Wednesday, August 17, 2011
  • 60. Salesforce.com: A Financial Perspective Salesforce.com’s financial performance has paralleled their agility as compared to Apple, one of the top performing companies in the past decade. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 61. SaaS IT Culture (same company) Company cultures are not singular. In this case, Control Salesforce.com IT organization exhibits a cultivative culture. Collaboration Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 62. SaaS Acquisition (same company) Control Again, through acquisition, yet Collaboration another sub-culture is brought into the mixture. Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 63. Sub-Cultures Working across differing sub-cultures can be very challenging and is what causes failure within organizations and mergers. Control IT Collaboration R&D Acquisition Competence Cultivation 10 15 20 25 30 35 Percent Response © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 64. Cultural Discovery In this case, a leadership summit focused on culture began to expose the organization to this language and their culture. It aided in their shared understanding of different sub-cultures. R&D Acquisition © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 65. Cultural Visioning During the summit, cross-departmental teams envisioned new cultures based on what they had learned - these examples illustrate a desire to take the strengths across all cultures to drive a new future combined culture. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 66. What is culture? Why is culture important? A Language for culture Culture and Agility 4 Keys to an Agile Culture The Culture of Agility @petebehrens © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 67. What makes the difference? Why? Agility 0 1 2 3 4 5 © 2011 Trail Ridge Consulting, LLC Years Wednesday, August 17, 2011
  • 68. 1. Start with Awareness Visualize the Organizational Culture © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 69. 2. Focus on Leadership Leadership Culture Leadership drives culture Culture drives leadership in new organizations in matured organizations © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 70. 2. Focus on Leadership Leadership Agility Catalyst Achiever Expert Catalyst-level leadership is required to foster and support organizational agility and an agile culture, especially when a corporate culture exhibits behaviors which inhibit agility. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 71. 3. Change the Structures This is an organizational sociogram highlighting the communication structures across roles in an organization. It, along with other structural tools, can aid in understanding how the structures are enabling or hindering agility. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 72. 3. Change the Structures Serving as one example, reducing roles within an organization can increase Fewer communication and Roles collaboration - keys to agility. Increases Communication Source: 2004 Patterns of Effective Organizations by Neil Harrison © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 73. 3. Change the Structures Organizational Heartbeat Org Review Cycle Program Review Cycle Sprint Cycle May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Serving as a second example, creating organizational shared learning and collaboration structures like this organizational heartbeat drive increased agility. © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 74. 3. Change the Structures Organizational Agility Team Using Agile to BE(COME) Agile Impediments, Challenges, Learning, Tools, Surveys, Feedback, Issues, etc. Organizational Day Organizational Agility Team Sprint Organizational Backlog Change Backlog Month © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 75. 4. Expect Constant Change Agility is not a one-time event it is a process of ongoing improvement where change is not the exception it is the norm and creates an environment of insecurity in our organizations constantly © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 76. 4. Expect Constant Change “Get Comfortable with being uncomfortable” Michael Meissner, Omnyx @ Agile 2011 © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011
  • 77. The Culture of Agility 1. Start with Awareness 2. Focus on Leadership 3. Change the Structures 4. Expect Constant Change © 2011 Trail Ridge Consulting, LLC Wednesday, August 17, 2011

Editor's Notes

  1. Agenda\nIntroduction\nOverview\nUpdate on Adoption\nBrainstorm\nNext Steps\n
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  51. Scrum is a tool that we use for lean software development\nWhole Team-based approach in defining and developing solutions in short, fast cycles\nSimple Product Backlog which is estimated and prioritized by value, cost, risk and learning\nShort time-boxes to fully develop and test items in the backlog to generate feedback from customers and stakeholders\n
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