What is meant by transformation, Challenges with transformation, Learning challenges, Communication change, Mindset change

1. The Symptoms of
SuccesfulAgile
Enterprise
Anand Murthy Raj

2. Who am I?
2
1. 20+ years of Industry experience
2. One of the first to be nominated for SPCT in Asia
3. 6 years of experience in Agile Transformation
4. Work for Blinklane Consulting NV
(http://www.blinklane.com/)
5. Clients worked – Hewlett Packard, Symantec, SKF,
Healtyhways and Philips
6. Currently part of the Global Agile Transformation Program - Coach @ Philips
7. Part of a NGO www.nisvartha.org helping 700 rural talented students to see
and realize their dreams by providing “Education”

3. TheTwinTransformation Challenges
3
Transforming the Organization Transforming the People

4. Agile –Transformation Journey
Sep 20164
Large
Slow
Bureaucratic
More Productive
More Adaptive
Response-ability
Unpredictable
Unreliable
Unable
Great!! Oh! My God

5. Successful Agile Orgnaization patterns
5
Flow
Solution Alignment
Design Failures
Critical defects
Integration
Unknown-unknowns
Mindset
Silver Bullet
Superficial
Adoption
Local vs Global
Optimization
Unrealistic
Promises
Kaizen
Inability to learn
Practices over
Principles
Unscientific
Learning
approaches
Vision
Vision
propagation
Global thinking
Outcome over
output
Vision validation
Measuring
Success
Learning
Systems thinking
Personal Mastery
Mental Model
SharedVision
Team Learning

6. Learning Disabilities
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Peter Senge in the book “The Fifth Discipline“ talk about the 7
Learning disabilities
1. I am my position
2. The enemy is out there
3. The Illusion of “Taking Charge”
4. The “fixation of events”
5. The parable of “Boiled Frog”
6. The delusion of “Learning with Experience”
7. The Myth of “Management team”

7. Learning Disabilities
7
I am my position
1. Lack of “system thinking”
2. Silo mentality
3. Auto Industry: Japan engg vs American engg
4. America vs Argnetina Soccer match
5. “Some one else screwed it up”

8. Learning Disabilities
8
The Enemy is out there
1. By-product of I am my position
2. Passing on the blame
3. Non systemic view of the world
4. Lack of accountability
5. Manufacturing Engg Marketing Sales
6. American companies who lost their share to foreign competitors
1. Blamed the cheap foreign wages
2. Labor union
3. Government regulations
4. Customers betrayed

9. Learning Disabilities
9
The illusion of taking charge
1. Proactive Antidote of being reactive
2. Face difficult issues, solve problems before it gets into crisis
3. Crisis and Chaos teaches us great lessons
4. Mistakes make us hard
5. Pro-activeness is reactiveness in disguise
6. True proactive comes from seeing how we contribute to our own
problems (Bangalore steel flyover)
7. It’s a product of our way of thinking, not our emotional state

10. Learning Disabilities
10
The fixation of events
1. Conversations are dominated by events
2. In org : Sales, Promotion, fire, new product
3. Focusing into such events leads to “Event
explanations”
4. Distract from seeing long term pattern for change,
underlying causes
5. Focus on real issues like
Employee attrition, Technology updates,
Customers’ business dynamics, Employee
happiness, Pollution and issues like why are insane
humans getting into such barbaric acts

11. Learning Disabilities
11
The parable of a boiled frog
Year Japanese
Share
1960 0%
1962 < 4%
1967 10%
1974 15%
1982 21.3%
1990 25%
2005 40%
1. Learning to see slow, gradual requires
us to keep off the pace
2. Look for gradual processes that
define fate of the frog
3. Look for folks going back to waterfall
model way of thinking (metrics,
plans, documentation)
4. Pay attention to human side of
development

12. Learning Disabilities
12
The delusion of Learning with
experience
1. Walking, Eating and , crawling and communicating
– Trial and Error
2. Observe the consequences of our actions
3. Learning Horizon
4. Now being perfect, being predictable, reliable
estimates
5. No scope for error
6. “We learn best from experience but never
experience the consequences of some of our
important decisions”

13. Learning Disabilities
13
The Myth of Management team
1. Can the mgmt. teams can surmount these learning
disabilities ?
2. Maintaining the appearance of a cohesive team
3. Most management teams break down under pressure
4. Schools trains us never to admit that we do not know the
answer, Corporations reinforce that lesson by rewarding
the people who excel in advocating their views
5. No one dares inquiring into complex issues
6. Skilled incompetence’—teams full of people who are
incredibly proficient at keeping themselves from learning

14. Dealing with People Challenges
14

15. The working model
Mary Poppendieck – The friction15

16. The Communication model
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17. TheThinking Model
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18. The Communication Language
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1. Out of 24 words in English that
expresses emotion only 6 of them
are positive !!!
2. A phycologist analyzed 558 words in
English language only to find 38%
words positive and 62 % negative

19. Footer text here19
SOUL
SOLE
Selfish
Outdated
Underperforming
Lethargic
Self
Organized
Learning
Environment
The first step..

20. Footer text here20
The right step..
Practical Wisdom
The moral will to do the right thing
and the moral skill to figure out
what the right thing is – Aristotle
Wisdom makes a transition from
Efficiency to effectiveness
1. An ounce of information is worth a pound
of data
2. An ounce of knowledge is worth a pound
of information
3. An ounce of understanding is worth a
pound of knowledge
4. An ounce of wisdom is worth a pound of
understanding

21. Questions
21
References:
The fifth Discipline - Peter Senge
Switch – Dan Heath and Chip Heath
Vimeo.com – Mary Poppendieck-The Friction
Agile Adrea - Mary Poppendieck-The Scaling Dilema
The Paradox of Choice – Bary Schwartz
Systems thinking by Dr. Russell Ackoff – https://www.youtube.com/watch?v=EbLh7rZ3rhU