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Transformation Case Study Highlights
The document outlines a transformation case study led by Michael Sahota for a 100-person internal department delivering digital media. It emphasizes the importance of agile enablement, aiming for quality, speed, collaboration, and empowerment while facing challenges in execution and culture. The approach includes co-creating a plan, building trust, and implementing small changes to address accumulated organizational debt over time.
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Transformation Case Study Highlights
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- 2. About Michael 17 yearsIT 11 years Agile STRATEGIC PLAY® !
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- 4. Context • 100 person internal department • Delivering Digital Media (websites, audio, video) • Select via RFP process for training and some follow-‐up coaching • Working together with Paul Heidema • We are “The Agile Trainers” • We have 5 days to understand what is going on and co-‐create a plan. (clock is Lcking) 4
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- 6. Why Are WeHere? • We are guides on Journey • What is the Will of the system? • “Agile Enablement” -‐ ambiguity creates opLons. • Workshop: Why are we doing Agile? • Agile is not the Goal! Agile supports the Why. 6
- 7. Why #1 – A Quality Product Why #2 – Speed and Effectiveness Why Are We Want Agile?
- 8. Why #3 – Collaboration Why #4 – Empowerment Note: Agile is not the goal!
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- 10. Discovery • Get the word on the street • Capture emoLonal stories with Lego • Write down exact quotes • IdenLfy Themes and back up with data 10
- 11. Many Disparate Pieces à Don’t interconnect Jumble: Hard to figure out how to move and understand
- 12. Top-‐down – looks great BUT Technically absurd. Can’t change what’s built. “Meets requirements on paper”
- 13. WALL Stopping us. Feel constrained. Impediments. Green = Meetings, meetings, meetings Red = Conversation Gray = what gets done.
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- 16. Report Out • Share challenging observaLons with compassion. THIS IS KEY. • Role-‐Playing Morpheus • Invite execuLves to make a choice 16
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- 18. Co-Create a Plan •Stance: Be authenLc and vulnerable • We are in this Together. • Talk about fears • Use secret ballot for gebng direcLon • Set direcLon, not details • Failure to decide is Failure of the iniLaLve • Write the IncepLon Deck/Charter Immediately 18
- 20. Secret Ballot: How Many Days forTactical Strategic Cultural?
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- 22. Transformation Model • Allow things to unfold. Star on Horizon. Baby Steps. • Don’t Ever use the word “TransformaLon” -‐ too scary! • Complex AdapLve Systems • Grow leadership TEAM • “It’s all the lifle things. No big event.” • It is hard because we are making small changes day by day. No big TA-‐DA. • It is hard and slow because we are paying off years of accumulated OrganizaLonal Debt. 22
- 23. Create an Culture“Attractor” Who are we now? Who do we want to be? Identify small safe-to-fail experiments
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- 26. What Unfolded • Culture Reboot Roadmap • Teamwork & CollaboraLon Skills Training • Temenos Leadership Retreat -‐ “It was scary at the Lme, but now I see how essenLal it was to our success”. • OrganizaLonal Design (Culture) Training • Crowd-‐source decisions • Agile Training (aker 2 months) -‐ “Now I understand why we waited to do Agile training. It makes total sense”. 26
- 28. Build Trust &Safety (Temenos Workshop) ➢ Great teams are built on trust. ➢ Take time to value one another as human beings ➢ Tell our story 1. Past (Influence Map) 2. Present (Clean Slate) 3. Future (Personal Vision)
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- 30. Insights • “It’s all the lifle things. No big event.” • It is hard because we are making small changes day by day. No big TA-‐DA. • It is hard and slow because we are paying off years of accumulated OrganizaLonal Debt. 30
- 31. What I Did (thatmade the difference) 1. Uncover what’s really going on 2. Share observaLons in a loving and caring way 3. Help people choose their own reality and desLny 31
- 32. Contact me forhelp with this Phone me: 416.999.3297 Email me: michael.sahota@agilitrix.com Sign up for my newsletter at: http://agilitrix.com I wrote “the book” on Agile & Culture.