Uploaded byAndrea Provaglio
Why Agile Transformations Fail (and what you can do about it)
The document discusses the common reasons why agile transformations fail, highlighting the detrimental impacts on businesses, employees, and future adaptability. It emphasizes the complexity of agile implementations, the pitfalls of superficial practices, and the importance of leadership and comprehensive understanding in driving successful transformations. The author, Andrea Provaglio, provides insights from his extensive experience in agile coaching and advises on effective strategies for change agents and decision-makers.
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Why Agile Transformations Fail (and what you can do about it)
- 1. WHY AGILE TRANSFORMATIONSFAIL (AND WHAT YOU CAN DO ABOUT IT) Andrea Provaglio
- 2. ANDREA PROVAGLIO Andrea Provagliois one of the most senior Agile practitioners in Italy, with over two decades of experience, clients in three di ff erent continents and experience on a wide range of companies and organisations, both in the private and in the public sector, ranging from the United Nations and large multinationals to small and dynamic companies. He works in Europe and he is based in Italy. Executive Business Agility Advisor, Senior Agile Coach, Keynote Speaker, Mentor, Certi fi ed Agile Trainer In addition to his main coaching and consulting activity inside companies, Andrea is a regular speaker at major international Agile conferences, where his talks are usually appreciated for their innovative and ground-breaking perspectives. Andrea is also a regular faculty member of the Executive MBA Ticinenis with the University of Pavia, where he lectures on Agile management and highly adaptive organizations. ICAgile’s Authorized Instructor Professional Scrum Master Professional Product Owner Certi fi ed Agile Leadership Agility in HR Professional MAIN CERTIFICATIONS Scrum at Scale Practitioner MAIN CLIENTS During his previous career in IT he also worked for four years in the USA, on an O-1 work visa for "extraordinary abilities in Sciences.”
- 3. AN OPEN SECRET INTHE TRADE Quite a few Agile “transformations” fail — sometimes spectacularly
- 4. HOW DOES AFAILED TRANSFORMATION LOOK LIKE?
- 5. LIKE THIS Australia andNew Zealand Bank Agile “New Way of Working”
- 6. “It’s been adisaster. Whoever becomes the next CEO, the fi rst thing they’ll do is to get rid of agile. -Former ANZ Executive Read the article, though. There are other voices.
- 7. DAMAGING THE BUSINESS The costof the attempted transformation exceeds the bene fi ts
- 8. DAMAGING THE PEOPLE Stress, burnout,frustration, anxiety People leave or silent-quit
- 9. DAMAGING THE FUTURE Falling behindbusiness and social changes
- 10. WHAT MAKES A TRANSFORMATIONFAIL Disclaimer: these are a few personal observations, reality is more complex
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- 12. IT’S HARD TO UNDERSTAND WHATAGILE REALLY IS Born in a highly technical industry that sells products made 100% of intellectual work https://flic.kr/p/2mb6vET
- 13. ORGANIZATIONS ARE IMPLICITLY OPTIMIZEDTO AVOID CHANGING THE STATUS QUO MIDDLE- AND FIRST-LEVEL MANAGER AND “SPECIALIST” POSITIONS & POWER STRUCTURES — Craig Larman https://flic.kr/p/AEyVHF
- 14. AGILE AS A COMMODITY Frameworks,tools, consultants that “install” Agile
- 15. FAKE AGILITY “10,000 Jiratransactions per month” — ANZ https://flic.kr/p/e2cXrf
- 16. SHALLOW AGILE Just process,missing the real potential
- 17. INEXPERIENCED COACHES You need thescars, not just badges
- 18. SOME INDICATORS OF HEALTHY AGILE Healthyfor the business, people, society – + People’s well-being – + People’s engagement – + Business resilience and adaptability – + More value-adding activities, less waste – + Continuing organizational learning
- 19. WHAT YOU CANDO ABOUT IT Change Agent Decision-maker
- 20. AVOID MANICHAEISM Simple dichotomies cannotaddress complexity
- 21. AVOID HOLY CRUSADES In thename of your own idea of Agile
- 22. FOCUS ON THE BUSINESSAS WELL AS ON PEOPLE Tree-hugging Agile is cozy but not sustainable
- 23. LEARN, THINK, DECIDE Study, discuss,understand Agile Simple notions are dangerous Photo by Evan Bench from paris, france, CC BY 2.0
- 24. LEADERS GO FIRST Don’t justmake“them” change. You should be the fi rst to lead the way.
- 25. MAKE YOUR VALUE STREAM AGILE END-TO-END UsingAgile for “production” only is pointless
- 26. OWN YOUR AGILITY Don’t externalizeyour evolution
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