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Stop scaling… Start g...
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Andrea Tomasini
Agile...
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The Unlikely Heroes…
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What to scale?
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Delivery
Model?
Organ...
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Why scale?
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CorporateHierarchy
Co...
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Agile Pilot Success!
...
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- The Extra mile -
Pi...
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The heartbeat of an a...
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Client &
Value focus
...
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Organization Cultural...
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Organization Cultural...
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New
Organization

(up...
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Basic principles and ...
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1st Principle: focus ...
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The traditional appro...
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- The Neo -
The one p...
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The agile approach to...
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Goal PSF
NC
Agile Str...
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Strategy Map from
Mar...
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Strategy Map
June 201...
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2nd Principle: focus ...
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The matrix organizati...
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- The Linebacker -
Pr...
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Stream 1
Stream 2
Str...
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Ideas Potential ROIF ...
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Lean Canvases to crea...
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3rd Principle: decent...
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Control !
Worker 1
Su...
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- The fearless -
Desp...
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Container for empower...
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• Both on the “budget...
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• Every team has two ...
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4th
Principle: avoid
...
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t
Project 2
Project 3...
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The
Glue
Trying to re...
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t
The agile organizat...
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Release i...
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Continuos Integration...
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Overall lessons learn...
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EDD Hendrik Esser | C...
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Page 14 MC Conference...
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Page 12 MC Conference...
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Assessment
Strategy
P...
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1. There is no bluepr...
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2. Scaling is not abo...
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3. Becoming an Agile
...
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4. Experience shows t...
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5. Becoming an agile
...
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Thank
You!
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Keynote stop scaling... start growing an agile organization!

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Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.

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Keynote stop scaling... start growing an agile organization!

  1. 1. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Stop scaling… Start growing an agile organization
  2. 2. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Andrea Tomasini Agile Coach & Trainer andrea.tomasini@agile42.com @tumma72 @agile42/coaches
  3. 3. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. The Unlikely Heroes…
  4. 4. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. What to scale?
  5. 5. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Delivery Model? Organizational Structure? Teams and Processes?
  6. 6. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. We’llhave largerProjects,we needtoscale… Ithinkscaling culturewillbethereal challenge…
  7. 7. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Why scale?
  8. 8. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. CorporateHierarchy Compliance Individual
  9. 9. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Agile Pilot Success! Teams demonstrated that Agile can deliver value faster, with higher quality, and is motivating… Organizations are pressed into Agile, and react using traditional approach...
  10. 10. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. - The Extra mile - Pilot Projects succeed because people participating in them want them to succeed… and they will do anything necessary to make it happen!
  11. 11. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. The heartbeat of an agile organization…
  12. 12. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Client & Value focus Self-Organization &Autonomy Iterative & Incremental change to reduce the risk Continuous Improvement
  13. 13. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Organization Cultural Profile (CVF) Current Profile 10 20 30 40 50 60 10 20 20 20 10 10 30 40 50 60 30 40 50 60 30 40 50 60 Ad-hocracy Hierarchy M arket Clan Most of the organization today have a strong Hierarchy oriented profile Agile Values & Principles
  14. 14. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Organization Cultural Profile (CVF) Current Profile 10 20 30 40 50 60 10 20 20 20 10 10 30 40 50 60 30 40 50 60 30 40 50 60 Ad-hocracy Hierarchy M arket Clan Most of the organization today have a strong Hierarchy oriented profile To create the right context to move toward a more agile and lean culture, we need to transition toward Clan or Ad- Hocracy
  15. 15. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. New Organization
 (up to 60 people) Grown Organization (from 60 to 500 people) Corporation (from 500 to many thousands people) “One size fits all?”… Not in practice… but in Principles!
  16. 16. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Ordered Unordered Simple ComplicatedComplex Chaotic Sense Categorize Respond Best Practices Good Practices Sense Analyze Respond Probe Sense Respond Act Sense Respond Emergent Novel Disorder Cynefin Framework Organizational Change
  17. 17. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Basic principles and recurring patterns for growing agile…
  18. 18. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 1st Principle: focus on small incremental changes Whenever changing from one way of working to another, we will go through a hybrid situation where the coexistence of two different ways generates attrition, duplications and other forms of waste. The awareness of this fact should push us in delivering changes fast and in small increments…
  19. 19. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. The traditional approach to change management… …focused on standardization, before stabilization… t Design Documentation Rollout Fix Issues > 3-4 months…
  20. 20. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. - The Neo - The one person in the whole company who seems to understand how the System works from the inside… His dualism with the “Architect” is such that allows him to design the perfect organization…
  21. 21. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. The agile approach to change management… …focused on stabilization with emergent standardization… Design Rollout Doc Rollout Doc Rollout Doc Coach ≤ 12 weeks t Design Coach Rollout Doc Rollout Doc
  22. 22. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Goal PSF NC Agile Strategy Map™ Define the Goal we want to achieve Possible Success Factor (PSF) represents a hypothesis about a key factor that would enable us to achieve the Goal Necessary Condition (NC): what is needed in order to fulfill the Success Factor
  23. 23. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Strategy Map from March 2014 • The Goal for 2015 has been established • The Transition Team identified at least 7 PSFs that would provide a powerful leverage to achieve the final Goal
  24. 24. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Strategy Map June 2014 • Break out groups worked on detailing the various PSFs into actionable experiments to validate the hypothesis for organizational improvement
  25. 25. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 2nd Principle: focus on value and organize accordingly Focusing on value means to make sure that there are as few obstacles as possible in the direction of the value streams…
  26. 26. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. The matrix organization… SubSystem1 SubSystem2 SubSystem3 Infrastructure Operations PMO Project 1 Project 2 Project 3 … optimized for utilization, not value delivery… Handovers and coordination Value Client Push in the lines
  27. 27. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. - The Linebacker - Projects are getting delayed, capacity is not enough to cover all the requests, but someone can push on the lines to make the succeed…
  28. 28. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Stream 1 Stream 2 Stream 3 The agile organization… SubSystem1 SubSystem2 SubSystem3 Infrastructure Operations … optimized for value delivery and time to market Value Client Pull on the streams
  29. 29. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Ideas Potential ROIF Ready to Pull Success: we can compare the value of projects easily (using defined KPIs) and make consistent business decisions. Failure: we still have endless discussions about priority and it’s costly to prepare project info for the portfolio process High Mid HighHigh HighHigh Dev Team Unified Portfolio & Program System to focus on Customer Value…
  30. 30. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Lean Canvases to create context and focus on Customer Value… Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it. OpportunityName (title) 1. Opportunity 2. Customer Segments What is the problem to be solved? What type of customers & users will benefit from this solution? How is the customer solving the problem right now? 3. Possible Solution What are the key points of a possible solution to the presented problem? 4. Benefits What are the benefits for the customers? 6. Measuring Success What metrics will be best measure the success of the feature? 5. Business Readiness What steps are required from the business side to be able to use this capability? 7. Cost of Delay Which profile better represent the cost of delay (CoD)? 8. Costs Structure How does the cost structure look like for such a feature? One time, ongoing costs, contractors expenses, development costs? 9. Value to Customer and Business What are the expected incremental revenue for selling this feature, and what are the strategic and tactical benefit? What are the intangible values (usability, performance, customer knowledge obtained...) Opportunity Owner (name)
  31. 31. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015. • Unified Portfolio and Program System to increase transparency, to visualize Customer Value and dependencies
  32. 32. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
  33. 33. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 3rd Principle: decentralize control whenever possible Decentralization of control and decision making, reduces the feedback loops, and enables faster reaction times. It requires defining goals and constraints to allow for autonomous decision making.
  34. 34. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Control ! Worker 1 Sub 1 Worker 2 Sub 2 Sub 3 The hierarchical organization… Centralized Control, ends up overloaded, introducing delays Requests Authorization the design is based on mistrust… Information&power
  35. 35. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. - The fearless - Despite clear reporting lines, some people decide to jump across and bend rules, sometimes even do their “own” thing entirely… they are taking great risk to follow their instincts…
  36. 36. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Container for empowerment Worker 3Worker 2 The agile organization… Decentralized Control reduces overhead, and encourage collaboration the design is based on trust… Worker 1 Collaboration Information&power
  37. 37. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. • Both on the “budget” level, as well as on the expected delivery and preparation levels • This level of transparency allows to build trust between Portfolio Management and self-organizing teams • Clear Policies describing the range of autonomy the teams have
  38. 38. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. • Every team has two “avatars” to volunteer on upcoming Opportunities • The Opportunity Owner will get in touch with the team to get their input and enrich the backlog
  39. 39. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 4th Principle: avoid synchronization of flows unless necessary De-synchronization is unintuitive, but allows for parallel distributed work, without having to carry the excessive burden of coordination and handovers.
  40. 40. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. t Project 2 Project 3 Project 1 The plan driven organization… Synchronization of all Projects for a release, decreases efficiency and increases coordination costs Release Pm 3 Pm 1 Pm 2 …fixed scope and fixed date…
  41. 41. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. The Glue Trying to reduce overhead in synchronization by connecting all the dots for others…
  42. 42. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. t The agile organization… De-synchronization of development teams to reduce cost of release …variable scope and variable date… Feature A Release Team 1 Team 2 Team 3 Team 4 Feature B Release Release Feature C Release Feature D Release Feature E
  43. 43. agile42 | We make your Agile transition succeed! www.agile42.com | All rights reserved. Copyright © 2007 - 2014. Release incrementally, with higher quality Automated testing in short cycles Delivered serviceable Product in just 2 months
  44. 44. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Continuos Integration & Delivery… Switch from big product releases to incremental change, every feature is released on all platforms “Focusing on one Feature at a time allowed for faster feedback also involving stakeholders was easier… deliver fast to learn fast”
  45. 45. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Overall lessons learned Changes in behaviour happened thanks to focus on principles and values, the resulting emergent systems showed recurring and reusable patterns to produce similar behaviours.
  46. 46. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. EDD Hendrik Esser | Commercial in confidence | © Ericsson AB 2015 | 2015-02-11 | Page 2 Commitment – We have moved from the question “are you committed?” to “how can we deliver?” Distribution instead of hierarchy – Planning/forecasting is distributed: many people do this from different angles (Strategy, Product Roadmap, Product Release, Feature, Sprint) – Each party trusts the other that they do their part of the whole. – Continuous flow of planning, follow-up and adaptation Collaboration instead of co-existence – No “contracts” between parts of Ericsson – Collaboration with a lot of interaction to drive alignment and by this enable autonomy. Most significant Changes after 7 years through transition
  47. 47. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Page 14 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved Fast Lane PLC319F Lean transformation in practice Learnings •  Direct communication is the enabler for doing the necessary things at the right time •  Timeboxed development is mandatory to establish learning methods •  Ranked backlog / visualization creates unknown transparency on where we stand - over 7 teams, with more than 40 people •  Giving responsibility into the teams leads to outstanding engagement and results •  Thinking in customer value within each iteration gives us control on the functionality of our deliverables
  48. 48. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Page 12 MC Conference | May 2014 Gunther Birk / I DT MC R&D 11 Restricted © Siemens AG 2014. All rights reserved Fast Lane PLC319F Adopting lean thinking to hardware development The Question How can we be sure, that our redesign will be o.k.?! Parallel Sourcing - Serial material - Testing Equipment - Rapid Prototypes Parallel Qualification - Typetest - Loadtest Risk Exclusion -  Execute Complete DVT -  Evaluate Production process -  Build up production samples •  Speed-up by 40% •  Enhanced Quality •  Enhanced Design for Production Blog: LEAN@MC - english Blog
  49. 49. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Assessment Strategy Pilot Projects Rollout Enterprise Transition Framework (ETF)
  50. 50. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 1. There is no blueprint for an Agile Organization, as from the moment you’ll try to define one, it won’t be Agile anymore! agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
  51. 51. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 2. Scaling is not about the delivery or a model it’s about culture change, and continuous improvement agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
  52. 52. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 3. Becoming an Agile organization it is not a goal, but a means to a Goal agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
  53. 53. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 4. Experience shows that there are recurring patterns emerging by embracing specific principles. Using this experience can be extremely valuable on your own journey agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
  54. 54. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. 5. Becoming an agile organization is a team sport, and everyone needs to change before she can help other changing… agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
  55. 55. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Thank You!
  56. 56. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. More food for thought... http://slideshare.net/tumma72
  57. 57. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Copyrights notice All material produced in this presentation is protected by the Creative Common License 4.0 (by-nc-sa). The brands and logos of agile42, Enterprise Transition Framework ETF, Team Coaching Framework TCF and Agile Strategy Map are Copy Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused without written authorization
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Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.

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