Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)

1. The Anatomy of an Agile
Organization
Becoming Agile: starting from a team and ending to
a whole organization!
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2. Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com
@tumma72
@agile42/coaches
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3. How much spicy do you want it?
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4. Why an Agile Organization?
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5. Compliance
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Individual
Hierarchy
Corporate
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6. We change the
structure ...
... every 6-9 months
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7. We expect
to gain
more
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8. Chaos
Dispirit
Demotivation
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9. Symptom ≠ Problem
Why?
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10. Agile Pilot Success!
Teams demonstrated
that Agile can deliver
value faster, higher
quality, and is
motivating
Organizations are
pressed into Agile, as
they can’t seem to find
a way back...
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11. Fear of a Revolution,
pushes companies to
impose old structures
and control systems on
Agile Teams...
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12. And the carousel starts again...
1.Enforce Rules & define KPIs
2.Measure individual performance/compliance
3.Focus on accountability not value
4.Get it right the first time...
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13. What makes a team Agile?
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14. 1. Agile Values & Principles
Agile Values & Principles are supporting teams developing
the right attitude to enable continuos and regular value
delivering to the client, while continuously improving
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15. Individuals & interactions
Working software
Customer collaboration
Responding to change
o
v
e
r
Processes & tools
Comprehensive documentation
Contract negotiation
Following a plan
We recognize
the value here...
We value
this more….
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16. 2. Empirical Process Control
Switching from measuring compliance to measuring
outcome
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17. Defined Process Control
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The time required to complete a
repeatable action is a valid proxy to
predict time to complete
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18. 8!
6
20
5s
80?
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38
10s
76?
52
15s
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69?
20s
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19. Empirical Process Control
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Every step performed while
creating a new product is unique,
only outcome can be trusted
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20. 3. Iterative and incremental
Stop assuming you already know what the client wants and
discover it while building it together
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21. I need to move from A to B faster, and avoid
traffic…
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22. I am not that good at stating in equilibrium I
need something more stable…
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23. I am stable now, but not fast as I would
like to be, can we go faster?
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24. I figure I am pretty tired in the evening, and
though I like sport, I still need to be faster
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25. What is this?
Inspect the outcome and
learn to validate your
assumptions & hypothesis
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26. 4. The power of Pull
Creating ideal conditions for collaboration and shared
responsibility
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27. Focu
s
on va
lue
Pull
on
ti
ra
Team
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om
pe
ti
ti
nce
lia
mp
C
C
sh
Co
lla
o
bo
Pu
on
Individual
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28. 5. Self-Organization
Teams are organizing and managing themselves, as they
are taking responsibility to deliver value and maximize their
effectiveness and efficiency
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29. f- d
el ze
s
i
an
rg
o
managed
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30. ...all on the same boat
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31. 6. Focus
Deliver value, one step at a time by stopping starting new
things, and focusing on finishing already started things
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32. Focus: Getting things done, one at a time...
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33. 7. Continuous Improvement
Organization and structures are constantly challenged in
order to deliver more value and faster. Teams are
empowered to change the way they work and organize
themselves, and they do it at regular intervals
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34. (無理: muri)
Overburden
do not overload your
People
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35. Unnecessary
Variations
(斑: mura)
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keep the Flow
Even
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36. Wasteful
Activities
(無駄: muda)
remove non value adding
Activities
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37. What makes an Organization
Agile?
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38. Every Organization is constituted of parts interacting with each
other. These aim at moving the whole organization towards fulfilling
its vision, by delighting as many customers as possible on the way
i bi l i t y
Vis
Safety
& Direction
Vision
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39. … and under the hood some more important things
Co mfort
g &
r in l
tee tro
S
on
C
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40. 1. Agile Values & Principles
Agile Values & Principles are bringing within an organization
a culture of collaboration and cultivation, focusing on
customer delight
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41. Actuality
Agile
Values &
Principles
Cultivation
Control
Competence
Possibility
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Impersonal
People
Collaboration
William Schneider - The four Core Cultures
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42. Ma
na
g
Culture
Actions
Beliefs
Le
sh
Results
ad
if
ba t t
h
la
nc e
e
e
Pyramid of Results
coaching is an ongoing
long term investment
Experiences
The “Results Pyramid” is copyright of Partners in Leadership LLC
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43. 2. Empirical Process Control
As we want to improve continuously, we need to establish
ways to control the processes, which are not bound to the
processes but to the outcome...
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44. e
Tim
op
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Sc
Stop using
vanity metrics
and KPIs
measuring the
process
e
the
reak
B
ron
I
le!
iang
Tr
Costs
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45. ear
cl
re a
Sha
set
and
ion
Vis
on
mm
co
a
n...
tio
irec
d
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46. tegy and validate
Share a stra
th while you go...
the pa
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47. What is this?
Inspect the outcome and
learn to validate your
assumptions & hypothesis
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48. 3. Iterative & Incremental
Stop dreaming to get the 100% perfect results at the first
time. It is not going to happen, and even if, would simply
cost too much...
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49. People will fear
to change,
unless it feels
safe to fail...
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50. Experiments don’t have to be perfect,
they need to allow you to validate
changes incrementally
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51. 4. The power of Pull
Nurture a Pull environment where people can take
responsibility and ownership of their actions. Delegate
capacity management within the teams, and prepare just
enough things to pull as needed, or will be waste...
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52. By preparing enough
“items” to be
worked on, you
allow your teams
to pull just as
much work as
they think they can
deliver...
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53. ill
w
u
r
u
yo
yo
so ize
…
nd
a
im
ax ity,
m
e
c
pa l th
ca
l
er
a
e
ow
s
-p
u
se
r
e!
av
ho
h
u
yo
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54. 5. Self-Organization
Make it easy and comfortable for teams to exchange
experience and collaborate. Allow the teams to determine
which structures are better suited to achieve a given goal...
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55. Allow
to
retros
pect o
ften
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56. rage
ncou
E
rming
fo
nity
mmu
Co
tice
Prac
of
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57. 6. Focus
Deliver value, one step at a time by stopping starting new
things, and focusing on finishing already started things
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58. ashur c
e yo
ximiz
Ma
what
ering
deliv
by
flow
fore
d, be
tarte
ave s
ou h
y
thing
ome
ing s
tart
s
ew...
n
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59. 7. Continuous Improvement
Organization and structures are constantly challenged in
order to deliver more value and faster. Teams are
empowered to change the way they work and organize
themselves, an organization needs to focus on optimizing
the whole...
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60. grade your
ou can up
Y
ore Agile
ine, with m
eng
Teams...
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61. And you may succeed
fitting it into the existing structure...
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62. But probably you will challenge the
structure and think it anew...
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63. So let your organization evolve through
validated learning...
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64. … faster feedback loops are necessary
to be faster on the road to success...
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65. … the instruments of control that you
successfully used so far...
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66. … need to be updated with new metrics
to measure the outcome in detail...
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67. gy might not be
A static strate
r the new speed...
suited fo
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68. You might need a more dynamic and adaptive way of
directing your company, to reflect changes rapidly...
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69. Finally, you will need to develop internal
leadership and coaching capabilities, to allow
your organization to adapt rapidly and
continuously to changes!
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70. 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!
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71. 2. Build the Organization
around your Teams, and allow
for maximum value delivery.
Subordinate any structure to
the purpose of delivering
value faster (emergent
design)
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72. 3. Becoming an Agile
organization it is not a goal, it
is a conscious decision to
embrace a journey towards
continuous improvement
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73. 4. Becoming Agile starts from
changing your mindset, and
that requires openness,
respect, focus, commitment
and courage!
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74. k
n
a
h
T
!
u
o
Y
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75. More food for thought...
http://slideshare.net/tumma72
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76. Copyrights notice
All material produced in this presentation is protected by the
Creative Common License 3.0 (by-nc-sa).
!
Images of Porsche and related parts are sole property of Dr. Ing.
h.c. F. Porsche AG, and have been used unmodified as a
metaphor completely unrelated to the automotive business
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