The Challenge of the next decade... Transforming Corporate Managers... into Agile Leaders

3,522 views

Published on

It seems that even if more than a century passed by since the invention of the Corporate structure and the hierarchical management, they are still the most adopted form of structure used today. How can this be? Are Corporate and Management outlasting any other technology and organisational evolution happened over the last 100 years? Or are we just having to deal with very resilient structures, which are hard to dismantle? Or did we ever even thought about challenging them? This presentation is focusing in particular on those aspects which are related to transforming a corporate into an agile company, and mainly challenging those institutions that make the life of the management very difficult. The disconnect between the agile principles and values and the traditional management approaches using a push system and a strong hierarchy are very taxing for the managers and for the teams. Over the past 5 years agile42 has been working helping many companies to successfully convert into agile organisations, during this process we developed many tools to support the management to move toward what we call "Agile Leadership". In this presentation I am introducing some of those tools, and also sharing a practical way to assess your own organisation status, as well as some tools to start shifting the balance from Management to Leadership.

Published in: Business

The Challenge of the next decade... Transforming Corporate Managers... into Agile Leaders

  1. 1. The Challenge for the nextDecade...transforming Corporate Managers... into AgileLeaders...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  2. 2. Andrea TomasiniAgile Coach & Trainerandrea.tomasini@agile42.comagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  3. 3. Why is that needed?Let’s have a look at what happens at our businesses... agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  4. 4. Time to Market .5 years 13 3 we e ks 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 2006 Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, Californiaagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  5. 5. mo re &Pro d ucts co m plex m oreagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  6. 6. too slo w too too exp en$ive c om p le xNo more Mediocrityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  7. 7. Customers canchange ... ... and they will!agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  8. 8. ate lu eva s er vic es st om serCu our Cus tom oth ers er c infl ust uen ome ce rs Customers are in control of the business Customer Capitalism agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  9. 9. as Corporate Managers... What are we doing about it? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  10. 10. Corporate Individual Hierarchy Complianceagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  11. 11. We change thestructure ... ... every 6-9 months agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  12. 12. We expect to gain moreagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  13. 13. ChaosDispiritDemotivationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  14. 14. Symptom ≠ ProblemWhy?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  15. 15. I am... an ag er ?? ?M EM EA n por atio Cor Tr ade ide Wo rldw ... my positionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  16. 16. The Enemy is ... ... out thereagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  17. 17. TheIllusionto ... ... take chargeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  18. 18. TheFixation ...... on eventsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  19. 19. The Parable ... ... of the boiled frogagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  20. 20. The delusion of ...... learningfrom experienceagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  21. 21. The Myth of the Management Teamagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  22. 22. Mana!mentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  23. 23. ways been It is al th ere... Immutable Truthagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  24. 24. command & control hierarchyimpersonalcommunications competition through economies of scale and cost reduction w ork nn ed tly pla t ighagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  25. 25. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  26. 26. cial & SoWhy? E co con nd om i t io ic ns agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  27. 27. “In the past, Man has been first. In future, the system must be first” (Frederick Taylor, The Principles of Scientific Management, 1911) “The goal of the system is to make individuals as predictable and controllable as the capital assets for which they are responsible” (Harold Geneen ITT, 1965) The System Has Stopped Deliveringagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  28. 28. knowledgesemi-skilledagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  29. 29. orkforceCo m mitted Wagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  30. 30. 20th century 21st centuryCustomers take chargeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  31. 31. What we should do about it instead! as Agile Leaders...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  32. 32. Em p i rical P roces s Contr ol inc i p le Iter ul l pr ativ P e king & Thin Inc Lean rem ent al Agile Reading Glassesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  33. 33. Empirical Process controlAgile is based on empirical control, through transparency, inspection andadaptation the best processes are emerging while doing, and only retrospectively itis possible to recognize successful adaptation from non successful onesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  34. 34. Defined Process Control Production-based processagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  35. 35. Empirical Process Control R&D based processagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  36. 36. Pull PrincipleAgile approaches are based on pull principle which allows self-organizing teams topull in work and knowledge as needed in order to deliver valuable quality softwareagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  37. 37. Pu Pull shC ti on Focus on value om ra bo pl lla En i an o C for ce cem ent Individual Teamagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  38. 38. Lean ThinkingLean Thinking inspired process improvement through constant observation of theunevenness in a flow, resources or people overburdening and elimination ofwasteful activitiesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  39. 39. do not overload yourOverburden People (無理: muri)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  40. 40. UnnecessaryVariations(斑: mura) keep the Flow Evenagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  41. 41. Wasteful Activities (無駄: muda)remove non value adding Activitiesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
  42. 42. Iterative & IncrementalDelivering a product in subsequent iterative releases, not only improves the explicitquality of it, it also allows everybody involved in its development as well as everystakeholder, to learn better what is really needed to support a business visionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  43. 43. it e lu y Do d it Va ea ve ne ea d R o Id pr d ! A fy Im ri Ve 1 2 3 4 5 0% 100% Iterative & Incrementalagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  44. 44. Every Increment: ✓is inspect-able ✓adds value ✓it’s high quality ✓it’s ready to shipagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  45. 45. sta rt a NEWagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  46. 46. Br eak e I ron th ang le! Tri rs W me or to k er s Cu Organization sagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  47. 47. Pu Pull shC ti on Focus on value om ra bo pl lla En i an o C for ce cem ent Individual Teamagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  48. 48. Agile Leadership Progression Timeline (1/5) Leader’s Skills • Technical Expert Hierarchical • Planner & Organizer • Delegator • Controller Characteristics • Controlling • Individual Evaluation • Individual Rewardagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  49. 49. Agile Leadership Progression Timeline (2/5) Leader’s Skills • Group Communication Enlightened • Problem Solver • Conflict Resolution • Group Dynamic Characteristics • Participative • Individual Evaluation • Individual Rewardagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  50. 50. Agile Leadership Progression Timeline (3/5) Leader’s Skills • Facilitator Shared • Leader • Conflict Resolution Characteristics • Participative • Collaborative • Team Evaluation • Team Rewardagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  51. 51. Agile Leadership Progression Timeline (4/5) Coordinated Leader’s Skills • Coach • Benchmarking Characteristics • Collaborative • Peer Evaluation • Team Rewardagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  52. 52. Agile Leadership Progression Timeline (5/5) Agile Leader’s Skills • Strategic Planner Characteristics • Empowered • Peer Evaluation • Team Reward • Team Recruitmentagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  53. 53. Who is responsible?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  54. 54. Pyramid of Results g e na Results Ma Culture nc e h e ba t t Actions if la ad sh BeliefsLe coaching is an ongoing long term investment Experiences The “Results Pyramid” is copyright of Partners in Leadership LLC agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  55. 55. D irection E nvironment C onstraints K nowledgeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  56. 56. Relationship Behavior Participating Selling DECK Delegating Telling Leaders Behavior agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  57. 57. Actuality Collaboration Control ImpersonalPeople Cultivation Competence Possibility William Schneider - The four Core Cultures agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  58. 58. De lig ht on s si es s c c a S u Pagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  59. 59. What’s the recipe?1) Focus on Value, notcompliance!agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  60. 60. What’s the recipe?2) Encourage and nurtureengagementagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  61. 61. What’s the recipe?3) Work with Self-OrganizingTeams, so to use all the brain-power you have availableinstead of only 1 on 5!agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  62. 62. What’s the recipe?4) Use empirical control, focuson outcome not on output!agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  63. 63. What’s the recipe?5) Start to shape your neworganization by changingyourself first!agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  64. 64. What’s the recipe?6) Understand it is a culturalchange... and it’s not about youagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  65. 65. Y ou! h an k Tagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  66. 66. More food for thought... http://slideshare.net/tumma72agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

×