Executives role in agile


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Executives role in agile

  1. 1. Yet Another Experiment By Tushar Somaiya
  2. 2. Tushar is founder, director of ShuHaRiAgile, a premium agiletraining / coaching partner and coachingdojo, a uniquecommunity for agile leaders, executive coaches, agile coachesand agile practitioners to share, learn & network.Tushar has 13 years of IT experience and over 6 years of agileexperience. He is known for his fun-filled, hands-on interactivetrainings & speeches at prestigious conferences. His blogshave been re-published on ScrumAlliance, AgileAtlas & PMHut.He is an active volunteer at ScrumAlliance & PMI MumbaiChapter.Tushar Somaiya is a passionate certified professional coachwho helps executives & teams discover and unleash their truepotential. He believes in a democratic organization & self-organizing teams. He calls himself a servant leader. Throughhis NueroScience based coaching & consulting, he has helpedprojects and organizations turn agile and become truly highperforming teams.He is Results Certified Coach, Certified TransformationalCoach, Certified Scrum Master, Certified Scrum Professional,Certified System Business Analysts & one of the first 500 PMI-Agile Certified Professional.
  3. 3.  Changing business scenario Work is changing too The ask from executives Doing & being agile Live agile?Q & A
  4. 4. As if we don’t know it
  5. 5. Changes in the new economic environment are large-scale, substantial and drastically different80%70%60%50%40%30%20%10% 0% More volatile More uncertain More complex Structurally differentSource: IBM—Capitalizing on Complexity:Insights from the Global Chief Executive Officer Study (2010)
  6. 6. The life expectancy of firms on the Fortune 500 has rapidly declined to around 15 years and is headed for 5 yearsBusiness model life cycle is down to 7 years80% of new products and services fail within 3 years95% of CEO’s agree on the increased need for enterprise innovation, yet half acknowledge they have no team or process for this. Of those that do have a team/process, how many are satisfied with it?
  7. 7. “Without exception, all ofmy biggest mistakesoccurred because I movedtoo slowly.”--John Chambers, Cisco CEO,“He [Chambers] also radically changed the way he managed, turning a command-and-control hierarchy into a more democratic organizational structure.”
  8. 8. Agility is the ability to create and respond tochange in order to profit in a turbulent business environment.
  9. 9. “88% of executives cite organizational agility as key to global success.”“50% say that agility is not only important, but a core differentiator.”
  10. 10. Did you notice?
  11. 11. Hunters & Gatherershttp://iamalivep05.files.wordpress.com/2012/11/lfmc070923_hunters-gatherers_2007-09-23.gif
  12. 12. Farminghttp://blackandwhitepix.files.wordpress.com/2010/10/img762.jpg
  13. 13. Industrial Revolutionhttp://cuwhist.files.wordpress.com/2012/04/fordofbritainmerlinengines_1500.jpg
  14. 14. Knowledge Economyhttp://2.bp.blogspot.com/_GJkJnsWKXHY/TL4P8n-QioI/AAAAAAAAAjI/a4FnXcS6_1Y/s1600/the-end-of-service-economy-Olexe-
  15. 15. Missing in agenda. Hopefully only in my presentation.
  16. 16. http://3.bp.blogspot.com/_dL4lW6pqpcA/TD60dLlSgeI/AAAAAAAACsc/0WBrnjZjeUM/s1600/IndustryWorkToKnowledgeWork.png
  17. 17. Missing in agenda. Hopefully only of my presentation.
  18. 18. http://hbswk.hbs.edu/images/20000601LSkotterevolution2.gif
  19. 19. Systems Systems of of Record EngagementThemes: Themes:• Inward focus • Outward focus• Efficiency/cost reduction • Fundamentally social• Highly structured • Loosely structured• Slow to change • Dynamic/in flux
  20. 20.  Adaptingsignificant  Visionary/ changes in market transformational place leadership
  21. 21.  Leaping beyond  Energy-unleashing today’s frontiers leadership
  22. 22.  Think in terms of market-oriented visions and strategies Understand that a vision is not a plan, that a strategy is more than number Even at lower levels in organizations, they set clear direction by generating visions/strategies relevant to their areas of responsibility Believe in and seek teamwork by constantly communicating visions and strategies
  23. 23.  Communicate both with words and with their actions, and do so day after day and week after week No meeting ends without some reference to longer-term goalsMotivate action with positive incentives of all sorts: a pat on the back, public recognition, extra money in the paycheck; Tend to attack, sometimes courageously, that which can de-motivate employees, no matter the source; Dealing with these leaders, one senses the enthusiasm, even from introverted individuals;
  24. 24.  Fight past the cynicism and fear inside themselves to find their hopes, dreams, and childhood ideal When ideals are involved, just "good" is never good enough, and that attitude affects all visions and strategies Use the passion and creative power to shape exceptionally bold group goals The talk goes beyond what we do (strategies) or how we do things (rules) to who we are
  25. 25.  "Do what is right" is the guiding principal, and it’s created by appealing to very basic human values: a desire for security for self and family, for love, for respect, for opportunities to grow, for a sense of purpose in one’s life Help people unleash untapped energies in pursuit of the tough group goals by creating work that has true meaning; even spiritual; Always address the unasked (and very difficult) questions of: so what?; why are we here?; what difference can we make?; what difference should we make?
  26. 26. Shall we please?
  27. 27. Ok but HOW?http://utilityweekcouk.s3.amazonaws.com/news/images/197113.jpg
  28. 28. Agility in personal life
  29. 29. Is all of this practical?
  30. 30.  Employees acting as partners and associates make their own decision They evaluate their managers every six months Potential managers are interviewed by their subordinates.
  31. 31.  Small teams Belief in the individual No titles People choose their own work All in the same boat Focus on long term value based view rather than short term benefits
  32. 32.  No managers Personal mission “Collaborative letters of understanding” Conflict resolved by jury
  33. 33.  No formal management hierarchy People choose their own projects No one tells what to do, no fixed roles, no reviews, no such thing like promotion
  34. 34.  No positions No support functions Decide your own time Self-managing teams who owns their P&L
  35. 35. I haven’t created images in this PPT. References and credits provided at the end Ideas and words in the presentation are referred and inspired from various sources listed at the end Does this have to do anything with agile? Are we ready? What does it take? When do we start?
  36. 36.  John Kotter: http://hbswk.hbs.edu/archive/3294.h tml Bas Vodde: http://www.odd- e.com/material/2012/06_shanghai/mana gement_and_adoption.pdf Jim Highsmith: http://www.thoughtworks.com/sites/ww w.thoughtworks.com/files/files/adaptive- leadership-wp-us-single-pages.pdf
  37. 37. Tushar Somaiya ShuHaRiAgile.com CoachingDojo.org +91-9869209689 Tushar.somaiya@gmail.com