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[en] Enterprise Agile adoption - Limits and levers

Where you cannot implement Agile? What are the levers to accelerate your Agile adoption? Among main levers you can find: a powerful reason; a specific company and management culture; a customer-focused organization, Agile Champions and simple and automated processes for fast feedback.

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[en] Enterprise Agile adoption - Limits and levers

  1. 1. 1 Enterprise Agile adoption Xavier Albaladejo Limits and levers Agile Spain Conference December 2015 v2.0
  2. 2. 2 PMA Postgrado en Métodos Ágiles  Xavier coordinates a Postgraduate in Agile Methods at La Salle, he is Certified Scrum Practitioner, Certied LeSS Practitioner, founder of and Agile Barcelona and he has been president of Agile Spain. Bio  His work as Agile Expert en AXA MedLA IT (Mediterranean- Latin-American Region) consist on introducing Agile as part of Digital transformation in the countries of this region, with the aim of increasing their speed and flexibility to adapt to customer needs.  Xavier Albaladejo specialty is organizational transformation based on Agile-Lean principles.
  3. 3. 3 ? Why are you reaching limits in your Agile adoption? Why will it not work?
  4. 4. 4 Everyone is pursuing his/her own priorities. People work for themselves, not for the global objective.
  5. 5. 5 There are managers (in Business and in IT) who have no interest in changing.
  6. 6. 6 Culture In certain areas is not collaborative by Command & Control. Some managers are afraid of loosing control of the situation and putting into risk their own personal interests.
  7. 7. 7 A lot of groups / areas / departments are needed to achieve a Business objective and there are many dependences between them. They are plenty of complex processes, forced conformance, validation gates, ….
  8. 8. 8 They are lack of engineering practices and tools to allow faster changes with quality, in order to quickly check their impact in customers / end users.
  9. 9. 9 People don’t really know what is Agile about, the implied cultural change and the needed re- organization (in order to quickly launch products and adjust them to the market). And if they ‘d know this, it’s possible that they’d get mentally stuck because of the changes to be done. It is not very clear the “what, how and who” of an Agile transformation. “Traditional” trainings are not helping very much in your real world and they are not enough to change behaviors.
  10. 10. 10 Transformation Change Management Culture Organization & processes Levers
  11. 11. 11 Agile levers Is there a powerful purpose for the change in your organization? What problems / pains to they have? Are they economic issues? To be the first in the market, to survive, …? What is the urgency of this change?
  12. 12. 12 Agile levers There are many things to be aligned, so you need high level sponsors that also set priorities in the change and explain what it is about. As Agile is for improving company results, a key sponsor must be placed in the Business side in order to act as the ultimate lever for the whole organization. It’s essential that these sponsors have a idiosyncrasy that is aligned with Agile (collaborative and open minded – test&learn) and they give example of behavior.
  13. 13. 13 Agile levers High Management transformation needs of specialized coaching, coaches who talk their language, who know how to take advantage of the organization and hierarchy in order to get results, experienced in creating a strategy on cultural change management and organization re-desing.
  14. 14. 14 Agile levers When starting introducing Agile, it’s important to identify the right people, early adopters / volunteers that will ensure success and will act as “social “ ambassadors by telling the benefits, showing results, why their life have improved.
  15. 15. 15 Agile levers Coaching is a fast and secure change approach (not only in practices and techniques but also in the way of thinking and working as a team). It’s also needed specific coaching in engineering practices and automation in order to get early feedback.
  16. 16. 16 Agile levers In order to develop products in an agile, fast and flexible way, you have to create autonomous teams that include all end-to-end skills, so simplifying processes. This re- organization fosters cultural change (by changing roles and aligning goals).
  17. 17. 17 Agile levers You have to set new collaboration principles with your providers in order to create more transparency, work as a team and jointly improve.
  18. 18. 18 Agile levers Team work is a differential factor of more competitive companies. In the start of a cultural shift, you have to asses the adherence to teamwork principles and establish mechanisms/practices in order to reinforce them.
  19. 19. 19 Agile levers Managers should be more systemic and oriented to grow their people (in competences and empowering them). To achieve this, a system of 360 feedback should be in place as well as give them methods for working in their improvement areas.
  20. 20. 20 Agile levers You should ensure that time for learning exists and that this knowledge is spread among all teams. You should create a bottom-up improvement process in order the teams can continuously identify what they need to run and be efficient at an organizational level.
  21. 21. 21 Agile levers It’s crucial to quickly validate your business value hypotheses in your customers / real users and nimbly incorporate this feedback in order to adjust your product to the market (thing that only you can achieve if you have a simple organization, oriented to business initiatives and with a culture of teamwork) 
  22. 22. 22 Next steps Identify the levers for your limits. Think on a strategy to create your levers. Identify the right people to involve that will support you. Create the context step by step, test & learn. It will take time. Iterate!!