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Welcome!Why Care About Your Organisation’s Culture?
Kent Scrum UG
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Our Vision
Individuals and interactions
Working software
Customer collaboration
Responding to change
While there is value in the items on the right, we value the items on the left more.
Over
Over
Over
Over
We are uncovering better ways of developingsoftware by doing it and helping others do it.
Processes and tools
Comprehensive documentation
Contract negotiation
Following a plan
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Scrum Education Units (SEU)
Category A: Scrum Alliance Scrum GatheringsUp to 45 SEUs can be earned at a rate of one credit per hour of participation in:• Scrum Alliance Global Gatherings• Scrum Alliance Regional Gatherings• Scrum Coaching Retreats• Scrum Alliance-Sponsored Events• Scrum Alliance-Endorsed User Group events
and activities. 2 SEUs
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Create some noise!
@KentScrumUG@DrJojic
Why Care About Your Organisation’s Culture?Dragan JojicHead of Culture at Radtac @DrJojic
1998Est.
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The problem with change
Are you changing or are you being changed?
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Why do I care about organisational culture?
“Never try to teach a pig to sing. It wastes time and annoys the pig.”
Robert Heinlein
“…you can’t get there from here”New England saying from “Which way to Millinocket?”
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What is needed for a successful change?
Source: Jeffrey Hiatt, “ADKAR: A Model for Change in Business, Government and Our Community” (Prosci Learning Center, 2006)via Jurgen Appelo, “How to Change the World” (Jojo Ventures BV, 2012)
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Barriers to ‘Agile Enterprise’
“...structural inertia, with layers and layers of management, and cultural inertia, which is the
‘this is how things are done here’ attitude”Prof. Costas Andriopoulos, Cass Business School
Source: “Wake up call to big business as tech-savvy newbies set the pace” (The Times, 8 September 2015)
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Barriers to Agile adoption
Leading causes of failed Agile projects
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Barriers to Agile adoption
Leading causes of failed Agile projects
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Why Care About Your Organisation’s Culture?
Source: The Radtac Blog: Agile Evolved http://www.radtac.co.uk/blog/why-should-you-care-about-your-organisations-culture/
“Everything is much harder and takes longer
if you are rowing against the flow of culture”
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What is Organisational Culture?
“The way we do things around here in order to succeed”William E. Schneider
“Culture is our collective comfort zone”Marcella Bremer
“The way in which members of an organisation relate to each other, their work and the outside world”
Geert Hofstede
“Everything we don't have to do”Brian Eno
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Culture: content and process
Source: William E. Schneider, “The Reengineering Alternative” (McGraw-Hill, 1999)via Michael Sahota, “An Agile Adoption and Transformation Survival Guide” (Lulu.com, 2012)
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Where would you put your organisation?
Source: William E. Schneider, “The Reengineering Alternative” (McGraw-Hill, 1999)via Michael Sahota, “An Agile Adoption and Transformation Survival Guide” (Lulu.com, 2012)
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You and your organisation
1. In what ways does your organisation’s culture support/hinder you in your everyday work?
2. If it hinders rather than supports you:– What would you want your leadership to do about
it?
– What can you do about it?
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Culture and Agile
Source: Michael Spayd http://collectiveedgecoaching.com/2010/07/
47%
41%9%
3%
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Culture Pyramid
Values & Beliefs
Norms / Intrinsic Behaviours
Actions
Results
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Values and behaviours
Culture demonstrates itself through organisational values and observable behaviours• What values do you aspire to?
What behaviours would demonstrate those values?
• Which of those behaviours can you observe today?What would you need to do more of?Which new things would you need to start doing?
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• Assess values and behaviours• Identify strengths and weaknesses• Discuss connections
1. Make culture ‘visible’
1. Assess
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‘Kanban from the inside’ values• Transparency, Balance, Collaboration, Customer Focus, Flow, and
Leadership
Behaviours that demonstrate values (e.g. ‘Balance’)• We understand how much work our system can accommodate• We maintain a healthy mix of work based on type, source and
urgency
Qualitative assessment scale1. Little evidence, if any2. Sporadic evidence, not widespread or consistent3. Evident, but improvement or more consistency needed4. Firmly established, widely and consistently evident
Example: values, behaviours and assessment scale
Source: Mike Burrows, “Kanban from the Inside” (Blue Hole Press, 2014) and www.agendashift.com
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2. Change the culture, change the game *
* Source: Roger Connors & Tom Smith, “Change the Culture, Change the Game” (Portfolio, 2012)
• Analyse gaps between now and the desired state
• Agree what to change• Start the journey and track progress
2. Act
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Implement feedback loops #1
1st feedback loop: sense and respond
2. Act
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Implement feedback loops #2
2nd feedback loop: reassess & adjust focus for action
2. Act
1. Assess
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Implement feedback loops #3
3nd feedback loop: revisit values and behaviours
2. Act
1. Assess
0. Discover
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Leadership: informs discovery, inspires change
2. Act
1. Assess
0. Discover “Agile makes organisations work – Leadership makes
Agile work”
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Culture and leadership
Source: Ed H. Schein, “Organisational Culture and Leadership” (Jossey-Bass, 1985)
“Leadership and culture are two sides of the same coin. There is a real possibility that
the only thing of real importance that leaders do is
to create and manage culture.”Ed H. Schein
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Leadership ‘bookmarks’
“… the best behavior the leader is willing to amplify”
Jurgen Appelo
"The culture of any organization is shaped by…”
“… the worst behavior the leader is willing to tolerate”
Gruenter & Whitaker
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Takeaways
• Organisational culture will make or break your change initiative
• First, make your culture visible• Change little, change often• Implement feedback loops,
sense and respond• Culture is hard to change,
but what else can you do?
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So what will you do about it?
“Change the organisation… or change the organisation”
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Thank you
Get in touch!
@radtacltd
@DrJojic
45 Beech StreetLondon EC2Y 8AD0207 953 [email protected] www.radtac.co.uk
Dragan JojicHead of Culture at Radtac07969 [email protected]
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Your Commitment to learn?
All in the public domain:• Free to download:
– 9th Annual, State of Agile Survey (Version One)– An Agile Adoption and Transformation Survival Guide (Michael
Sahota) – Organisational Culture and Leadership (Ed H Schein)
• Published:– Kanban from the Inside (Mike Burrows)– Change the Culture, Change the Game (Roger Conners and
Tom Smith)– Organizational Culture Change (Marcella Bremer)
Questions?Why Care About Your Organisation’s Culture
Kent Scrum UG
