Creating Your Agile Enterprise - CollectiveEdgecollectiveedgecoaching.com/.../2009/08/Creating-Your-Agile-Enterprise.pdf · Lean Thinking Practices Lean Tools (e.g., Value Stream

Creating Your Agile Enterprise

Agile 2009 Tutorial

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©2009 Collective Edge Coaching, llc

(C) 2009 Collective Edge Consulting

Creating Your Agile EnterpriseCreating Your Agile EnterpriseCreating Your Agile EnterpriseCreating Your Agile EnterpriseA Seven Layer Framework for Agile Adoption

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Michael K. SpaydCollective Edge Coaching & Consulting

www.Collective-Edge.com

Overview of TodayOverview of TodayOverview of TodayOverview of Today

� You will create…1. A Customized Plan

2. All Enterprise Levels

3. Solicit Feedback

4. Create Accountability


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Agile Adoption DimensionsAgile Adoption DimensionsAgile Adoption DimensionsAgile Adoption Dimensions

What does the INDIVIDUAL do in Agile? Does it fit who they are as a person?

What does Agile look like on a TEAM? What is healthy Agile team functioning?

What does Agile look like in MANAGEMENT? What is a manager’s role with a self-organized team?

What does Agile look like at the PROGRAM level? What metrics, goals & processes are tracked and improved ?

What does Agile look like in the BUSINESS & STRATEGYlevel? How does it work within the business?

What does Agile look like at the LEADERSHIP level? What is Agile Leadership? How does it interact with the com pany’s strategy?

What does Agile look like at the ORGANIZATION level?Organizational

Leadership / Strategic

Individual

Business / Strategic

Program

Management

Team

©2009 Collective Edge Consulting, llc

The The The The ‘‘‘‘BigBigBigBig’’’’ PicturePicturePicturePictureWhat What What What EveryoneEveryoneEveryoneEveryone Needs to KnowNeeds to KnowNeeds to KnowNeeds to Know

Organizational Layer: Culture


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Layer SevenLayer SevenLayer SevenLayer Seven

OrganizationalOrganizationalOrganizationalOrganizational

� Key Question◦ Is your core culture consistent with Agile?

� Discipline◦ CultureTek™ Four Core Cultures

� Practices◦ Organization Culture Assessment

◦ Aligning Strategy, Culture and Leadership

How Important is Culture?How Important is Culture?How Important is Culture?How Important is Culture?Collins & Collins & Collins & Collins & PorrasPorrasPorrasPorras –––– Built to Last

• “What’s the difference between “visionary and comparisons?”

• A Strong, Integrated and Consistent Culture

• Most critical: Alignment –

• where all elements of the organization work in concert

Stock Market Performance of Visionary vs. Comparison Companies

($100 invested)

1926

1990

1926

1990

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

1926

Visionary

Comparison

Adapted from Jim Collins & Jerry Porras, Built to Last


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Four Types of CULTURE

CollaborationEgalitarian Diversity

InvolvementUnited we stand…

ControlOrder

Predictability / StabilitySystematism

StandardizationCertainty

CultivationGrowth

HumanismValues

Purpose / MeaningfulnessCreativity

CompetenceProfessionalism

Pursuit of ExcellenceAutonomy / Indiv. FreedomContinuous Improvement

CraftsmanshipFrom Schneider, Aligning Strategy, Culture and Leadership

How Important is Culture?How Important is Culture?How Important is Culture?How Important is Culture?William Schneider William Schneider William Schneider William Schneider –––– CultureTekCultureTekCultureTekCultureTek™™™™ ROIROIROIROI

• 81 Organizations / 14 Industries

• Ranked on:

• Profitability

• Cash flow strength

• Debt-equity ratio

• Bottom-line difference makers:

• Focus

• Alignment

• Integration

Degree of Degree of Degree of Degree of IntegraIntegraIntegraIntegra----tiontiontiontion

YesYesYesYes15

YesYesYesYes14

YesYesYesYes

YesYesYesYes

YesYesYesYes

Unaligned & Unaligned & Unaligned & Unaligned & UnfocusedUnfocusedUnfocusedUnfocused

Aligned & Aligned & Aligned & Aligned & FocusedFocusedFocusedFocused

RankRankRankRank

YesYesYesYes1

YesYesYesYes2

YesYesYesYes3

YesYesYesYes4

YesYesYesYes5

YesYesYesYes6

16

13

12

YesYesYesYes11

YesYesYesYes10

YesYesYesYes9

YesYesYesYes8

YesYesYesYes7

Adapted from William Schneider, Return on Invesment CultureTek, unpublished study


15

14



RankRankRankRank

1

2

3

4

5

6

16

13

12

11

10

9

8

7

< 40%

< 40%

44%

< 40%

< 40%

44%

51%

51%

51%

51%

51%

51%

63%

63%

63%

63%


YesYesYesYes15

YesYesYesYes14

YesYesYesYes

YesYesYesYes

YesYesYesYes



RankRankRankRank

YesYesYesYes1

YesYesYesYes2

YesYesYesYes3

YesYesYesYes4

YesYesYesYes5

YesYesYesYes6

16

13

12

YesYesYesYes11

YesYesYesYes10

YesYesYesYes9

YesYesYesYes8

YesYesYesYes7


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The The The The ‘‘‘‘LocalLocalLocalLocal’’’’ ViewViewViewViewWhat What What What TeamsTeamsTeamsTeams & & & & CoachesCoachesCoachesCoaches Need to KnowNeed to KnowNeed to KnowNeed to Know

Individual Layer

Team Layer

Layer OneLayer OneLayer OneLayer One

IndividualIndividualIndividualIndividual� Key Question◦ Can I find satisfaction:� a) if ‘team’ becomes more important than ‘me’?

� b) working outside my role-based skill set?

� Discipline◦ Self-Leadership

� Practices◦ Deliberate Practice

◦ Pair switching

◦ Personal Retrospective


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Layer TwoLayer TwoLayer TwoLayer Two

TeamTeamTeamTeam� Key Question◦ Will this group become a performing team?

◦ What will sustain them over time?

� Discipline◦ ‘Conscious Teaming’

� Practices◦ Self-organized Team Selection

◦ Discovery Sessions –Process, Project, Team

◦ Team Startup – Designed Partnership Alliance

©2007-2008 Collective Edge Consulting

Team Performance12

Working group

Pseudo Team

Potential Team

Real Team

High Performance Team

Perfo

rman

ce Im

pact

Perfo

rman

ce Im

pact

Perfo

rman

ce Im

pact

Perfo

rman

ce Im

pact

Team EffectivenessTeam EffectivenessTeam EffectivenessTeam EffectivenessSource: Katzenbach & Smith, The Wisdom of Teams


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High Team ProductivityLow Team Productivity

High Positivity

Low Positivity

High Positivity/Low Productivity

• Collegial, Friendship Based

• Lack of Effective Focus

• Insufficient Sense of Urgency

• Change Resistant — Don’t “Rock

the Boat”

• Incompetence Tolerated

• Not Results Oriented

• Sense of Connection and Fun

High Positivity/High Productivity

• Successful, Fun

• Synchronicity, Flow

• Challenging Goals, Inspiring Vision

• Change Proactive

• Open Communication

• Great Teamwork — “ How do we

continue to improve?”

Low Positivity/Low Productivity

• Atmosphere of Criticism, Blame &

Cynicism

• Overwhelm

• No Fun

• Fear of Job Loss and/or Company

Failure

• “Firefighting”, Short-term Orientation

• Turf Protection

• One Step Forward; Two Steps Back

• Poor Teamwork

Low Positivity /High Productivity

• Focus is efficiency

• “Just Do It!”, Bottom-Line

Orientation

• Retention Problems, High

Turnover, Burnout

• Guarded

• Clear Objectives

• Driven

• Competitive

A Comprehensive Model A Comprehensive Model A Comprehensive Model A Comprehensive Model

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Measuring the SystemMeasuring the SystemMeasuring the SystemMeasuring the System

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0Trust

Respect

Camaraderie

Communication

Constructive Interaction

Values Diversity

Optimism

Alignment

Goals & Strategies

Accountability

Proactive

Decision Making

Resources

Team Leadership


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The The The The ‘‘‘‘MiddleMiddleMiddleMiddle’’’’ ViewViewViewViewWhat What What What Middle MgmtMiddle MgmtMiddle MgmtMiddle Mgmt / / / / Agile Agile Agile Agile ProgProgProgProg MgrMgrMgrMgr Need to KnowNeed to KnowNeed to KnowNeed to Know

Management Layer

Program Layer

Layer ThreeLayer ThreeLayer ThreeLayer Three

ManagementManagementManagementManagement

� Key Question◦ Does middle management have a place in your adoption?

� Discipline◦ Eight Competencies of an Agile Manager

� Practices◦ Management Standup

◦ Team-based Performance Review

◦ Agile Portfolio Management

◦ Agile Metrics & Reporting


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Four LEADERSHIP Styles

ParticipativeTeam Builder * Coach

* Close partner w/Customers * Integrator * Push for consensus * Conflict manager * Amiable

* Pragmatist

DirectiveAuthoritative * Conservative *

Driver firm & assertive * Definitive * Realist

CharismaticCultivator * Catalyst * People

Steward * Idealist * Commitment Builder * Expressive * Idealist

Standard SetterConceptual visionary *

Challenger of others * Spurs competition * Tough

taskmaster * Stretcher of people * Analyst

From Schneider, Aligning Strategy, Culture and Leadership


The Organizational Ecosystem

The Context for Agile Management18


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Eight Competencies for Agile Managers

19

Managing Agile Teams

ResourceManagement

PerformanceManagement

Managing Teams

Suppliers & Outsourcing

Internal PartnerManagement

OrganizationChange & Culture

Meta Skills

Managing Investments

Metrics & Reporting

Managing thePortfolio

TeamDisciplineBasics

Managing the Environment

Layer FourLayer FourLayer FourLayer Four

ProgramProgramProgramProgram

� Key Question◦ What needs to be the same across teams?

◦ What can be different?

� Discipline◦ Balancing the Crystal approach vs. Defined Organizational Process

� Practices◦ Program Steering Council

◦ Agile Metrics

◦ TOC Metrics


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The The The The ‘‘‘‘ExecutiveExecutiveExecutiveExecutive’’’’ PerspectivePerspectivePerspectivePerspectiveWhat What What What ExecutivesExecutivesExecutivesExecutives Need to KnowNeed to KnowNeed to KnowNeed to Know

Business Layer

Leadership / Strategic Layer

Layer FiveLayer FiveLayer FiveLayer Five

Business / StrategicBusiness / StrategicBusiness / StrategicBusiness / Strategic� Key Question: Will the business drive? What is the relationship between business & IT? Does Agile support or hinder business strategy?

� Discipline◦ Lean Thinking

� Practices◦ Lean Tools (e.g., Value Stream Map, Kaizen, Kanban, etc.)◦ Strategy Analysis◦ Agile Business Projects◦ Product Owner career path


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Layer SixLayer SixLayer SixLayer Six

Leadership / StrategicLeadership / StrategicLeadership / StrategicLeadership / Strategic

� Key Question: Do we want to become an Agile Enterprise?◦ What can happen if the organization becomes Agile, not just delivery teams?◦ Does Agile focus the culture, or diffuse it?

� Discipline◦ Envisioning the Agile Enterprise◦ Leadership Agility

� Practices◦ Strategic vs. Tactical Adoption◦ Culture Assessment◦ Strategy Alignment


Four Core STRATEGIES

SynergyClose partnership * High

customization * Total solution * High personalization * Co-development * Incremental

relationship

CertaintyDependability * Efficiency

* Commodity * Predictability * Convenience

Enrichment* Growth of Customer * Raising of human spirit *

Realization of ideals, value, higher-order purposes * Take customer to another plateau

SuperiorityOne of a kind * Unmatched

Product or Service * Excellence * Constant

Innovation * Product Leadership

From Schneider, Aligning Strategy, Culture and Leadership


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Why Management Ideas Fail

Collaboration• Self-directed Teams

• Management by Consensus

• Participative Management

• Agile

Control• Six Sigma (precision)

• Statistical Process Control

Cultivation• Principle-center Leadership• Open Book Management

• Spirit at Work• Seeking Employee

Commitment• Agile

Competence• Best Practice / Benchmarking

• Six Sigma (excellence)• Knowledge Capital

• XP ?

Adapted fom Schneider

The The The The ‘‘‘‘BigBigBigBig’’’’ PicturePicturePicturePictureWhat the What the What the What the Senior SponsorSenior SponsorSenior SponsorSenior Sponsor Needs to KnowNeeds to KnowNeeds to KnowNeeds to Know

Organizational Layer: Change


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Layer SevenLayer SevenLayer SevenLayer Seven

OrganizationalOrganizationalOrganizationalOrganizational

� Key Question◦ How does this organization change?

� Discipline◦ Eight Critical Success Factors Model of Change

� Practices◦ “Selling the Problem”

◦ Stakeholder Analysis

◦ Job & Role Impact Analysis

◦ Communication Plan

Arc of the Transition JourneyArc of the Transition JourneyArc of the Transition JourneyArc of the Transition Journey

� BeginningBeginningBeginningBeginning◦ Pent up demand for change◦ Easy wins are, well……easy

◦ Early Adopters are…..friendly

� MiddleMiddleMiddleMiddle◦ Benefits of the change are evident, but the threats it creates also start to manifest

◦ Late Adopters are…..challenging◦ You may lose your compass bearings

◦ Beware subversion by the dominant paradigm

� EndEndEndEnd◦ How do we know we are done?

◦ The difficulty of dissolving


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� A Burning Platform is Driving the Change

� A Compelling Vision is Pulling the Change

� A Cascading Chain of Sponsorship Forms

� A Change Team with a Change Architect Maintaining Awareness

� Key Stakeholders are Meaningfully Engaged and Have Influence

� All Stakeholders are Empowered to Make the Change with Dignity

� The Organization Becomes Aligned around the Change

� The ‘Magic of Time’ has a Chance to Work

Eight Keys to a Successful Journey


Thank You!

CONTACT:

[email protected]


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Response to ‘Positive’ Change31

Source: Daryl Conner, Managing at the Speed of Change

Documents

Creating Your Agile Enterprise - CollectiveEdgecollectiveedgecoaching.com/.../2009/08/Creating-Your-Agile-Enterprise.pdf · Lean Thinking Practices Lean Tools (e.g., Value Stream