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CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
May 16, 2019
Wouter Aghina & Arthur Vos
How to select and develop individuals for successful agile teams
2
Who are we
Wouter Aghinais passionate about agile because
of his children
Arthur Vosis passionate about agile because
of the purpose it creates
Dave WestCEO and Product Owner at Scrum.org
4
The digital age: an unprecedented number of opportunities for organizations to create value
Increased customer expectations and new ways
to engage
Employees with very different expectations
and needs
The rise of machine learning, AI and
automation
5
1 Agile is a means to an end, not an end in itself
Agile is not a synonym for scrum
Agile is a fundamental shift across five trademarks, covering the entire organization
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3
Our core beliefs
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Five trademarks of agile organizations
Network of cross-functional, empowered teams
Small, empowered teams
with the right capabilities
and clear missions that
can rapidly be deployed
and are organized in as
few layers as possible
Rapid decision and learning cycles
Work carried out in short
iterations with the goal of
minimizing risk through
testing and learning
Dynamic people model that ignites passion
Culture focused on
fostering, attracting and
retaining talent, through
empowerment, servant
leadership and job
satisfaction
TechnologyStrategy Structure Process People
Clear North Star to which
entire organization
(management and
employees) is aligned and
working towards
North Star embodied across the organization
Simplified, modular
technology stack (e.g.,
DevOps, Cloud) to support
quick iterations, higher
deployment velocity and
resiliency
Next generation enabling technology
Link: The five trademarks of agile organizations
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Ability to handle ambiguity
Outcome orientation
Team orientation
We researched personality traits and work values which support three agile principles
Link: How to select and develop individuals for successful agile teams: A practical guide
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What is the most important personality trait for people in an agile organization?
Handles ambiguityFlexible, adjustable, yielding, tractable, willing
AgreeablenessTrusting/appreciative, straightforward, altruistic, compliant/kind, modest, tender-minded
ExtroversionWarm, gregarious, assertive, enthusiastic (activity-seeking), excitement seeking, prone to positive emotions
ConscientiousnessCompetent, prefers order, dutiful, achievement striving, self-disciplined, deliberate
OpennessIntrospective, curious, imaginative, insightful, original, wide interests
NeuroticismAnxious, hostile, depressed, self-conscious, impulsive, vulnerable
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Relative importance of personality traits
1.5
1.0
0.7
0.6
-0.5
-3.2
Conscientiousness
Openness
Handles ambiguity
Agreeableness
Neuroticism
Extroversion
Mean importance across all values Relatively less important Relatively more important
!
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Agreeableness - the secret sauce for success?
Yes, and vs.
Yes, but
Agreeableness (Friendly/compassionate vs Challenging/detached).
Tendency to be compassionate and cooperative rather than
suspicious and antagonistic towards others. It also a measure
of ones trusting and helpful nature, and whether a person is
generally well tempered or not. High agreeableness is often
seen as naïve or submissive. Low agreeableness
personalities are often competitive or challenging people
which can be seen as argumentative or untrustworthy.
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What are the most important work values for people in an agile organization?
Pride in productEmphasize product ownership, its values and contributions
Customer centricEmphasize pursuit of fulfilling customers’ needs and preferences
Openness to changeEmphasize independence of thought, action, and readiness for change
Self-transcendence Emphasize concern for the welfare and interests of organizational colleagues
Self-enhancementEmphasize pursuit of one’s own interests and relative success over that of organizational colleagues
ConservationEmphasize order, preservation of the past, and resistance to organizational change
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Relative importance of work values
2.0
1.1
0.6
-0.1
-0.8
-2.9
Openness to change
Customer-centrism
Pride in product
Self-transcendence
Self-enhancement
Conservation
Mean importance across all values Relatively less important Relatively more important
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1 Certain personality traits and work values are crucial for success in agile organizations
Three take-aways for leaders in agile organizations
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1 Certain personality traits and work values are crucial for success in agile organizations
You can select for these traits and values when hiring
2
Three take-aways for leaders in agile organizations
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When hiring, focus on four things
Outcomes, customer value and a big vision
What gets you excited?
If money was no objective
what would you do?
Mentoring, helping others, valuing teams
When did you last help
someone?
When did someone last
help you?
Interested in the customer, care about their pains
What would you ask the
customer?
How would you measure their
success?
Proud of their work, care about their craft
Describe something you are
proud of
Describe something you are
disappointed with
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1 Certain personality traits and work values are crucial for success in agile organizations
You can select for these traits and values when hiring
Once hired, you can coach for them
2
3
Three take-aways for leaders in agile organizations
Link: Leading agile transformation: The new capabilities leaders need to build 21st-century organizations