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CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company is strictly prohibited
July 11th 2019
Wouter Aghina & Dave West
How to select and develop individuals for successful agile teams
2
Who are we
Wouter Aghinais passionate about agile because of his children
Dave Westis passionate about helping teams and teams of teams solve complex problems
3
Simple work is being replaced by complex work
VS.
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
23
Our core beliefs
6
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
7
Question:
Who are the right people to work in an agile organization?
8
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
9
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
10
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
!
11
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.
12
Question:
What are the implications of this finding for leaders in agile organizations?
13
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
14
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
15
Question:
What are the implications of this finding for leaders in agile organizations?
McKinsey & Company 16
Understanding and Support the Change
”Knowing Yourself is the beginning of all wisdom.” Aristotle
17
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
3 And help people understand who they are and who they want to be
18
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
McKinsey & Company 19
The thought manifests as the word;The word manifests as the deed;The deed develops into habit;And habit hardens into character;
And When Coaching Encourage Transparency and Learning
Ultimately, it is in your hands