bridging the management gap - xp days
Post on 18-Oct-2014
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This is the presentation I have at XP Days where I discussed the reasons for the gap between organizational leaders and agile coaches / consultants. I also address actions that the agile community & coaches could take to bridge this gap.TRANSCRIPT
bridging themanagement gap
Tiago Garcez30/11/2012
agile coach & change agent
but what am I changing?
1. what is the “management gap” ?
2. what does an Agile organization look like ?
3. how can we bridge that gap ?
1. what is the “management gap” ?
2. what does an Agile organization look like ?
3. how can we bridge that gap ?
Org.Leadership
MiddleManagement
Delivery& Support
Vision & Goals
Processes & Plans
Delivery
is it a hierarchical gap?
Agile Coaches& Consultants
Delivery& Support
Vision & Goals
Processes & Plans
Delivery
The Gap
is it a hierarchical gap?
CollaborationTransparency
People
Organizational Leaders
or is it a communication gap?
Agile Coaches& Consultants
Organizational Leaders
Speed & EfficiencyIncreased Controls
Lower Costs
or is it a communication gap?
Agile Coaches& Consultants
Organizational Leaders
WTF?!?
or is it a communication gap?
Agile Coaches& Consultants
Organizational Leaders
The WTF Gap
or is it a communication gap?
Agile Coaches& Consultants
we know how to fix these gaps though
communication: collaboration, transparency & social norms
hierarchical: top-down change
is there still another,even deeper gap?
let’s back up a little
mule jenny and the revolution
two interesting questions emerging
what happens without central control?
Thomas Hobbes
solitary, poor, nasty chaos
David Hume
spontaneous order
Adam Smith
can spontaneous order be productive?
it is even more productive!
the rise of the large corporations
economies of scale
scientific management
division of labor
processes
Bureaucratic
LargeOrganizations
Small enterprises
Non-standardized
GlobalCorporations
CreativeOrganizations
NicheCompetitor
LocalBusiness
manufacturing paradigm
two new challenges emerge
how can you thrive in a competitive market?
how can you thrive in a competitive market?
the birth of corporate strategy
Bruce HendersonBoston Consulting Group
can you mass produce with flexibility & quality?
can you mass produce with flexibility & quality?
just-in-time
quality
eliminate waste
people
Taichi OhnoToyota
a new paradigm is emerging
knowledge economy
(enter Agile)
what is an agile organization?
how is it structured?
AgileProduct Owner
Story Points
Product Backlog
Priorities
Sprints
Continuous Improvement
Continuous Delivery
CollaborationFlexibility
RoI
ValueWorking Software
People
TeamsSelf-Management
Commitments
VelocityValue Stream
Retrospectives
Scrum
XP
BDD
TDD
Acceptance CriteriaAutonomation Toyota
LeanKanban
Transparency
Respect
Craftsmanship
Quality
Testing User Stories
Continuous Improvement
CollaborationFlexibility Value
People
TeamsSelf-Management
Commitments
Retrospectives
Transparency
Respect
Craftsmanship
Quality
Continuous Improvement
Collaboration
Flexibility
Value
People
TeamsSelf-Management
Commitments
Retrospectives
Transparency
Respect
Craftsmanship
Quality
Continuous Improvement
Collaboration
Flexibility
Value
People
TeamsSelf-Management
Commitments
Retrospectives
Transparency
Respect
Craftsmanship
Qualityorganizational
culture
Continuous Improvement
Collaboration
Flexibility
Value
People
TeamsSelf-Management
Commitments
Retrospectives
Transparency
Respect
Craftsmanship
Quality
non-hierarchical
Continuous Improvement
Collaboration
Flexibility
Value
People
TeamsSelf-Management
Commitments
Retrospectives
Transparency
Respect
Craftsmanship
Quality
non-hierarchical
adhocratic
Adhocratic
Flat
Hierarchical
Bureaucratic
AgileEnterprises
Bureaucratic
LargeOrganizations
Small enterprises
Non-standardized
GlobalCorporations
CreativeOrganizations
NicheCompetitor
LocalBusiness
Industrial Revolution
Bureaucratic
LargeOrganizations
Small enterprises
Non-standardized
GlobalCorporations
CreativeOrganizations
NicheCompetitor
LocalBusiness
Industrial Revolution
Adhocratic
Flat
Hierarchical
Bureaucratic
RigidGiants
StructuredSelf-Management
DemocraticCorporations
AgileEnterprises
Knowledge Economy
Bureaucratic
LargeOrganizations
Small enterprises
Non-standardized
GlobalCorporations
CreativeOrganizations
NicheCompetitor
LocalBusiness
Industrial Revolution
today a leader...
... tomorrow a follower
Adhocratic
Flat
Hierarchical
Bureaucratic
RigidGiants
StructuredSelf-Management
DemocraticCorporations
AgileEnterprises
Knowledge Economy
paradigm shift = “management gap”
Bureaucratic
LargeOrganizations
Small enterprises
Non-standardized
GlobalCorporations
CreativeOrganizations
NicheCompetitor
LocalBusiness
Adhocratic
Flat
Hierarchical
Bureaucratic
RigidGiants
StructuredSelf-Management
DemocraticCorporations
AgileEnterprises
PARADIGM
GAP
?
1. what is the “management gap” ?
2. what does an Agile organization look like ?
3. how can we bridge that gap ?
let’s take a closer look at this
Adhocratic
Flat
Hierarchical
Bureaucratic
what forces are at play here?
Adhocratic
Flat
Hierarchical
Bureaucratic
Structural Power
PEOPLE
Procedural Power
PROCESS
Adhocratic
Flat
Hierarchical
Bureaucratic
Structural Power
PEOPLE
Procedural Power
PROCESS
Adhocratic
Flat
Hierarchical
Bureaucratic
Emergent Leadership
PEOPLE
Collaborative & Learning
PROCESS
how do some market leaders stack up?
Adhocratic
Flat
Hierarchical
Bureaucratic
Semco
salesforce.com
Morningstar
Valve
AppleAmazon
Microsoft
Gore & Associates
GEMcKinsey
ebay
what’s life like on the upper-right?
teamsteams
what’s life like on the upper-right?
no bosses
define your own salary
experimentation is encouraged
transparencydemocratic
teams
freedom as part of company’s DNA
teamsteams
responsibility
change, down in the trenches
Adhocratic
Flat
Hierarchical
Bureaucratic
bpost
best practices adopted at team level: sprints, backlogs, taskboards, CI, ...
hierarchical gap: no support from senior management
no significant organizational change: but best practices remain
Adhocratic
Flat
Hierarchical
Bureaucratic
bpost
Adhocratic
Flat
Hierarchical
Bureaucratic
Belgacom
bpost
application teams: entire application teams working full-time in Scrum
good start: initiative supported at the director level
resistance to change: once we moved beyond development teams, resistance to change starting creeping up
Source: Forrester
Adhocratic
Flat
Hierarchical
Bureaucratic
bpost
Belgacom
how did the paradigm gap manifest itself?
“they just don’t get it”
“fire the managers and this might work...”
“the agile enterprise is a myth”
but... hold on
why does this keep happening?
maybe we’re also guilty
of creating this gap?
?
1. what is the “management gap” ?
2. what does an Agile organization look like ?
3. how can we bridge that gap ?
to understand, let’s take a look at our market
“our market” = Agile coaches & consultants
(a) what are we selling ?
(b) how are we selling it ?
(c) how are we delivering our services ?
(d) how are we growing ?
(a) what are we selling?
professional services
the art formerly known as “consulting”
dogs
Market����������� ������������������ ShareLOWHIGH
LOW
HIGH
MarketGrowthRate $
?
Market����������� ������������������ ShareLOWHIGH
LOW
HIGH
MarketGrowthRate Trainings
Certifications
Tools
Publications?
Agile BeyondSoftware?
Agile Consulting/Coaching
Outsourcing
Publications?
Agile BeyondSoftware?
Market����������� ������������������ ShareLOWHIGH
LOW
HIGH
MarketGrowthRate
Agile Consulting/Coaching
OutsourcingTrainings
Certifications
Tools
Publications?
Agile BeyondSoftware??
?Agile Consulting/
Coaching
OutsourcingTrainings
Certifications
Tools
Market����������� ������������������ ShareLOWHIGH
LOW
HIGH
MarketGrowthRate
(b) how are we selling?
some traditional consulting...
... and a whole lot of pimping
pimping?
our “outside in” initiative will
focus on time-to-market and flexibility!
line manager
orgleader
I heard about scrum, 1 or 2 pilots should show results!
but we need some help here...
(enter the “vendor”)
hey baby
“vendor”
I’ve got CSPs, CSCs, PMPs, CSPOs, CSMsI can even hook you
up with a PMI ACP, you know, if you’re into that kinda stuff...
pimp
agile consultants
pimp
agile consultants
pimp
agile consultants
pimp
whose objectives are met in this model?
pimp
Agile Consulting/Coaching
Market����������� ������������������ ShareLOWHIGH
LOW
HIGH
MarketGrowthRate
is this an agile engagement model?
why do we accept it then?
(c) how are we delivering our services?
ikea agile
ikea agile
notstarted
inprogress done
bjorgsjö taskboard
färgrik burndownrotvik backlog
product backlog
varmluft user stories
userstories
ikea agile
notstarted
inprogress done
bjorgsjö taskboard
färgrik burndownrotvik backlog
product backlog
varmluft user stories
userstories
the agile tooth fairy
(d) how are we growing?
Peter Senge
David Hume on theshouldersof giants
Adam Smith
(2,000 years of western philosophy)
Henry Ford
Karl Marx
Taichi Ohno
BruceHenderson
FriedrichHayek
EdwardTufte
Henri Poincaré
Fred Brooks
Richard Sennett
WilliamDeming
Frederick Taylor
Max Weber Emile Durkheim
Socrates
Isaac Newton
HenryMintzberg
Peter Senge
David Hume
Adam Smith
(2,000 years of philosophy)
Henry Ford
Karl Marx
Taichi Ohno
BruceHenderson
FriedrichHayek
EdwardTufte
Henri Poincaré
Fred Brooks
Richard Sennett
WilliamDeming
Frederick Taylor
Max Weber Emile Durkheim
Socrates
Isaac Newton
HenryMintzberg
on theshoulders of
confirmation bias
branching outside our comfort zone
Agile BeyondSoftware?
?
dogs
Market����������� ������������������ ShareLOWHIGH
LOW
HIGH
MarketGrowthRate
so, root causes for the gap?
mis-aligned vision: manufacturing vs. knowledge paradigm
pimping: lone gun-slingers vs. professional services
ikea agile: there are no silver bullets
missing big-picture: we need to reach outside of our comfort zone
so what can we do about it?
understand the context
align expectations & change objectives
Adhocratic
Flat
Hierarchical
Bureaucratic
bestpractices
structuredstart-up
benevolentdictator
continuousimprovement
Adhocratic
Flat
Hierarchical
Bureaucratic
Adhocratic
Flat
Hierarchical
Bureaucratic
Adhocratic
Flat
Hierarchical
Bureaucratic
understand the nature of our market
consulting, not software development
agile consulting
pimps
what would an agile consultancy look like?
agile “consultants”
pimp
line manager
organizationalleader
?
agile “consultants”
pimp
line manager
organizationalleader
listen to our clients
irony is an agilist saying “that’s not how we do things”*
* @davidhussman at Agiles 2009, Florianopolis, Brazil
think beyond software
cross-pollination of ideas
challenge ourselves with bigger questions
challenge ourselves with bigger questions
how do we educate a workforce for this new paradigm?
is agile the best approach for every company?
can agile work outside of software?
what does an agile enterprise look like?
what is the role of management in the knowledge paradigm?
agile in different cultures?
so, actions to address paradigm gap?
aligned vision: understand the context
consulting: no more pimping, rise of the agile consultancies
understand problem: listen to our clients’ needs, no ikea agile
think big: think beyond software and reaching out
other actions?
with great power comes great responsibility
what’s stopping us from bridging the gap?
?