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Culture Eats Agile for Breakfast
APLN Chicago
Agenda
• Networking & Pizza 6:00 – 6:30
• Introduction 6:30 – 6:40
• A Word from our Sponsor 6:40 – 6:45
• Main Topic 6:45 – 8:00
– Culture Eats Agile for Breakfast
• Final Announcements 8:00 – 8:30
• www.aplnchicago.org • www.meetup.com/APLN-Chicago/
• APLN Chicago Board
– Lance Welter ([email protected]) – Michael Marchi ([email protected]) – Dave Babicz ([email protected]) – Steve Young ([email protected])
Our Mission
• We are building a new community of Agile professionals in the Northwest suburbs of Chicago, focused on learning, innovation, and thought leadership.
• Our mission is for this community to shape the direction that Agile will take in Chicago for the next decade.
Sponsors
• Room & Food aimconsulting.com ATLANTA | CHICAGO | DALLAS | DENVER | MINNEAPOLIS | SEATTLE One of Chicago’s Best and Brightest Companies to Work For in 2015
Endorsements
• APLN Chicago has been endorsed as an official SCRUM USER GROUP® by the SCRUM ALLIANCE®.
• Attendance to each APLN Chicago meetup will now allow you to earn 2 Scrum Education Units (SEUs)
SCRUM ALLIANCE®, SCRUM USER GROUP®, and the corresponding logos are service marks of Scrum Alliance, Inc., and are used with permission.
CULTURE EATS AGILE FOR BREAKFAST
Guest Speakers: Tana Linback & Chris Daily
8
Culture Eats Agile
for Breakfast
© 2015 beLithe, Inc.
What is CULTURE?
10
Five Monkeys in a Cage
It’s just the way we do
things around here.
© 2015 beLithe, Inc.
Culture is a set of shared beliefs, values,
and practices that acts as the “social glue”
holding an organization together.
12
Culture Descriptors
Unwritten
Rules
Basic
Assumptions
Explicit
Values
Real
Values
© 2015 beLithe, Inc.
Perks can be replicated.
A great company culture
cannot be copied and pasted.
14
Good Culture = Better Business Performance
Resilient Workforce
Better Quality, Faster
Talent Magnet Self-Healing
© 2015 beLithe, Inc.
“Culture is to recruiting as product is to marketing”
– Hubspot
15
DeLoitte’s 2015 Global Human Capital Trends Report
Most Important HR Challenge
CULTURE
© 2015 beLithe, Inc.
16
Lack of support for cultural
transition
External pressure to follow
traditional waterfall processes
Lack of management support
Company philosophy or culture
at odds with core agile values
Lack of experience with agile
methods
Leading Causes of Failed Agile Projects Version One’s State of Agile 2015 Survey
36%
37%
38%
42%
44% 01
02
03
04
05
© 2015 beLithe, Inc.
17
The Struggle
Safe Zone
© 2015 beLithe, Inc.
“Culture eats strategy for breakfast,
operational excellence for lunch, and
everything else for dinner!”
- Peter Drucker
Thrive HDS:
Culture Case Study
20
501(c)(3) Nonprofit • Healthcare IT company
• Founded 2004
• Commercial arm for technology
solution developed at a research
institution
© 2015 beLithe, Inc.
21
Indiana Health Information Exchange Solutions
Patient Data Where it needs to be, when it needs to be there
Results Delivery Test and procedure results delivered in near real-time
© 2015 beLithe, Inc.
22
Hospital Customer
Hospital Non-customer
Limitless Opportunity
Industry Leader
Community Ties
Saving Lives
Brand Recognition
© 2015 beLithe, Inc.
23 © 2015 beLithe, Inc.
24
Mitosis
© 2015 beLithe, Inc.
25
Thrive HDS Challenges
01 People
02 Product
03 Process
04 Partnership
© 2015 beLithe, Inc.
26
Culture on Day 1
Fear
Low Productivity
Poor Communication
Little Collaboration
Resistance to
Change
© 2015 beLithe, Inc.
Not gonna work.
28
Unique Partnership
Dev
HR
C-Suite
© 2015 beLithe, Inc.
29
Three Asks of Executive Leadership
Culture “Owner”
A single owner of the culture roadmap, strategies, and backlog. 01
Dedicated Resources
A team that has the time dedicated to do the work outlined in the backlog. 02
Freedom
Ability for the roadmap owner and the team to make decisions independently. 03
© 2015 beLithe, Inc.
30
Culture Roadmap Ownership
HR Director
01
03 Develops
Culture
Strategies
Business
Partner Top
Performance
Deliverable
Owns
Culture
Backlog
Sets
Backlog
Priorities
© 2015 beLithe, Inc.
31
Culture Team
Culture Committee
03 Carried Out
Work in
Backlog
Multi-level &
Cross-
functional
Authority to
Make
Decisions
Accountable
for Culture
Work
Self-
Organizing
(eventually
)
© 2015 beLithe, Inc.
32
Do Act
Check
Plan
Carrying Out the Culture Work
Incremental Experiment Measure
Smaller Chunks of Work at a Time
Ask 01
Watch 02
Listen 03
Track 04
01
02
03
04
© 2015 beLithe, Inc.
33
Keys to Our Success
A clear vision = a clear backlog = solid foundation for tasking out culture items.
Vision Clarity
People decisions were made with culture impact at the forefront.
Careful Hiring
Didn’t forget where we came from.
Celebrations
Nothing in culture development was a secret.
Transparency
© 2015 beLithe, Inc.
34
Culture Vision
We’re accountable
We’re always learning
We’re empowered
We have fun!
We get stuff done
We’re empathetic
© 2015 beLithe, Inc.
35
Sample Culture Backlog
Vision
Goal
Task
We’re Accountable We’re Empowered
Allow people to work when
they work best
Research similar
orgs with flexible
scheduling Interview
managers on
team coverage
needs Propose
guidelines on core
hours
Improve peer-to-
peer
transparency
Pick ONE non-dev
team, implement
daily stand up
Start team-level
updates at
monthly company
meetings
Create safe
places for
ownership
Educate
leadership on
importance of
public ownership
Pick ONE team to
start book club
and read Making
Yourself
Indispensable
© 2015 beLithe, Inc.
36
Culture on Thrive’s Last Day
Transparency
Good communication
Talking, laughing,
collaborating!
Learning to roll with
the changes Empowered
people
Holding each other accountable
© 2015 beLithe, Inc.
37
Other Signs Our Culture Had Progressed
Productivity skyrocketed
Resilient workforce
Agile way-of-life caught fire
Recruitment got easier
General sense of pride
Survey results...
© 2015 beLithe, Inc.
38
There is good communication at this company.
Favorable response
Unfavorable response Year 1 Year 2
32% 78%
© 2015 beLithe, Inc.
39
I have the ability to make changes at this company for the better.
Favorable response
Unfavorable response Year 1 Year 2
40% 80%
© 2015 beLithe, Inc.
40
Morale where I work is generally high.
Favorable response
Unfavorable response Year 1 Year 2
26% 82%
© 2015 beLithe, Inc.
Modern Healthcare’s Top
100 Best Place to Work in
the Nation.
How You Can Do It
43
Culture Development
Assess Reality
Define Ideal
Culture
Manage It
Live It
Measure It Elevate
© 2015 beLithe, Inc.
Culture must become a first
class citizen in your company.
“…culture isn’t just one aspect of the game;
it is the game. In the end, an organization
is nothing more than the collective capacity
of its people to create value.”
- Past IBM CEO Lou Gerstner
46
Step 04 Assess.
Step 03 Listen to feedback.
Step 02 Share Findings.
Step 01 Collect Data.
Assess Your Cultural Reality
Important! Will use as your baseline metrics in the future
© 2015 beLithe, Inc.
47
Define It Define the ideal culture for your company
Leaders define the loose culture setting framework
Listen to the voice of the
system
Co-create make choices together Research shows that when employees
choose for themselves, they are more
committed to the outcome 5 to 1.
01
02
03 5 to 1
© 2015 beLithe, Inc.
48
Manage It
Build the backlog Vision
Goals
Tasks
Make small
changes at a time Consider 90 day
iterations.
PDCA When checking results of a
culture experiment,
remember company
climate vs company
culture.
Build the culture team
Product Owner Culture Team Scrum Master
Within an agile framework
© 2015 beLithe, Inc.
Leaders
go first.
“The culture of any organization is
shaped by the worst behavior the
leader is willing to tolerate.”
– Todd Whitaker
Hire, fire,
promote, and
demote wisely.
Reinforce culture
through stories,
practices, and
events.
Recognize
contributions
to culture.
Live It
© 2015 beLithe, Inc.
“People will make important what you pay
attention to.”
- Mike Laddin, Leaderpoint
51
Measure It: Culture Index
01 02 03 04
Satisfaction
Trends HR Metrics Values
Measured
Behaviors
Surveys
Mobile apps
Gallup 12
Voluntary turnover
Involuntary turnover
Promotions
Time-to-fill
Knowledge of stated values
Vs
Perceptions of real
values
Activity participation
levels
© 2015 beLithe, Inc.
You can do it.
53
Create a
deliberate
culture.
Key Takeaways If you remember nothing else....
Agile must be
in tune with
culture for it to
stick long term.
Strongest
culture
message a
company sends
is who it hires
and who it fires.
Patience
required for
culture
change.
You are the
culture. Model
the behavior you
want to see.
“If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is
happening.” – Edgar Schein
© 2015 beLithe, Inc.
54
Get in Touch
Chris Daily
m: (317) 979-8630
© 2015 beLithe, Inc.
Tana Linback
m: (317) 385-6994
www.beLithe.com
55
References
Michael Sahota
My Journey: Agile, Culture & Transformation
Link
James K. Harter, Ph.D.
Rodd Wagner
12: The Elements of Great Managing
Mark Graham Brown
Business Finance
How to Measure a Company’s Most Elusive Element: Culture
Link
Kim Cameron
University of Michigan
A Process for Changing Organizational Culture
Carl Bennett
Laurence Collins
Deloitte University Press
Leading in the New World of Work
Link
Ray Arell, Jens Coldewey, Israel Gatt, Jorgen Hesselberg
Agile Alliance
Characteristics of Agile Organizations
Link
Tamara J. Erickson
Lynda Gratton
What It Means to Work Here
Link
© 2015 beLithe, Inc.
ANNOUNCEMENTS Aren’t you glad you stuck around?
Next Month:
• December 10, 2015
• Wide Open Spaces
– Open Topic Discussions
– Setting our 2016 agenda
www.aplnchicago.org – Meets the 2nd Thursday of every month, right here.
www.meetup.com/The-Chicago-Agile-Methodology-Group/ – Meets the 3rd Tuesday of every month at Catalyst Ranch
(downtown)