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THE HARDER YOU PUSH, THE HARDER THE SYSTEM PUSHES BACK.
EMILIANO SOLDI – STEFANO LUCANTONI
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As Agile Coacheswe address severalchallenges to help organizations on
their path to change
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CHANGE
THE DANCE OF SHIVA
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HOW MANY AGILE COACHES
ARE NEEDED TO CHANGEA LIGHTBULB?
JUST ONE!BUT THE LIGHTBULB MUST
WANT TO BE CHANGED
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BERLIN WALL FALL
NOVEMBER 9TH 1989
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Motore dell'innovazione è l'Etica, cioè il desiderio sincero e forte di servire l'uomo.WHAT IS CHALLENGING
THE STATUS QUO?
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The SATIR Change Model
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Change happens primarily at the individual level.In order for a group or organization to change, all the individuals within that group or organization must change.
This means that in order to affect change in our organizations, businesses and communities, we must first understand how to affectindividual change.
WHEN CHANGE HAPPENS?!
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The awareness about the need for changeshouldn’t be taken for granted
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Resistance to Change
Change can be disorienting, creating stress and anxiety for many people.First reaction is to try to avoid the change, often this occurs being passive.
Others will resist the change through tactics such as negativity, destructive criticism and, in extreme cases, sabotage.
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«PEOPLE DON’T RESIST CHANGE.THEY RESIST BEING CHANGED!»
- PETER SENGE
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RESISTANCE IS JUST RESPONSE TO CHANGE.THAT RESPONSE IS FEEDBACK.
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LEVERAGING FEEDBACK MEANS TO
CONTINUALLY ASSESS IT
AND RESPOND ACCORDINGLY…
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Culture is the way you think, act and interact
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FacilitationCreating space in order for people to self-organize
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How to generate localized
awareness?
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19
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Localized Awareness is just the beginning…
We needsomething
more!
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"IF YOU WANT TO REALLY CHANGE
CULTURE, YOU HAVE TO START
WITH CHANGING STRUCTURE, BECAUSE CULTURE DOES NOT REALLY
CHANGE OTHERWISE"Craig Larman
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STRUCTURES GUIDES OUR BEHAVIORS
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Conway’s Law
Organizations which design systems...
are constrained to produce designs
which are copies of the communication structures of these
organizations
Conway’s Law
Organizations which design systems...
are constrained to produce designs
which are copies of the communication structures of these
organizations
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ONLY MANAGEMENT CAN CHANGE THE SYSTEM
“It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.Such a responsibility cannot be delegated.”
—W. EDWARDS DEMING
THE MANAGEMENT CHALLENGE
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THE NUMBER ONE OBSTACLE TO SUCCESS
FOR MAJOR CHANGE PROJECTS
IS INEFFECTIVE SPONSORSHIP
25%
34%
67%
85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sponsor was veryineffective (score < 2)
Sponsor was ineffective(score between 2 and 3)
Sponsor was effective(score between 3 and 4)
Sponsor was veryeffective (score between
4 and 5)
Perc
ent o
f res
pond
ents
that
m
et o
r exc
eede
d pr
ojec
t obj
ectiv
es
Correlation of sponsor effectiveness to meeting project objectives
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THE MANAGEMENT CHALLENGE
STAY COMPETITIVE AND CHANGEAMID CONSTANT TURBULENCE AND DISRUPTION
Management feels the tension between needing to stay ahead of increasingly fierce competition and needing to deliver current year’s results, actually changing while running.
That can be overwhelming.
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WHAT COULD GIVE THESE LEADERS
NEW STRUCTURES, SPACES AND ENOUGH CONFIDENCE
TO LEAP BEYOND THEIR FEARS?
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SAFE – SCALED AGILE FRAMEWORK (DEAN LEFFINGWELL)
29 http://www.scaledagileframework.com
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LESS – LARGE SCALE SCRUM (CRAIG LARMAN & BAS VODDE)
30 http://less.works
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You know what?We need
somethingmore!
Frameworks are not enough…
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WHAT ABOUT TAKING CARE OF THE CHANGE
PROCESS OF THE PEOPLE INVOLVED?
Change managementChange managementPeople Side
People Side
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Copyright Prosci 2014. All rights reserved.
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THE KOTTER MODELSAccelerate’s 8-Step Process
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A well structured hierarchy, with heavy managerial processes can produce reliable and efficient results on a weekly, quarterly or annual basis. Such an operating system lets people do what they know how to do, exceptionally well.
THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)
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WHAT WE NEED IS A SECOND OPERATION SYSTEM, WHICH IS ORGANIZED LIKE A NETWORK NEXT
TO THE EXISTING HIERARCHY.
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THAT SECOND OPERATING SYSTEM, IS DEVOTED TOTHE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY,
THAT USES AN AGILE, NETWORK-LIKE STRUCTUREAND A VERY DIFFERENT APPROACHES.
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The network organizationworks best when no one
tries to project-manage it.
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FUNC
TION
ALHI
ERAR
CHY CROSSFUNCTIONALTEAMS
IT COMPLEMENTS, RATHER THAN OVERBURDENS THE HIERARCHY, THUS FREEING THE LATTER TO DO WHAT IT’S OPTIMIZED TO DO.
IT ACTUALLY MAKES ENTERPRISES EASIER TO RUNAND ACCELERATES STRATEGIC CHANGE.
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DUAL OPERATING SYSTEM
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THE GOOD NEWS?! WE ALREADY USE VIRTUAL NETWORKS
OR ORGANIZATIONS IN AGILE!
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ETC
42
Small group of people that initiates, encourages, and supportsan organization’s effort to introduce and improve
Agile adoption.
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IMPROVEMENT COMMUNITIES
43
Group of individuals who join together to work collaboratively to improve the organization’s
Agile adoption.
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COMMUNITIES OF PRACTICE
44
A community of practice is a like‐minded or like‐skilled group of individuals who voluntarily come together because of their passion and commitment around a
technology, approach, or vision.
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AGILE RELEASE TRAINS DELIVER SOLUTIONS
Virtual organization of 5–12 teams (50–125+ individuals) that plans, commits, and executes together
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HOW ARE WE GOING TO MAXIMIZE THE
EFFFECTIVENESS OF VIRTUAL NETWORK?
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Facilitatoron stage again!
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Release Planning Lift Off
STRUCTURED FORMATS
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Open Space
OPEN FORMATS
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SO
AND…
WE NEED AWARENESS
WE NEED STRUCTURE
WE NEED LEADERSHIP
WE NEED CHANGE MANAGEMENT
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We definitely need to create space for collaborationso that everyone can effectively contribute to change
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