rethinking agile transformation - jason little

A New Strategic Direction Buzz Killington

President & CEO of Global Agile Tour Inc.

$0M

$2250M

$4500M

$6750M

$9000M

$11250M

2012! 2013! 2014! 2015!

Montreal! Toronto! GOAT!

“sitting all day in a conference made my back hurt.”- GOAT 2014 Attendee!

“The were no Pokestops at the venue so I sat down”- Toronto 2016 attendee!

“There was too much carbs for lunch”Montreal 2015 attendee!

2%!

34%!

9%!

55%!

Happy! Meh! Unhappy! Mad!

SatisfactionRevenue

Our New Mission In order to achieve the highest level of performance, scalability,

and mindfulness, we embark on the worldwide mission of bringing the upmost accessible, simple, fun, happy, and healthy

global brand of conferences that will quadruple projected revenues allowing us to spread goodness, maximize profits, while reducing

Costs without the need to curtail redundancies in the human Resources area.

We will Do the Wave

@jasonl i t t le | atmtl2016 | s l i .do #2617

1. http://sli.do2. usecode26173. Vote!

Let’scrashthewifi!


thosewho‘doagile’

thosewho‘beagile’

Thosewhothinkbig-assagileframeworksareagood

idea



Thosewhomove

Thosewhoaremoveable

Thosewhoareimmovable



Movers


@JASONL I T T L E

Moveables



Immovables



The Change!

BELIEFS

“RE

SIS

TAN

CE

”

MOVERS MOVABLES IMMOVABLES

This is dumb

Awesome! Agile all the things!

might as well, everyone else is

doing it.

uh, let’s wait an see what happens



Start!

Experiments Show progress

early

Man, this change is

really hard

Uh-oh…

Reboot

Hey, it’s working!

Uh-oh…

Intervention

WAVE O F CHANGE@jasonl i t t le | atmtl2016 | s l i .do #2617


Didyouaskanyquestionsyet?

0%!

25%!

50%!

75%!

100%!

2006! 2007! 2008! 2010! 2011! 2012! 2013! 2014! 2015!

Manage Changing Priorities Accelerate Time to MarketAlign Business/IT Increase ProductivityEnhance Quality


0%!

15%!

30%!

45%!

60%!

2010! 2011! 2012! 2013! 2014! 2015!

Failure to Change CultureResistance to ChangeLack of SkillLack of Management Support


Most Im

portantLeas

t Im

port

ant

Got Worse

Got Better

87%

78% 83%73%

78%

Manage Priorities!

Time to Market!

Increase Productivity!

Enhance Quality!

Alignment!

66%

79%

47%

Team Morale!

Engineering!Discipline!

Manage!Distributed!

Teams!

Areorganizationsseeingthebenefitstheyseek?ItisinterestingthatTeamMoraleisn’tanimportantconsiderationforchoosingAgile,yetthe10yearaverageshowsitincreasessubstantially.Overall,organizationstendtofeeltheyareseeingbenefitsthattheythoughttheywould.

DoneExecutePlan

RefreezeChange

FutureStateTransitionCurrentState

Unfreeze

Someone’spayingforthechangeSomeone'sreportingstatusonthechange

Someoneneedssomelevelofcertaintyaboutthechange

Separate the logistics and project management with facilitating meaningful change



“Wedon’tneedtoembraceuncertainty,weneedtofigureouthowtoreduceit.”

Me.(unlesssomeonemorefamousalreadysaidit.)


Passive

Observingfromafar

Active

Interactingwith3rdparties

Interactive

Interactingdirectlywith

peopleinvolved

https://en.wikipedia.org/wiki/Uncertainty_reduction_theory!


Passive:readingbooks,LinkedIn,conferences


Active:casestudies,talktoothercompanies,community


Interactive:Allhandsondeckretrospectives

UncertaintyReductionTheoryhttps://en.wikipedia.org/wiki/Uncertainty_reduction_theory


Start!

R EMEMBER TH I S ?

Emergence

Coalescence

Bureaucratization

Success Failure Repression Co-Optation

Emergence

Coalescence

Bureaucratization

DeclineDecline


12-week year

Mastering the Rockefeller Habits

4 Disciplines of Execution

http://12weekyear.com/

https://gazelles.com/

http://the4disciplinesofexecution.com/

Spotify Installation Process!

Please wait while the system copies the DNA of all Spotify employees, and invents a way to replicate how people think and interact from a companythat is completely different from the utterly fucked company that is yours.

Renaming Communities of Practices to Guilds…

Purchasing enterprise JIRA because stickies don’t work here…

Implementing punishment scheme for squads that underperform…

Installing mandatory innovation time at 1pm every tuesday…

Renaming functional departments to Chapters…

done

Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert.

done

done

done

Firing Agile Coaches…

Preparing bad performance reviews for managers and staff…

Preparing year end bonuses for executive team…

Unable to un-install Agile. Teams have gone rogue. Run for your life.

Spotify Un-Installation Process!

Please wait while the system exercises the demons…

Agile

An error has occurred. To continue: Press Enter to download SAFe, or Press CTRL-ALT-DEL to restart your organization. The people who get agile will quit, and all the PMP certified people will say ‘I TOLD YOU SO’

Press any key to continue _


Cooperators!Theme Objective Key

Results Actions (visualized, reviewed weekly)


17teams,17changecanvases,17recordedlightningtalks


Real-timefeedback


self-accountability,orpeer-pressure…youchoose!

@jasonl i t t le | atmtl2016 | s l i .do #2617 @jasonl i t t le | atmtl2016 | s l i .do #2617

“Thepeoplewhowritetheplan,don’tfighttheplan”JillForbes,NationalLeasing

@jasonl i t t le | atmtl2016 | s l i .do #2617 @jasonl i t t le | atmtl2016 | s l i .do #2617


Shiftingculturethroughconversation


More Stories and Examples

http://leanchange.org/stories

Tools and Techniques

http://leanchange.org/resources

rethinking agile transformation - jason little

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