what would it take to have an agile enterprise - agile nz ......©2015 agile coaching institute...
TRANSCRIPT
Michael(K.(Spayd @mspayd
Lyssa(Adkins((((@lyssaadkins
ADVENTURES(WITH(AGIE(2015(E LONDON
What(would(it(take(to(
Have%an%Agile%Enterprise?
©2015 Agile Coaching Institute
Coaching the Agile EnterpriseA(Handbook(for(
Emerging(Transformation(Leaders,(Change(Artists(and(
Benevolent(TroubleEMakers(
©2011E15 Michael(K.(Spayd
Your(Guides….
©2015 Agile Coaching Institute
We(see(that(people(have
HUGEaspirations
for(an(Agile(enterprise.
Do#you?
©2015 Agile Coaching Institute
What(many(of(us(have…
©2015 Agile Coaching Institute
What(many(of(us(aspire)to…
A(leanedEout(process
Careers(without(politics
An(Agile(culture
©2015 Agile Coaching Institute
Source:( Version( One(2013(“State(of(Agile”( Survey
©2015 Agile Coaching Institute
Two(things(an(Agile(Enterprise(needs
Business)Agility
Human)Systems)Agility
and Michael K. Spayd
©2015 Agile Coaching Institute
Four(Organizational(Value(Cultures((Altitudes)
Achievement / Results-driven
( )
Pragmatic, success-oriented, analytical mindsetQuestions authority, driven to get ahead, values freedom to succeedInnovation,Accountability,Meritocracy
Conformist / Role-driven(Amber)
Follows authority, aware of social roles & dutyAbsolute Truth (dogmatic), oriented to group’s expectations& valuesLong-term perspective,ConsistentProcess,Size&Stability (Hierarchy)
Pluralistic / Relationship-driven (
Values-oriented, community based, fairnessHears all perspectives, relationships-over-outcomes, desiresconsensusEmpowerment,Values-driven culture,Multi-Stakeholder perspective
Source: Frederic Laloux – Reinventing Organizations, plus Wilber, Graves, Beck, and Cook-Greuter
Evolutionary / Purpose-driven
(Teal)
Purpose-driven, inner integrity, sees ‘systems’Dis-identifies withown ego, autonomyto express self, authenticity‘Inner Rightness’ as the Compass,Wisdom beyond Rationality
Implusive ( ) Power & dominance, heroism, avoidance of shameSeparate ego, dominance vs submission, chiefdoms, illegal orgs
and Michael K. Spayd
©2015 Agile Coaching Institute
How(are(altitudes distributed((roughly)?
Red,)5%
Amber,)30%
Orange,)40%
Green,)20%
Teal,)5%
0 1 2 3 4 5 6
%)of)People)(in(developed(world)
and Michael K. Spayd
©2015 Agile Coaching Institute
How(does(Agile(Manifest(at Different(Altitudes?
TraditionEdriven(Agile
ResultsEdriven(Agile
PeopleEdriven(Agile
Adaptive(Agile((ImpactEdriven)
and Michael K. Spayd
©2015 Agile Coaching Institute
TraditionEdriven(Agile
• Loves(detailed(processes• Violates(spirit(of(Manifesto(
• Small,(local(process(improvements
• Mgmt dislikes( selfEorganization
• Agile(‘in(name(only’
• Possible(benefits:( iterative,(customer(focus,(quality,(speed
• Kanban is(a(better(fit(culturally
TraditionEdriven(Agile
ResultsEdriven(Agile
PeopleEdriven(Agile
Adaptive(Agile((ImpactEdriven)
Manifesto AlignmentComprehensive documentation over working software
Following a plan over responding to changeProcesses & tools over individuals & interactions
Portions%adapted%from:%Dajo Breddels,%Agile%2012and Michael K. Spayd
©2015 Agile Coaching Institute
ResultsEdriven(Agile
• Driven(only(by(results• Saving(money
• Nominal(customer(satisfaction
• “Doing(more(with(less”
• Competition( for(recognition
• Excellence(! technical(
practices
• Metrics(used(to(compare(teams
12
TraditionEdriven(Agile
ResultsEdriven(Agile
PeopleEdriven(Agile
Adaptive(Agile((ImpactEdriven)
Manifesto AlignmentContract negotiation over customer collaboration
Working software over comprehensive documentation
Portions%adapted%from:%Dajo Breddels,%Agile%2012and Michael K. Spayd
©2015 Agile Coaching Institute
PeopleEdriven(Agile
• Focus:(people(&(values
• Real(team(empowerment
• Owns(their(estimates(&(technical(
decisions
• Morale(goes(up
• ConsensusEdriven;(downside(=(
deathEbyEconsensus
• Customer(partnerships
• Flat(organization
13
TraditionEdriven(Agile
ResultsEdriven(Agile
PeopleEdriven(Agile
Adaptive(Agile((ImpactEdriven)
Manifesto AlignmentIndividuals & Interactions over processes and toolsCustomer Collaboration over contract negotiation
Portions%adapted%from:%Dajo Breddels,%Agile%2012
©2015 Agile Coaching Institute
Adaptive(Agile
• Whole(systems(thinking(
• Embraces(complexity
• Processes(&(systems(support(
“Flow”
• Dropping/blurring(of(roles• Values(effectiveness(over(efficiency
• “FullEblown”(Agile( is(possible
14
TraditionEdriven(Agile
ResultsEdriven(Agile
PeopleEdriven(Agile
Adaptive(Agile((ImpactEdriven)
Manifesto AlignmentFull manifesto alignment, especially
Responding to change over following a plan
Portions%adapted%from:%Dajo Breddels,%Agile%2012
©2015 Agile Coaching Institute
Integral(Agile(Altitudes
Business)Agility
Human)Systems)Agility
and Michael K. Spayd
©2015 Agile Coaching Institute
Methods)by(Quadrants
Psychological(
Window
Behavioral(Window
Cultural(Window
Systems(Window
Inspired%by%Brett%Thomas,%AQAL$Elements$Applied$to$Leadership3$RSI%is%Trademark%of%CRR%Global
-Professional Coaching-Personality tests (e.g., MBTI)
-Introspection / meditation
The(“I”(Perspective
-Scientific method-Structured observation
-Metrics / statistics
The(“IT”(Perspective
-Mental models-Facilitated dialogue-Relationship Systems
Intelligence™ (RSI)The(“WE”(Perspective
-Systems thinking-Value stream mapping
-Empirical mgmt systems
The(“ITS”(Perspective
and Michael K. Spayd
©2015 Agile Coaching Institute
Agile)Approaches)Mapped(to(Quadrants
“I”
“WE”
“IT”
“ITS”
• ‘Being’ Agile / Agile mindset• Software Craftsmanship (values)• The Leadership Circle (Anderson)• Professional Coaching (Co-active)
• Doing Agile / behaviors & practices
• Software Craftsmanship (practices)
• Applying the scientific method• Kanban (team level)
• Scaled Agile Framework™• Beyond Budgeting• Kanban (Portfolio level)• Systems Thinking• Theory of Constraints• Holacracy
• Schneider’s culture typology• Creating an Agile, collaborative
culture• Systems Coaching / RSI™• Examining mental models (Senge)
and Michael K. Spayd
©2015 Agile Coaching Institute
MetaEmap
Integral(Agile(Transformation)Framework
Leadership)&)Engagement
Organizational)Culture)&)Relationships
Competencies,)Products)&)Technologies
Organizational)Architecture)&)Structure
Business)Agility
Human)Systems)Agility
and Michael K. Spayd
©2015 Agile Coaching Institute
Evolution(in(the(Leadership Quadrant
and Michael K. Spayd
©2015 Agile Coaching Institute
Evolution(in(the(Competencies)&)Products)Quadrant
and Michael K. Spayd
©2015 Agile Coaching Institute
Evolution(in(the(Organization)Architecture)Quadrant
and Michael K. Spayd
©2015 Agile Coaching Institute
Evolution(in(the(CultureQuadrant
and Michael K. Spayd
©2015 Agile Coaching Institute
What(might(be(possible(
for(the(Agile(Enterprise(in(
YOUR)organization?
©2015 Agile Coaching Institute
What(is(even(possible?
AmberQOrange Enterprise
Leadership)&)Engagement
Organizational)Culture)&)
Relationships
Competencies,)Products)&)Technologies
Organizational)Architecture)&)
Structure
• Power(from(job(title(
matures(into(an(
“outcomes”(orientation
• Real(iterative(development( is(
possible
• Beginning(to(value(customer(
feedback
• Culture(begins(to(value(results
• Allegiance( to(Function(can(
grow(into(a(careerEorientation
• Matrix(org(structure(can(
focus(on(projects over(
functions
and Michael K. Spayd
©2015 Agile Coaching Institute
What(is(even(possible?
Orange Enterprise
• Drawn(to(new(ideas,(success
• Identified(with(one’s(
profession,(wants(latest(
training((MBA,(PMP,(tech,(etc.)
• Limiting(WIP(is(possible((to(
drive(efficiency)
• Tech(practices(can(flourish
• Collaboration(is(driven(by(
efficiency)(not(relationships)
• Culture(values(innovation(&(
meritocracy
• Role(allegiance( to(career(as(
defined(by(the(market
• Matrix(structure(overlaid(by(a(
crude(value(stream(orientation
Leadership)&)Engagement
Organizational)Culture)&)
Relationships
Competencies,)Products)&)Technologies
Organizational)Architecture)&)
Structure
and Michael K. Spayd
©2015 Agile Coaching Institute
What(is(even(possible?
OrangeQGreen Enterprise
• EQ(comes(more(online
• Aware(of(impact(on(others
• Begins(to(see(others’(
perspectives
• Can(more(fully(practice(Scrum
• More(collaboration(with(
business((&(other(stakeholders)
• Role(allegiance( can(tilt( to(
the(needs(of(the(team
• Starting(to(value(the(
relationship aspects(of(Agile
• Matrix(org(structure(starts(to(
be(balanced(with(value(streams(
and(a(focus(on(customers
Leadership)&)Engagement
Organizational)Culture)&)
Relationships
Competencies,)Products)&)Technologies
Organizational)Architecture)&)
Structure
and Michael K. Spayd
©2015 Agile Coaching Institute
What(is(even(possible?
Green Enterprise
• Relatively(high(EQ
• Some(awareness(of(Systems
• Able(to(work(with(diversity(&(
social(complexity
• Full(practice(of(selfEorganized(
Scrum(is(possible
• Culture(truly(values(
empowered(teams
• “Values” move(front(&(center,(
especially( diversity
• Flattening(structure
• Value(streams(optimized( into(
the(org(structure(to(align(with(
customers
Leadership)&)Engagement
Organizational)Culture)&)
Relationships
Competencies,)Products)&)Technologies
Organizational)Architecture)&)
Structure
and Michael K. Spayd
©2015 Agile Coaching Institute
What(would(an(Agile Organization be(like?
Function Traditional)(Orange)Organizations
Emerging)(Teal) Organizations
ORGANIZATION Hierarchical pyramid Self-organizing teams; coaches with no mgmt authority
PROJECTS Heavy project management methods
No project mgrs; people self-staff projects
RECRUITMENT Interviews by HR, matches job description
Interviews by future team members
JOBS Needs own description & title No job titles; fluid, granular roles
PERFORMANCE
MANAGEMENT
Focus on individualperformance; appraisal by supervisor
Focus on team performance; peer appraisals
PROMOTIONS Jockeying for position, politics
No promotion, roles fluidly rearranged with peer agreement
Adapted%from%Frederic%Laloux,%Reinventing$Organizations
©2015 Agile Coaching Institute
What(is(even(possible?
Teal Enterprise
• Awareness(of(own(ego(needs(
and(‘shadow’
• Acute(systems(awareness
• Able(to(work(with(diverse(
complexity(levels
• Truly(adaptive(processes(
are(possible
• Culture(values(fulfillment(of(
purpose(&(impact
• Values(&(is(able(to(leverage(
cultural(differences
• Adaptive(org(structures(
emerge(and(change(based(on(
everEchanging(needs(of(people(
and(markets
Leadership)&)Engagement
Organizational)Culture)&)
Relationships
Competencies,)Products)&)Technologies
Organizational)Architecture)&)
Structure
and Michael K. Spayd
Engage)in)crossQquadrant)conversations
Our(Challenge(to(You… Look)through)new)eyes
Make(a(list:(
What)trial)balloons) can)you)float)back)
at)work?
©2015 Agile Coaching Institute