Creating lasting agile change

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Creating Lasting Agile Change


once upon a time...a tale of an agile transition and how everyone lived happily ever after


transition timeline

pilot teams

leadership team

transition team

country roll-out

scale

10

100

1000

scale


delighting the customer


of course, all our transitions go like this


well... not just yet


why a successful agile transition is more than the sum of its parts

challenge of empowering agile organizations


empowerment used to mean self-management


situational leadership (Hersey, Blanchard)

supportingfor people with:

high competencevariable

commitment

delegatingfor people with:

high competencehigh commitment

coachingfor people with:

some competencesome commitment

directingfor people with: low competencehigh commitment

little a lot

little

a lo

t

supp

ortiv

e be

havio

ur

directive behaviour

The Hersey-Blanchard Situational Leadership Theory rests on two fundamental concepts:• leadership style and • the individual or

group's maturity level


today self-organization trumps self-management


self-organization vs. self-management

is a tool change not a cultural change

is a change in enterprise culture


change is not the same as progress

The last 100 years has seen lots of improvements

in golf clubs

but golf scores have stayed the same



is a tool change not a cultural changemanagement acts as policy police


management creates the environment


from control to enablement

http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html

Maria Ogneva, Head of Community at Yammer

John Hagel [in The Power of Pull] talks about necessity of shifting from predictable outputs and inputs to activating the right resources and ecosystems at the right time



is a tool change not a cultural changemanagement acts as policy policerole of leadership is left unchanged


management creates the environment

role of leadership changes


leadership challenge

“However most of the high-performance teams were not manager-led teams.

They were teams where the management had deliberately stepped back, or was inattentive or where one reason or another was totally absent, thus enabling the team to self-organize.”

Steve Denning


situational leadership (Hersey, Blanchard)

supportingfor people with:

high competencevariable

commitment

delegatingfor people with:

high competencehigh commitment

coachingfor people with:

some competencesome commitment

directingfor people with: low competencehigh commitment

little a lot

little

a lo

t

supp

ortiv

e be

havio

ur

directive behaviour

The Hersey-Blanchard Situational Leadership Theory rests on two fundamental concepts:• leadership style and • the individual or

group's maturity level


“At the University of California at Irvine, ...they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”

adapting vs. defining


human innovation

•building in-house innovation capability

•lean manufacturing

•new model for labor relations

Human Innovation at Appliance Park

http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-manufacturing-renewal/ar/1


creating lasting agile change

build internal coaching capabilityadopt agile practices and principlesalign metrics and HR with self-organization


build internal coaching capability

•build redundancy in•find passionate people•high calibre, influential

transition team

leadership

expectations



•Involve leadership from beginning, not as an after thought

•Help leadership lead by example

transition team

leadership

expectations



•lean leadership - decades!

•why do we think we can do it in weeks?

transition team

leadership

expectations


Focus on framework and boundary objects

Institutionalize knowledge sharing

Share success not best practices


Focus on framework and boundary objects

Institutionalize knowledge sharing


adopt agile practices and principles


align metrics and HR with self-organization

reward with autonomy, mastery, purposeincorporate holistic view / guidance

create environment for success


align metrics and HR with self-organization

reward with autonomy, mastery, purposeincorporate holistic view / guidancecreate environment for success


Further viewing/reading

• Slideshare: http://www.slideshare.net/davesharrock

• The Rise of the Empowered Employee

http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html

• The CEO of General Electric on Sparking an American Manufacturing Renewal

http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-manufacturing-renewal/ar/1

• Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations by Ken Blanchard

• Drive by Daniel Pink

http://www.youtube.com/watch?v=u6XAPnuFjJc


thank you

[email protected]: dave.sharrock

twitter: @davesharrockslides: slideshare.net/davesharrock

“Coming together is a beginning. Keeping together is progress. Working together is success.”

Henry Ford

Creating lasting agile change

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