Embracing Technology is DUMB . Embracing Well-Designed Technology is Smart
Embracing Change for the better The - scrumalliance.org · 2 How many of us want winning a habit ?...
Transcript of Embracing Change for the better The - scrumalliance.org · 2 How many of us want winning a habit ?...
Embracing Change for the better The 𝑨𝒈𝒊𝒍𝒆𝑰𝟑𝑬𝟑𝒇𝒂𝒄𝒕𝒐𝒓
| Seshadri Venkataraman | 26/4/2017 |Enterprise Transformation Agile Coach & Business
Transformation-Strategy Adviser for Exec. Leadership
Certified Scrum Professional (CSP)Certified Scrum Developer (CSD)Certified Scrum Product Owner (CSPO)Certified Scrum Master (CSM)
TimetofreeyourselffromaTraditionalMindsettoaNewerEnergyparadigm
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Embracing Change for the better: The 𝑨𝒈𝒊𝒍𝒆𝑰𝟑𝑬𝟑𝒇𝒂𝒄𝒕𝒐𝒓
The Transformation from AGILE to AG𝑰𝟑L𝑬𝟑 in Agile and Scrum
A (All) A (All)G (Genes inclined to overcome the) G (Goals inclined to closely) I (I factor thereby) I (Involve, Imbibe and Incorporate thereby) 𝑰𝟑
L (Lessening the) L (Leveraging the)E (Ego Factor) E (Engage, Empower and Energize factor) 𝑬𝟑
Of Individuals Of Winning Teams
The Transition factor picture personified
From that Lone Ranger in the front To this Perennial Winning Team
Opinion Poll
1 Howmanyofuswanttowinevery-time?2 Howmanyofuswantwinningahabit?
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Embracing the Wave of Change for the better - some prerequisites
• 2 sheets of paper• A pen or• A pencil J J
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The5fingerSyndrome
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Activity
• Pleasetakealookatyour5fingersoneitherhand.
• Seeifthedimensionof1fingeristhesameasdimensionofanotherfinger.
• Areallfingersalike?• Ifallfingersarealikeineverycharacteristicwill
Igetabetterhand?
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TheHandandFinger-SomeConclusions
• It is your hand and fingers. If in your own hand, fingerdimensions are non-identical, how come 2 or morepeople share identical wavelength of thoughts.
• Every individual is unique and everyone has the capacityto add to a transformation journey.
• Now scale this thought for an organization whenundergoing any transformation – how many fingers is anorganization seeing through?
• This is a Scalable proposition and it can definitely besolved rationally for mutual benefit of all stakeholdersconnected, both direct and indirect.
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Agenda1. The Obligation for Transformation2. The Transformation Dilemma3. The Change Factor4. Common Impediments in a Transformation
Journey5. The Agile Mindset and the Inception to a
Transformation Route6. Activity7. Conclusions8. Questions and Answers
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The Obligation for Transformation – A 9 dot Sprint
• Youhave9 dotsinthepicture.• Therequirementistoconnectallthe9dotsusingjust4linesWITHOUT liftingyourhandsoffthepaper.
• NoOVERWRITING ofDrawnlinespermitted.• TheTime-boxis180 seconds
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Opinion Poll
• Isit• Possible?• NotPossible?• MaybePossible?
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DifferentDotpatternstobedrawn
• SomeSamplePatternsasseenincommonness
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Solution
• TheTransientMindset– Illustrated.
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Line1
Line2
Line3
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The9dotactivity– somethoughts
• How many of us actually studied the problem under consideration??• How many of us actually came up with a possible solution in
consideration to a Question given ??• How many of us felt that the 9 dot boundary condition is not
present here to limit our thought process in the requirement – it isnow a mindset created seeing a problem statement
• How many of us felt that the 9 dots provided is just a line statementin a Customer Requirement. What is not mentioned in theRequirement (2 extra dots as outliers) may actually be a hiddensolution pointer.
• How many of us actually solved the problem and how many of uswere trying to solve the problem – calls for an out-of-the-boxthinking pattern.
• How many of us overcame the regular linear thinking paradigm tocome up with what is not linear towards the thinking process
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The Transformation Dilemma• Will technology transformation make my industry irrelevant?• Will my investment on R&D and Innovation help me ?• Why should I transform my business ?• I have been delivering value all these years, how come there is a change
in pattern?• How are my competitors able to provide solutions at such a low cost? Do
I need to revisit my existing processes ?• My customers have always been happy. What is this circus I am seeing?• Will Agile make my position irrelevant?
Bottom Line
• If it ain’t broke don’t fix it !! If it ain’t delivering revenue fully, FIX IT !! DSDI – Don’t Say, Just Do It !!• Are we just delivering what our clientele wants ?• How can I WOW my customer with my solution at an incredible price ??
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ExploringPossibilities
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TurningPossibilitiesintoMeaningfulActions(Willingnesstodisposeoffwhateveryoucreatedfirst)
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TheChangeRule
Ø Changeasafactorconsideredinallthepictureshasalwaysbeenconstant.Itruled,Itshallrule andItshallcontinuetorule.
Ø Thisrulingofchangeisaperennialruleoftime.Nonegotiations.
Ø Changehassomeruleenginesinit’sfold1. Firstyouacceptchangewillingly,becausewillingnessis
alwaysbetter.Unwillingnesswillcreatealotofdistasteandyouwillbeforcedintoit.
2. Slowlyimbibethechangeand3. BecomeaproponentoratorrentofchangeØ Changeisalwaysforthebetter– thingshavealways
improvedeversincechangecamein.Ø Lackofacceptancetothissmall factisabig challenge.
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FromanIndividualTransitiontoaGroupTransition
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Makingeveryonerealizetheneedforchange
Convertingthechangeresistorstochangeevangelists
The Transformation Enigma – The Emotional Intelligence (EI) Factor
Sometransformationexamplesincludebutnotlimitedtoareasfollows:
v FromVendor/SuppliertoaBusinessPartnerv FromMyProfits(ONLY)toOurVictory(MyCustomersandWeOurselves)v FromaParentProvidertoanEmptyNester(Acommonproblem)v FromaFathertoaFather-In-Lawv FromaMothertoaMother-In-Lawv FromaDaughtertoaDaughter-In-Lawandnottoforget,v FromaSontoaSon-In-Law.LL
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CommonImpedimentstotheChangeFactor
ØTheMostImportantEntitywhichwehavetoconsiderhereis-
ü The‘I’Factor.IfI don’tchange,howcanI evangelizechange?
ü YourPeople– bothinofficelifeandinsocial/personallife.
ü ExistingBusinessProcessesandOfficePracticesü TraditionalandRedefinedBusinessRulesofEngagementü TheCustomerandStakeholderMindsetthenandnow!!
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People – Tough times never last, however, Tough people do !!
q Ifyourtechnologies failyou,nevermind somethingelsecanfill-in.Ifyourpeople failyou,youareinrealhotsoup.
q Peoplecompriseyourlife– bothofficialandpersonalq Mindsets,emotions,personalexperiencesmattertoa
goodextentq Whatyousayandwhatyouthinkneedalotofattention
tounderstand
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The Agile Mindset and Transformation. A Manager’s Metamorphosis towards becoming an Inspiring Leader
What differentiates Leaders from Managers - It is their psyche.
üA Connect with you before I Communicate with you. üI value you just like I value myself.üI empathize with my people (Human beings have emotions). üI acknowledge the discomfort factor you undergo during a change. üI acknowledge I am not an expert and I need your expertise. üAll of us win when our customer wins. üI understand a change journey is tough and I believe we together can overcome the difficulty.
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The Sharp Arrow Head Corollary
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q The sharpness of the Arrow indicates focus.
q The turbulence of the Arrow head is first sensed bythe arrow head and by applying proper coursecorrection it hits the target successfully.
Tostrikeatargetweneed
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Coursecorrectionasperthewind
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Bringingthemalltogether…..
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Toachievethisweneed…
q Cooperationofallparticipants/playersqMultiplepracticessessionsandsomefailures
eventuallycascadingtosuccess
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ConclusiveRemarks- TocultivatethetruefeelforAgilityinQuintessenceTheHammerandtheKeySyndrome
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QuestionsandAnswers??
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Contact InformationSeshadri VenkataramanEmail:[email protected] ;[email protected]:+91.98407.73196Skype:seshadri6PleaseconnectwithmeonSocialMedia,Mypublicprofilesareasbelow.Twitter:www.twitter.com/seshadrivenkatFacebook:www.facebook.com/seshadri.venkatLinkedIn:https://www.linkedin.com/in/seshadri-venkataraman-csp-10b106138/www.projectmanagement.com/profile/seshadrivenkat
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BestWishesforyourtransformationprocess
Thankyou!!
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Thank you for attendingSeshadri Venkataraman
26/4/2017