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AT1 Concurrent�Session�11/14/2013�10:15�AM�

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"Large Agile Transformations: A Roadmap for Lasting Change"

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Presented by:

Ole Jepsen, goAgile Jenni Jepsen, goAgile

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Jenni Jepsen goAgile

A partner at goAgile, Jenni Jepsen focuses on helping individuals, teams, and organizations increase motivation, effectiveness, and transparency by engaging with business goals, creating meaning for stakeholders, and building trust through the process. With extensive experience in change leadership and communications, Jenni integrates neuroleadership concepts into her coaching, training, and sparring with leaders at every level to help people create lasting change. Neuroleadership is an emerging field of study focused on bringing neuroscientific knowledge into the areas of leadership development, management training, change management, training, consulting, and coaching.

Ole Jepsen goAgile

A partner at goAgile, a Denmark-based consulting firm, Ole Jepsen is a highly-esteemed agile coach for organizations experiencing change. Ole works with organizations to help leaders and teams expand their perspectives, focus on value, and increase joy of work to create ownership and get results. An involving and engaging way to lead, it results in happier teams, increased business value, and is key to a lasting enterprise-wide agile transformation. Ole is a founder of the Agile Leadership Network, the founder of the Danish Agile User Group, and organizer of Agile Coach Camp Denmark, and Stoos in Action.

Large Agile Transformations A Roadmap for Lasting Change

Ole Jepsen & Jenni Jepsen

Place: Date:

Boston November 2013 Helping you create lasting change

First, some context…

Value & Business Organizational Complexity: Cynefin Model

Catastrophe*

Probe*–*Sense*–*Respond*

EMERGENT*

Sense*–*Analyse*–*Respond*

GOOD*PRACTICE*

Act*–*Sense*–*Respond*

NOVEL*

Sense*–*Categorize*–*Respond*

BEST*PRACTICE*

Disorder(

4*

Catastrophe*

Dealing with Organisational Complexity Nearly all organizations are complex…

Characteris*cs+of+complex+organiza*ons:+!

Dynamic*with*rich*interacGons.*

Different*people*operaGng*at*different*levels.*

Feedback*is*important*to*the*process.*

The*environment*is*unpredictable.*

Small*changes*can*have*a*large*impact.*

Solutions need to match the nature of Complex organizations

PROBE*–*SENSE*–*RESPOND*

Complicated*N*the*relaGonship*between*cause*and*effect*requires*analysis.*AnalyGcal*

techniques*to*determine*facts*and*opGon*

range.*Cause*and*effect*separated*over*Gme*

and*space,*but*repeatable*and*analyzable.*

KNOWABLE*

*

Complex*N*the*relaGonship*between*cause*and*effect*can*only*be*known*in*retrospect,*but*not*

in*advance.*MulGple*small*and*diverse*

intervenGons*to*create*opGons.*Cause*and*

effect*coherent*in*retrospect,*gets*repeated*

accidentally.*UNPREDICTABLE*

*

SENSE*–*ANALYZE*–*RESPOND*

Transformation Team

Driving forces in Agile

9*

Three measurable, driving forces surround Agile practices – making the change that has been created last: 1. RESULTS 2. MOTIVATION 3. COMMUNICATION

Communication

Agile practices

Transforming large organizations to Agile is a change process

Helping you create lasting change

Rooms of Change

11*

!?!

Denial( Confusion(&(Chaos(

Status(quo(

Renewal(

Two reasons change is difficult

1.  People*have*a*natural*resistance*to*change.*

2.  They*don’t*understand…**why*the*change,*what*does*it*mean*for*them,*and*how*do*

you*want*them*to*work*differently*(vision,*mandate).*

Our brain & change Regions of the brain

Prefrontal(Cortex((PFC)( Limbic(System(

•  DecisionNmaking*

•  EmoGon*control*

•  HigherNlevel*thought*•  Mental*flexibility*

•  GoalNoriented*behavior*

Prefrontal(Cortex((PFC)(

Limbic(System(

•  LongNterm*memory*

•  Old*habits*•  AaenGon*•  Reward,*pleasure*•  Fear*

Toward & Away Response

17*

Away* Toward( Stakeholder Management Crea&ng!meaning!for!&!ge.ng!buy!in!!

from!your!stakeholders

Helping you create lasting change

**

** ** **

**** **

*

19*

The*appointed*

Business*

Partner*

The*essenGal*

knowledge*

The*real*

power*

Who do you need to involve?

Team*

*

20*

Involve the right people, or else…

Project*

plan*

Project*

plan*

!(

*

21*

A*close*relaGonship*increases*the*bandwidth*of*the*communicaGon*

Create relationships to create results Stakeholder Management

1.  What*the*goal*your*team*wants*to*achieve?*

2.  What*is*the*value*you*want*to*communicate?*

3.  Who*do*you*want*to*communicate*with*(idenGfy*stakeholders)?*

4.  How*do*we*create*meaning*for*them?**

5.  What*messages*and*acGons*(including*frequency)*will*you*take*

in*your*communicaGons*with*stakeholders?*

22*

Large*Agile*TransformaGons*N*Key*Takeaways

((

•  Trust*–*just*do*it*–*because*results*sell*themselves*

•  Do*your*stuff*–*say*it*in*their*words*

•  Prime*your*ideas*

•  Create*our*own*mandate*

•  Change*is*easy*on*paper,*but*we*have*a*natural*

resistance*to*new*things*

•  Listen*twice*before*you*give*advice*

•  Don’t*stop*idenGfying,*think*in*soluGons*

•  Listen,*listen,*listen..!*

Contact

@olejepsen ole@goagile.dk +45 5052 6212 @jenniindk jenni@goagile.dk +45 4047 7850

Place: Date:

Boston November 2013 Helping you create lasting change