People over process: Not Process over People

@tweetandshort @Radtacltd@tweetandshort @Radtacltd

Agile:People over Process

© 2014 RADTAC Ltd.

Radtac Culture

1

Michael Short Head of Radtac:Culture

@tweetandshort @Radtacltd


Radtac - 16 Years of learning continues

© 2014 RADTAC Ltd. 2

@tweetandshort @Radtacltd 3

RADTAC Why

Ice

We believe in challenging the status quo and in the innate ability of people

to rise to the challenges of their organisation.

© 2014 RADTAC Ltd.


RADTAC How

Ice

We enable our clients to achieve sustainable and continuous improvement by unlocking their human potential, using our

exceptional people and unparalleled practical industry experience.

By doing this we have come to value….

Evolution over revolutionCollaborative partnerships over supplier relationshipsPragmatic transformation over fundamentalist dogma

Transformational leadership over transactional management

We believe there is value associated with the statements on the right, however we value the statements on the left more


RADTAC What

Ice

We deliver this by providing a fully integrated portfolio of services,

Our 4 Pillars

Culture – Vision and behavioural transformationConsulting – Capability transformation

Delivery – Transformation catalysts / interim peopleTraining – Knowledge transformation

We deliver this by focussing on a pragmatic and realistic integration of modern and existing delivery and management frameworks, with a focus on Lean, Agile and Kanban thinking


Tonight’s: “Why”

Ice© 2014 RADTAC Ltd.

PurposeIndividuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan


People are central to Change

Results

Actions

Intrinsic Behaviours

Beliefs

Good measurement reinforces actions as successes

Clear short iterations provide fast wins and easy adjustment to

shape success

© 2014 RADTAC Ltd.

“People don’t resist change; they resist being changed” Peter SengeYou cannot manipulate people’s beliefs, therefore their intrinsic behaviours can only be adjusted through their own observation of results You create “pull” by leading actions that meet a vision that is supported by resultsYou create enablement through toolboxes e.g. Agile, Lean, KanbanPeople will drive change themselves when given the tools and leadership


Change Challenges People

Efficiency Effectiveness

Managed Led

Innovation

Status Quo

>80% of Organisation

<20% of Organisation

Managed Led

The status quo is safe, it is how I got hereMy status is based on the status quo, why should I change what isn’t brokenIf I really try and change this I am going to upset my executive colleaguesVision is hardPeople follow leaders who have vision © 2014 RADTAC Ltd.


Empirical and Defined Processes

9© 2014 RADTAC Ltd.

“Complexity and Organisational Reality” – Ralph D Stacey

Technology

Close To Certainty Far from Certainty

Clo

se T

o C

ert

ain

tyFa

r fr

om

Cert

ain

ty

Complicated

Simple

AnarchyComplex

Req

uir

em

en

ts


Leadership and Uncertainty

© 2014 RADTAC Ltd.

Innova

tio

n

Statu

s Quo

>80% of

Organ

isatio

n

<20% of

Organ

isatio

n

Managed Led

Managed

Led


Motivated and Talented Individuals

“Drive: The Surprising Truth About What Motivates Us” – Dan Pink (2012)

© 2014 RADTAC Ltd.


Horizontal Stripe

Horizontal Stripe

Good Change with Evolution

‘T’ Shaped People – ‘T’ Shaped Organisation• Horizontal Stripes are where most people would recognise Agile

implementations – IT Teams and departments• Vertical Slice is where true change is required to effect sustainable

Transformation• Why Most Transformation is unsuccessful is because it doesn’t have

this model (60-70% fail – McKinsey – “Inconvenient Truth About Change Mang’t “ http://bit.ly/16HRxlZ)

Layer 1

Layer 2

Layer 3Horizontal Stripe

Vert

ical slice

thro

ug

h

org

an

isati

on

© 2014 RADTAC Ltd.


Lencioni Model

© 2014 RADTAC Ltd.

Inattention to

resultsAvoidance of

Accountability

Lack of Commitment

Fear of Conflict

Absence of Trust


Absence of Trust – here Lencioni focuses on the leadership role in the team, the principle is based on the need for the team to trust each other by being ‘venerable’

Fear of Conflict – the principle is that people ‘fear to rock the boat’ as this is indicative of a disruptive and ‘non-collegiate’ colleague. This creates the psychological phenomenon of ‘group think’.

Lack of Commitment – this is also sometimes referred to as “Cabinet Responsibility”

Avoidance of Accountability – this is about the collective holding the individuals to account, it is not about blame

Inattention to Results – This is about the team being accountable for the overall result and the leader keeping focus on that,

© 2014 RADTAC Ltd.


5 Behaviours of Successful Teams

© 2014 RADTAC Ltd.

Focussed on

ResultsStepping up and

being Accountable

Team Committed

Good Conflict

Trust your Colleagues


Summary - 5 Functions of Good Teams

Trust your colleagues

Passionate and unfiltered debate on important issues

Team and all individuals committed to goals for this period

Team holds itself and members accountable for commitments

Collective set of results that are common and well understood

© 2014 RADTAC Ltd.

People over process: Not Process over People

Business

Transcript of People over process: Not Process over People