The Challenge of the next decade... Transforming Corporate Managers... into Agile Leaders

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The Challenge for the next Decade...transforming Corporate Managers... into Agile Leaders...


Andrea Tomasini

Agile Coach & [email protected]

mailto:[email protected]

mailto:[email protected]


Why is that needed?

Let’s have a look at what happens at our businesses...


Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California

1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 2006

13.5 years

3 weeks

Time to Market


Products more &

more complex


too slow tooexpen$ive too

complex

No more Mediocrity


Customers can change ...

... and they will!


Customers evaluate

our services

Customers influence other customers

Customers are in control of the business

Customer Capitalism


What are we doing about it?as Corporate Managers...


CorporateHi

erar

chy

Compliance

Individ

ual


We change the structure ...

... every 6-9 months


We expect to gain

more


ChaosDispiritDemotivation


Why?

Symptom ≠ Problem


??? Manager

EMEA

Worldwide Trade Corporation

I am...

... my position


The Enemy is ...

... out there


The Illusion to ...

... take charge


The Fixation ...

... on events


The Parable ...

... of the boiled frog


The delusion of ...

... learning from experience


The Myth of theManagement Team


Mana!ment


Immutable Truth

It is always been

there...


command & control

tightly planned work

competition through economies of scale and cost reduction

impersonalcommunications

hierarchy


Why

? Social &

Economic

conditions


“The goal of the system is to make individuals as predictable and

controllable as the capital assets for which they are responsible”

(Harold Geneen ITT, 1965)

The System Has Stopped

Delivering

“In the past, Man has been first. In future, the system must be first”

(Frederick Taylor, The Principles of Scientific Management, 1911)


semi-skilled

knowledge


Committed Workforce


20th century 21st century

Customers take charge


What we should do about it instead!

as Agile Leaders...


Pull principleIterative & Incremental

Empirical Process Control

Lean Thinking

Agile Reading Glasses


Empirical Process controlAgile is based on empirical control, through transparency, inspection and adaptation the best processes are emerging while doing, and only retrospectively it is possible to recognize successful adaptation from non successful ones


Defined Process Control Production-based process


Empirical Process Control R&D based process


Pull PrincipleAgile approaches are based on pull principle which allows self-organizing teams to pull in work and knowledge as needed in order to deliver valuable quality software


PushPull

Individual TeamEnforcem

ent

Colla

borati

onCompliance

Focu

s on value


Lean ThinkingLean Thinking inspired process improvement through constant observation of the unevenness in a flow, resources or people overburdening and elimination of wasteful activities


Ove

rbur

den

(無理

: mur

i) do not overload your

People


Unnecessary Variations(斑: mura) keep the Flow

Even


Wasteful Activities(無駄: muda)

remove non value adding

Activities


Iterative & IncrementalDelivering a product in subsequent iterative releases, not only improves the explicit quality of it, it also allows everybody involved in its development as well as every stakeholder, to learn better what is really needed to support a business vision


Verif

y Idea

Improve it

Add Value

Read

y it

Done!

1 2 3 4 5

Iterative & Incremental0% 100%


Every Increment:✓is inspect-able✓adds value✓it’s high quality✓it’s ready to ship


a NEW start


Organization

Wo

rk

ers

Cu

sto

mer

s


Break

the Iron

Triangle!


PushPull

Individual TeamEnforcem

ent

Colla

borati

onCompliance

Focu

s on value


Agile Leadership Progression Timeline (1/5)

Leader’s Skills• Technical Expert• Planner & Organizer• Delegator• Controller

Characteristics• Controlling• Individual Evaluation• Individual Reward

Hierarchical



Leader’s Skills• Group Communication• Problem Solver• Conflict Resolution• Group Dynamic

Characteristics• Participative• Individual Evaluation• Individual Reward

Enlightened



Leader’s Skills• Facilitator• Leader• Conflict Resolution

Characteristics• Participative• Collaborative• Team Evaluation• Team Reward

Shared



Leader’s Skills• Coach• Benchmarking

Characteristics• Collaborative• Peer Evaluation• Team Reward

Coordinated



Leader’s Skills• Strategic Planner

Characteristics• Empowered• Peer Evaluation• Team Reward• Team Recruitment

Agile


Who is responsible?


Experiences

Pyramid of Results

Beliefs

Actions

Results

CultureMan

age

Lead

The “Results Pyramid” is copyright of Partners in Leadership LLC

shift

the

balanc

e

coaching is an ongoinglong term investment


DECK

irectionnvironmentonstraintsnowledge


Rel

atio

nsh

ip B

ehav

ior

Leaders Behavior

Telling

SellingParticipating

Delegating

DECK


Cultivation Competence

Control

Peopl

eIm

personal

Actuality

Possibility

Collaboration

William Schneider - The four Core Cultures


Passion

Delight

Success


What’s the recipe?

1) Focus on Value, not compliance!



2) Encourage and nurture engagement



3) Work with Self-Organizing Teams, so to use all the brain-power you have available instead of only 1 on 5!



4) Use empirical control, focus on outcome not on output!



5) Start to shape your new organization by changing yourself first!



6) Understand it is a cultural change... and it’s not about you


Thank You!


More food for thought...

http://slideshare.net/tumma72

http://www.deloitte.com/view/en_US/us/About/Catalyst-for-Innovation/Center-for-the-Edge/the-shift-index/index.htm


















































https://itunes.apple.com/de/book/agile-transition-what-you/id550957382?ls=1

https://itunes.apple.com/de/book/agile-transition-what-you/id550957382?ls=1

The Challenge of the next decade... Transforming Corporate Managers... into Agile Leaders

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