agile munich - using values for agile transformation

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  • Munich, 24. November 2016

    Using Values for Agile Transformation

    visiting Valtech

  • Welcome and Agenda

    2

  • Onboarding

    3

  • Values Beliefs - Behaviour

    4

  • VBB What Nuggets found?

    5

  • Reflect Scrum Values and Agile Principles

    6

    For example: Reflect Where are we on a scala from 1 (low) to 10 (top)? What can we do (all together everybody for him-/herself) for a step a little bit further on?

  • Scrum Values

    7

    Focus Courage

    Openness

    Commitment Respect

    Empowerment &

    Self-Organization

    Time-boxing

    Transparency

    Inspect & adapt

    Deliver every sprint

    & Agile Principles

  • Moving Motivators

    8

    Individual Motivators

    Reflection and Team Development

    Source: Management 3.0, http://www.management30.com/

  • Kudo Cards & Kudo Box

    Looking at the positive.

    Rewards" only symbolic.

    9

    Source: Management 3.0, http://www.management30.com/

  • CTT Cultural Transformation Tools von Richard Barrett

    Values = A cue-like description of individual and collective motivation factors that characterize what is important to us. Values can be positive or potentially limiting ( cultural entropy).

    The thesis of Richard Barrett: The culture of an organization or any group of individuals reflects the values, attitudes and behavior of the leadership of this group.

    Culture is a fundamental driver of organizational and financial performance: the coherence of employees with the values of a company increases commitment ( Gallup Studies) and correlates usually with the economic success.

    The lived values are very concrete in everyday behavior.

    We can make values manageable and reflect on and shape the corporate culture.

    The CTTs are easy-to-use tools to work with values.

    10

  • Maslows Pyramid of Needs and Barretts Model of Consciousness (CTT)

    11

    Consciousness

    1. Self-realization takes place on several levels

    2. The hierarchy of needs is replaced by states of consciousness

    3. Certain values and behaviors are assigned to each state of consciousness.

    7

    7

    6

    5

    3

    2

    1

    4

    Needs

    de

    fici

    t n

    ee

    ds

    gro

    wth

    ne

    ed

    s

    Physiological Needs

    Safety

    Love, Belonging

    Recognition

    Knowledge Understanding

    Self- realization

  • 7 Levels of Organisational Consciousness

    12

    www.valuescentre.com

    Service

    Making a Difference

    Internal Cohesion

    Transformation

    Self-esteem

    Relationship

    Survival

    Positive Focus / Excessive Focus

    Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed

    Employee Recognition Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame

    High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

    Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth

    Building Internal Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

    Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfilment, coaching/mentoring

    Service To Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility

  • As a Person in this Organization ...

    13

    I believe that we are doing something useful to mankind and that our work is helping to create a better world.

    I feel personal fulfillment when I work with others to satisfy our stakeholders and make a difference in our market.

    I use my talent to create value for customers and my creativity to contribute to the common success with commitment and enthusiasm.

    There is a project I want to participate in to meet my needs for teamwork and personal development.

    I want to achieve power, hierarchical and / or professional recognition to satisfy my needs for continuity and self-worth.

    I would like to appreciate, respect and personal confirmation to satisfy my needs for affiliation and affiliation.

    I would like to have a stable workplace and in the long run safety to meet my survival needs.

  • From Values to Action

    14

    1. Values Assessment

    2. View results together, start

    dialog

    3. Focus on core values

    4. Identify core values and their

    behavior

    5. Create entries for Change

    Backlog

    6. Living values and developing

    the desired culture

    ENTROPY

    PERFORMANCE

    1 2 3 4 5 6 7 ..

    CTT - What is important to us personally? - What values do we currently live on? - What values do we need in the future?

    The Cultural Change Process

  • CVA Example: Overall Group(246)

    15

    Values Plot

  • Values Accordance and Coherence

    16

    Reference: https://vimeo.com/141154332

    Helmut Lind, Vorstandsvorsitzender Sparda Bank, about values and corporate philosophy

    See movies AUGENHHE and AUGENHHEwege.

    https://vimeo.com/141154332https://vimeo.com/141154332

  • Alligator River Story

    17

    Once upon a time there was a woman named Abigail who was in love with a man named Leonidas. Leonidas lived on the shore of a river. The river, which separated the two lovers, was teeming with man-eating alligators. Abigail wanted to cross the river to be with Leonidas. Unfortunately, the bridge had been washed out. So she went to ask Sinbad, a riverboat captain, to take her across. He said he would be glad to if she would consent to go to bed with him preceding the voyage. She promptly refused and went to a friend named Ivan to explain her plight. Ivan did not want to be involved at all in the situation. Abigail felt her only alternative was to accept Sinbad's terms. Sinbad fulfilled his promise to Abigail and delivered her into the arms of Leonidas. When she told Leonidas about her amorous escapade in order to cross the river, Leonidas cast her aside with disdain. Heartsick and dejected, Abigail turned to Slug with her tale of woe. Slug, feeling compassion for Abigail, sought out Leonidas and beat him brutally. Slug returns, reports Abigail, and agrees to marry her. Abigail accepts his request. Task: Arrange the 5 persons according to the rank of their wickedness. Put the worst person in the first place.

  • Values should be visible in our daily business to be alive look at the Cultural Objects

    18

  • For an Agile Transformation we need both Levels Structure, Processes, Behaviour and Reflection about Values, Beliefs,

    19

  • Ressourcen

    20

    Personal Values Assessment (PVA) - kostenfrei! http://www.valuescentre.com/pva/

    eBook Get Connected in Krze auch in deutsch https://www.valuescentre.com/resources/get-connected

    Richard Barrett: The Values-Driven Organization. Routledge. ISBN: 978-0-415-81503-1.

    Richard Barrett: Werteorientierte Unternehmensfhrung: Cultural Transformation Tools fr Performance und Profil. Berlin, Heidelberg: Springer Verlag 2016.

    Andrea Maria Bokler, Michael Dipper: Changemanagement mit Cultural Transformational Tools, Heidelberg: Springer Verlag 2015, ISBN 978-3-658-10921-9.

    Andrea Maria Bokler: Persnlichkeitsentwicklung als Voraussetzung einer erfolgreichen Fhrungskultur, coach!n Nr. 03|2016, http://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdf

    Simple Show CTT https://www.youtube.com/watch?v=82YcAje1kXQ

    Ausschnitt aus einem Interview mit Helmut Lind, Vorstandsvorsitzender der Sparda-Bank Mnchen eG fr das Filmprojekt AUGENHHEwege: https://vimeo.com/141154332 - wertebasierte Organisation Werte und Leitbildprozess

    Management 3.0 - Moving Motivators https://management30.com/wp-content/uploads/2015/02/moving-motivators-german-self-A4.pdf

    Management 3.0 Kudo Karten https://management30.com/wp-content/uploads/2015/02/kudo-cards-german-self-A4.pdf

    http://www.valuescentre.com/pva/https://www.valuescentre.com/resources/get-connectedhttps://www.valuescentre.com/resources/get-connectedhttps://www.valuescentre.com/resources/get-connectedhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttp://www.weiterbildungsprofis.de/profildocs/Bokler-03-2016-NEU_28105.pdfhttps://www.youtube.com/watch?v=82YcAje1kXQhttps://vimeo.com/141154332https://management30.com/wp-content/uploads/2015/02/moving-motivators-german-self-A4.pdfhttps://management30.com/wp-content/uploads/2015/02/moving-motivators-german-self-A4.pdfhttps://management30.com/wp-content/uploads/2015/02/moving-motivators-german-self-A4.pdfhttps://management30.com/wp-content/uploads/2015/02/moving-motivators-german-self-A4.pdfhttps://management30.com/wp-content/