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How to coach traditional managers
agile leaninto agile and lean
Henri KiviojaHead agile coach
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Lean-agile enterprise
RealityRealityRealityReality
Roadmaps
Reporting
planning
Cost
BUSINESSBUSINESSBUSINESSBUSINESSAdaptationAdaptationAdaptationAdaptation
value
Flexibility
Efficiency
Traditional
management
Traditional
management
Ericsson Internal | 2012-03-10 | Page 2
Cost
Missing customer
interaction
Ericsson finland lean-agile transformation
Quality
Empowerment
trust
Business agility
Agile manager
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Complextelecomproduct
Complextelecomproduct
significantinstalled
base
significantinstalled
base
STarting point
Ericsson Internal | 2012-03-10 | Page 3
10+ years of
development
10+ years of
development
Large distributed
multisite development
Large distributed
multisite development
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WHY change?
Improve responsivenessImprove responsiveness
Create most valueCreate most value
Ericsson Internal | 2012-03-10 | Page 4
Improve responsivenessImprove responsiveness
EMpower peopleEMpower people
Build quality inBuild quality in
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Change in almost everything!Big projectsBig projects Decoupled development and
flexible releasesDecoupled development and flexible releases
System/design/testsilo organization System/design/testsilo organization Teams in e2e flowTeams in e2e flow
Individual officesIndividual offices Team spacesTeam spaces
Ericsson Internal | 2012-03-10 | Page 5
Narrow & specialized competencesNarrow & specialized competences
Broader competences and continuous learningBroader competences and continuous learning
Individual accomplishmentIndividual accomplishment Team successTeam success
Following a defined & detailed processesFollowing a defined & detailed processes Lean-Agile ThinkingLean-Agile Thinking
Top down controlTop down control More people initiative and self organizationMore people initiative and self organization
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Traditional management?
Ericsson Internal | 2012-03-10 | Page 6
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Coaching in context
Coaching
Lean-AgilePractitioner
CoachingTeaching
Ericsson Internal | 2012-03-10 | Page 7 Modified from Lyssa Adkins
Leader
Catalyst
Stance
Technical Mastery
Transformation Mastery
BusinessMastery
MentoringFacilitating
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Coaching at ericsson finland
First ScrumMasters
Initial Team LevelLearnings
Only few managers
Coaching for the whole Ericsson
Enterprise LevelLearnings
Coaching For AllTeams
Organizational Learnings
Ericsson Internal | 2012-03-10 | Page 8
Only few managersinvolved
Initial Communities
Identification of Organizational levelCoaches
Resistance inMiddle
Management
Networked Organization
All managers wereAffected
CoP culture
Organizational Coaches
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Empowerment happens when people and teams
take full responsibility of improving their process
Empowerment happens when people and teams
take full responsibility of improving their process
Empowerment, a buzzword?
Ericsson Internal | 2012-03-10 | Page 9
improving their processimproving their process
IT�s all about people!IT�s all about people!
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EMpower and Engage!
Ericsson Internal | 2012-03-10 | Page 10
It’s all about people!It’s all about people!It’s all about people!It’s all about people!
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Areas that need to be touched
› Decision-Making– Technical Decisions are to be done in the teams where is also the expertise
– Coach managers to garden and make organizational and inter team level decisions where needed.
› “Art of management”
Ericsson Internal | 2012-03-10 | Page 11
› “Art of management”– Management is dead, long live leadership?
› Team constellation and dynamics– Co-operation with coaches and management
› Feedback and rewarding› Where is HR?
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My Leadership team
Reporting and planning
based approach
Ericsson Internal | 2012-03-10 | Page 12
Community Enabler
Big Picture Responsibility
Culture fostering and garderning
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From first line to middle managers
› Senior management support is crucial (sponsor)› Middle managers have worked hard to get to the position -> challenging does not work
› Coach needs to be accepted
Ericsson Internal | 2012-03-10 | Page 13
– Experience– Professionalism– Personality
› “Get one on your side and rest will follow”› Pressure coming from top and bottom
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Lean-agile enterprise
RealityRealityRealityReality
Roadmaps
Reporting
planning
Cost
BUSINESSBUSINESSBUSINESSBUSINESSAdaptationAdaptationAdaptationAdaptation
value
Flexibility
Efficiency
Traditional
management
Traditional
management
Ericsson Internal | 2012-03-10 | Page 14
Cost
Missing customer
interaction
Ericsson finland lean-agile transformation
Quality
Empowerment
trust
Business agility
Agile manager
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Our main learnings so far
First hand evidence and experience through feedback
cycles is
Whole organization needs to accept the move from up front planning to living
Ericsson Internal | 2012-03-10 | Page 15
the real source of learning
with the flow from the teams
This is a profound change of culture & thinking that goes way beyond processes & tools
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Contact
hkivioja Henri @ Twitter
Ericsson Internal | 2012-03-10 | Page 16
bit.ly/agileinc Agile Inc Blog
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