the agile enterprise: the role of leadership & organization health in scaling agile
TRANSCRIPT
The Agile Enterprise:The Role of Leadership & Organizational Health
in Scaling Agile
Marni Gauthier, PhDMay 31, 2017
Leaders, Teams & Organizations who are Effective, Building Alignment & Empathy
The last cPrime webinar closed with a poll for next webinar topic. The winner was: “Building Alignment & Empathy.”
ØWhat does “Building Alignment & Empathy” mean to you?• Alignment about what software we’re Building & Empathy for our customer• Building Alignment & Empathy both within the leadership team & within an organization – especially one undergoing an Agile Transformation
(Both. What is the relationship between the these? Alignment, Clarity & Relationship is the cohesive triad that breeds Enterprise Agility).
Leaders, Teams & Organizations who are Effective, What is the Agile Enterprise?
The Agile Enterprise:The Role of Leadership & Organizational Health
in Scaling Agile
What is ”The Agile Enterprise”?
Leaders, Teams & Organizations who are Effective, The Agile Enterprise
Beyond implementing agile methodologies for software development, meeting facilitation and initiative processes,The “Agile Enterprise” is broader, bigger, deeper . . .
Leaders, Teams & Organizations who are Effective, The Agile Enterprise
It’s a system: interdependent. Like a river system, it’s intricate and interconnected—both within itself and without, to its customers and marketplace. Your organization is a living, breathing, interactive organism.
Leaders, Teams & Organizations who are Effective, The Agile Enterprise
Grown quickly or over decades, organically or by M&A, an enterprise usually consists of multiple organizational units, objectives, budgets, products or services, and geographies. The result is often disparate tribes or cultures within the organization, whereby Enterprise Agility becomes more difficult.
The Agile Enterprise is nimble and robust. Responsive to an ever-‐changing, high-‐speed marketplace, it anticipates customer needs and wants. Its capacity for innovation delights customers and employees alike. Implementing agile for software development is vital and not enough for full-‐scale agility.
At scale, a company needs to be agile-‐informed in its purpose, structure, processes and culture. This allows it to use business agility—a shared understanding that generates a new way of thinking, working and delivering value—as a competitive advantage.
The Agile Enterprise is nimble and robust. Responsive to an ever-‐changing, high-‐speed marketplace, it anticipates customer needs and wants. Its capacity for innovation delights customers and employees alike. Agile-‐informed in its purpose, structure, processes and culture, it uses business agility—a shared understanding that generates a new way of thinking, working and delivering value—as a competitive advantage.
That is the Cultural Operating System (COS) of:
• My team, but not my company as a whole.
• My IT group, but not the rest of my organization
• My entire company.
• Neither my team nor my company.
Leaders, Teams & Organizations who are Effective, PDCA Cycle in Lean-‐Agile
Leaders, Teams & Organizations who are Effective, Leaders, Teams, & Organizations, when they are Effective,Create Cycles of Value (COV)
Aligning Deeply Creates Traction and Real Velocity
Strong Alignment Generates Effective Action
Adjusting is essential to innovation … and to the successful launch of the next COV
Leaders, Teams & Organizations who are Effective, Cycle of Value (COV)
ØWhich of the three parts of the COV is your organization strongest in?
• ALIGN• ACT• ADJUST
ØWhich of the three parts of the COV is your organization weakest in?
• ALIGN• ACT• ADJUST
Adjusting is essential to innovation … and to the successful launch of the next COV
“At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” ~Agile Manifesto
Ascending Cycles of Value: KaizenA Continuous Learning Organization > A Culture of Continuous Improvement
KaizenAlways strives for innovation and evolution
Leaders, Teams & Organizations who are Effective, Conversation & LeadershipManaging the quality and timing of conversation is how you
cause the connections that create value.
“Dialogue is the basic unit of work in an organization. The quality of the dialogue determines how people gather and process information, how they make decisions, and how they feel about one another and the outcome of these decisions. Dialogue can lead to new ideas and speed as a competitive factor underlying the productivity and growth of the knowledge worker.”
~Ram Charan, Conquering a Culture of Indecision
Leaders, Teams & Organizations who are Effective, Quality and Timing
Converse = Con (with) + Verse (turn). To CONVERSE with someone—an individual or several people, within a team or between teams, your boss, direct report or customer—is to turn with them.
Conversation and Leadership
Leaders, Teams & Organizations who are Effective, The Agile Enterprise
Leaders, Teams & Organizations who are Effective, Organizational HealthAgile is not a Silver Bullet for Culture Change
Leaders, Teams & Organizations who are Effective, What is your path to Transformation?
Leaders, Teams & Organizations who are Effective, Implementing Agile > Cultural Operating System
Leaders, Teams & Organizations who are Effective, Four Organizational Disciplines of the Agile Enterprise
1. Deep Alignment (Organizational EI)2. Clear Line of Sight3. Culture of Trust & Mutual Influence4. Skilled Conversation (Individual EI)
Leaders, Teams & Organizations who are Effective, Clear Line of Sight
Leaders, Teams & Organizations who are Effective, The Human Dimension of Agile Adoption
“Deep adoption of agile requires changing established culture and will challenge even the most evolved agile supporter.”
~Otto Berkes, CTO, CA Technologies, Digital Transformation
Leaders, Teams & Organizations who are Effective, Transformational Leadership
Transformational leadership occurs by influence and relationship rather than by positional authority.
Leaders, Teams & Organizations who are Effective, Transformational Leadership
“Organizational Conversation” results in:
• Operational flexibility• High levels of employee engagement• Tight strategic alignment
~Boris Broysberg and Michael Slind, “Leadership is a Conversation,” HBR, June 2012
Leaders, Teams & Organizations who are Effective, Cultural Operating System
Business Agility: a shared understanding that generates a new way of
Thinking, Working and Delivering Value—as a competitive advantage.
Applied Learning for Empowered Leadership and Effective Action
• Transactional v. Transformational Leadership• Lean & Line of Sight• Crucial Conversations• Trust• Establishing Collaborative Partnerships• Decision Styles / Emotional Intelligence• The Five Dysfunctions of a Team
“The significant problems we have cannot be solved with the same kind of thinking with which we created them.”
~Albert Einstein
Gap Analysis
“The first responsibility of a leader is to define reality.”~Max DePree
Alignment: Creates the Conditions for Innovation
Current Reality Future Vision
In the gap between current reality and future vision is creative tension.
Genchi GenbutsuGoes to the source to find the facts and make decisions thoughtfully by consensus & implements decisions rapidly.
Leaders, Teams & Organizations who are Effective, Cultural Operating System
Leaders, Teams & Organizations who are Effective, Questions, Comments, Discussion
