7 Things Agile Executives Do Differently - Dipesh Pala
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The document discusses the challenges and strategies of agile adoption in organizations, highlighting barriers such as cultural rigidity, lack of expertise, and management support. It outlines seven key actions that agile executives should take, such as focusing on business value, fostering capable teams, and embracing servant leadership. The document emphasizes the importance of changing mindsets and approaches to create successful agile environments.
7 Things Agile Executives Do Differently - Dipesh Pala
- 1. @DipeshPala @DipeshPala 7 Things That Agile Executives Do Differently Dipesh Pala Agile Capability Leader - Asia Pacific Agile India 2016
- 3. @DipeshPala Cannot change the Organisational Culture Lack of Agile Experts or Experience within the organisation Lack of Management Support for Agile Concerns around implementing non-IT programs using Agile Cannot Change Pre-existing rigid Waterfall Framework No Barriers Concerns around Scaling or Distributed Agile Which one is the number 1 Barrier?
- 4. @DipeshPala Cannot change the Organisational Culture Lack of Agile Experts or Experience within the organisation Lack of Management Support for Agile Concerns around implementing non-IT programs using Agile Cannot Change Pre-existing rigid Waterfall Framework No Barriers Concerns around Scaling or Distributed Agile Which one is the number 1 Barrier?
- 5. @DipeshPala • Inability to change Organisation's Culture • Not enough personnel with Agile skills and experience • Resistance to change • Trying to fit Agile into traditional framework source: www.versionone.com/pdf/state-‐of-‐agile-‐development-‐survey-‐ninth.pdf Barriers for Agile Adoption
- 6. @DipeshPala What Makes Changes Challenging * IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 pracJJoners world-‐wide
- 7. @DipeshPala * IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 pracJJoners world-‐wide What Makes Change Successful
- 8. @DipeshPala Can’t Create or Change Culture It just happens…
- 9. @DipeshPala Progress Setbacks Daily Checklist for Agile Leaders Toxins NourishersCatalysts Inhibitors
- 10. @DipeshPala
- 11. @DipeshPala • Stop Starting, Start Finishing • Slow Down to Go Faster • One Team, One Dream • Foster Fully Capable Teams • Fail Early & Fail Small • Deliver Business Value, not just Projects • Servant Leadership 7 Things Agile Leaders and Executives will do differently
- 12. @DipeshPala P P P P P P P P P P P P PP DoneIn ProgressBacklog PP P P P P P P P P P PP P P P P PP P P P P PP P P P PP PP P PP PP P P P P P P P P P PP P P P P PP P P P P P P P P P P P Minimize WIP Slow down to go faster! 1. Stop Starting, Start Finishing
- 13. @DipeshPala 2. Slow Down to Go Faster
- 14. @DipeshPala 3.One Team, One Dream
- 15. @DipeshPala Doing The Right Work Doing The Work Right
- 16. @DipeshPala Doing The Right Work Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Strategic Programs 4 56 7 3 1 2 8
- 17. @DipeshPala Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Team 1 Pull Pull Team 2 Team n Strategic Initiatives Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right
- 18. @DipeshPala Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Team 1 Pull Pull Team 2 Team n Strategic Initiatives Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right
- 19. @DipeshPala Using Agile practices to “cascade” strategy
- 20. @DipeshPala 4. Foster Fully Capable Teams
- 21. @DipeshPala AS IS Capability that has both depth and breadth across the domain providing greater scalability and flexibility
- 22. @DipeshPala IDEAL More Accountability Less Coordination More Transparency Reduced Cycle Time Capability that has both depth and breadth across the domain providing greater scalability and flexibility
- 23. @DipeshPala 1 Disorganised 2 Inflexible 3 Stubborn 4 Inconsistent 5 Emotionless 6 Shy 7 Irresponsible 8 Boring 9 Unrealistic 10 Negative 11 Intimidating 12 Arrogant 13 Indecisive 14 Impatient
- 24. @DipeshPala 1 Disorganised ---> Creative 2 Inflexible ---> Organized 3 Stubborn ---> Dedicated 4 Inconsistent ---> Flexible 5 Emotionless ---> Calm 6 Shy ---> Reflective 7 Irresponsible ---> Adventurous 8 Boring ---> Responsible 9 Unrealistic ---> Ambitious 10 Negative ---> Realistic 11 Intimidating ---> Assertive 12 Arrogant ---> Self-Confident 13 Indecisive ---> Patient 14 Impatient ---> Passionate
- 25. @DipeshPala 1 Disorganised ---> Creative 2 Inflexible ---> Organized 3 Stubborn ---> Dedicated 4 Inconsistent- ---> Flexible 5 Emotionless ---> Calm 6 Shy ---> Reflective 7 Irresponsible ---> Adventurous 8 Boring ---> Responsible 9 Unrealistic ---> Ambitious 10 Negative ---> Realistic 11 Intimidating ---> Assertive 12 Arrogant ---> Self-Confident 13 Indecisive ---> Patient 14 Impatient ---> Passionate Weakness Hidden Strength
- 26. @DipeshPala Competencies Values Huge overlap required when it comes to Values Little or no overlap required with Skills and Strengths Every Weakness has a Hidden Strength
- 27. @DipeshPala 5.Fail Early & Fail Small
- 28. @DipeshPala 6. Deliver Business Value rather than just Projects
- 29. @DipeshPala 7. Servant Leadership Shift from managing for results to designing environments that create results
- 31. @DipeshPala Progress Setbacks Daily Checklist for Agile Leaders Toxins NourishersCatalysts Inhibitors www.ibm.com/au/devops/agile_checklist/
- 32. @DipeshPala Dipesh Pala Agile Leader IBM GBS Asia Pacific dipeshpala@au1.ibm.com @DipeshPala slideshare.net/DipeshPala au.linkedin.com.com/in/dipeshpala