Building an Agile Culture
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The document discusses building an agile culture, emphasizing leadership's role in shaping organizational culture and the importance of team engagement rituals for success. It highlights key characteristics of agile teams and provides strategies for overcoming resistance to change, such as training and clear communication. The principles of agile methodology focus on customer satisfaction, collaboration, and continuous improvement.
Building an Agile Culture
- 1. #project #process #change The next level of agility conference Merissa Madani, Senior Consultant Gunnar Jaschik, Senior Consultant next level consulting APAC · 8 Eu Tong Sen Street #14-94 · Singapore 059818 www.nextlevelconsulting.com/en · office-singapore@nextlevelconsulting.com · +65 3159 1491 27 March 2019, Singapore Building an Agile Culture
- 2. page 2 Space Race Dynamic Market Place Competition Strategy & Direction Mission Control Specific Environment Create Team Short fall of Culture Leadership / Ownership Philosophy Tough “we are forever accountable for what we do or what we fail to do” Competent ”we will never take anything for granted” Feeling of Reverence Team Engagement Rituals - Pre-flight motivational speech - Mission control lock down - Everyone verify Go/No Go - Abort protocol in place - Everyone verify Stay/No Stay - Celebrate success Today Mission Control still uses the Apollo era Philosophy “Tough and Competent” is the price of admission to Mission Control Goals: Crew Safety, Vehicle Safety and Mission Success Switching of Mission Sense of Pride Changed Attitude
- 3. page 3 Various Categories Used to Described Culture Observed Behaviour Customs & Traditions: language used, rituals they employ in various situations Group Norms Implicit standards and values that evolve in working groups Espoused Values Articulated, publicly announced principles and values that the group claims to achieve Formal Philosophy Broad principle and ideological principles that guide a group’s action Rules of the Game Implicit, unwritten rules for getting along in the organization – “the way we do things around here” Climate Feeling that is conveyed in a group by the physical layout and the way in which members of the organization interact Embedded Skills Competencies displayed by group members in accomplishing certain tasks Habits of Thinking, Mental Models & Linguistic Paradigms Shared cognitive frames that guide: thought, perception, language used by members of a group and taught to new members in the early socialization process Shared Meanings Emergent understandings created by group members as they interact with each other Root Metaphors or Integrating Symbols Ways in which group evolve to characterize themselves, which may or may not be appreciated consciously but become embedded in buildings, office layout, and other material artifacts of the group Formal Rituals & Celebrations Ways in which group group celebrates key events that reflect important values or ”passages” by members
- 4. page 4 What is Culture? Culture Shared Beliefs Common Attitudes …. the collective programming of the mind that distinguishing the members of a group …. from others. (Gert Hofstede) A pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration (…) A product of joint learning. (Edgar Schein)
- 5. page 5 Agile Culture Mission Control What elements made Mission Control an Agile Culture? People: Building blocks of teams ... Common Characteristics of Agile Team Members People: Bring individual traits and experiences People: Shape the culture bottom-up
- 6. page 6 The Ideal Agile Team-Member
- 7. page 7 Behaviours and Attitudes We Regularly Observe in the Real World
- 8. page 8 How to Overcome Resistance to Change and Help Employees Be Successful in an Agile Environment? Some Reasons for Resistance Ways to Support Lack of Agile Knowledge and Understanding Fear of Failure / Anxiety to become Obsolete Unclear Vision / Reason for Agile Lack of Leadership Support / Commitment Bad Prior Experiences with Agile Provide training on various levels across the organization. Create common understanding & language. Nominate Champions Listen to concerns and co-create a plan to help employees understand WIIFM. Coaching & Mentoring Clear communication on why Agile. Inspiring vision and transparency around approach and expectations for each employee. Ensure full leadership commitment wrt goals and approach prior to launching any transformation. Carefully choose pilot projects and ensure professional project leadership. Invite participation across the board. Personal Preferences / Agenda Listen, but be clear about the direction and firm about expectations. Lack of Trust in Management and Co-Workers Management to create a safe environment and act as role model for preferred Agile behaviours.
- 9. page 9 Agile Culture? … organization’s ability to learn, and translate that learning into action rapidly …… (Jack Welch) Culture and leadership two sides of the same coin, leadership creates and changes culture …..(Edgar Schein) Progress is working software Constant pace Excellence & good design Simplicity Self-organizing teams Continuous improvement 12 Principles: Satisfy the customer Welcome changes Deliver frequently Collaboration Trust, support & motivation Face-to-face communication Mindset: Transparency Collaboration Trust Learning Based on the Agile Manifesto Beliefs Attitudes
- 10. page 10 page 10 next level consulting – get connected www.nextlevelconsulting.com office.singapore@nextlevelconsulting.com
- 11. page 11 page 11 Austin 12301 Research Boulevard, Building 5 Suite 101, Austin, Texas 78759 T +1 512 9861913 office-austin@nextlevelconsulting.com Berlin Schlüterstrasse 39 10629 Berlin, Germany T +49 228 289 26-0 office-berlin@nextlevelconsulting.com Bonn Ermekeilstrasse 46 53113 Bonn, Germany T +49 228 28926-0 office-bonn@nextlevelconsulting.com Bratislava K lomu 1 811 04 Bratislava, Slovakia T +421 2 44647111 office-bratislava@nextlevelconsulting.com Cape Town 25 van Ryn Street, Constantia 7806 Cape Town, South Africa T +27 21 823 5123 office-capetown@nextlevelconsulting.com Munich Nymphenburgerstrasse 4 80335 Munich, Germany T +49 89 36055166 office-muenchen@nextlevelconsulting.com Salzburg Warwitzstrasse 9 5023 Salzburg, Austria T +43 664 558 6925 office-salzburg@nextlevelconsulting.com Singapore 8 Eu Tong Sen Street #14-94 Singapore 059818, Singapore T +65 3159 1491 office-singapore@nextlevelconsulting.com Vienna Floridsdorfer Hauptstrasse 1 1210 Vienna, Austria T +43 1 4780660-0 office@nextlevelconsulting.com Zurich Alte Steinhauserstrasse 19 6330 Cham, Switzerland T +41 41 740 0455 office-schweiz@nextlevelconsulting.com
Editor's Notes
- #3: Space Race - After world war Russia put Yuri Gagarin in April 1961 – flight lasting 108 minute JFK in Sept 1962 speech “We Choose to go the Moon” Apollo Program – 1961 till 1972 Apollo I – 1967 – fire on the craft caused the fatality of all 3 astronauts on board, whilst space craft was still in earth 20 months of black out period testing before space missions resumed Apollo 11- Kranz: Stand behind every decision they make during the mission, we go in as a team and come out as a team
- #5: Edgar Schein: educated in Stanford University – master’s degree in psychology in 1949, and Harvard in 1952 PhD in Social phycology, 1964 joined MIT as professor of organizational psychology and management.
- #10: On purpose using ”Philosophy” instead of purpose, don’t want people get confused with mission statement. This is not that.