Taking flight agile2014_proposal
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This document provides an overview of an organizational transformation approach called "Taking Flight". It begins by establishing an aspirational vision for the organization's future culture using a participatory exercise. The current state of the organization is then understood using tools like a SWOT analysis. Operational actions are prioritized to achieve the next incremental state aligned with the vision. Habits that need changing are identified, such as moving from formal training to self-study. A transformation kanban is used to manage the changes based on the organization's change capacity. Experiments are conducted and validated using a validation board. Cross-cutting teams, failure tolerance, and diversity are promoted to enable sustainable change while specialized silos and risk avoidance are restricted. Ongoing inspection
Taking flight agile2014_proposal
- 1. Taking Flight From Aspiration to Transformational Action
- 2. Agile Transformation (Transition, Adoption, etc.) WHY WHAT HOW Want better results for our business (& us) Change to get these results Operationalize & sustain change
- 3. Agile Transformation (Transition, Adoption, etc.) is strategic in nature.
- 6. Top 5 Barriers to Agile Adoption 2012 Ability to Change Org Culture General Resistance to Change Trying to fit Agile into into non-Agile framework Personnel w/Agile Experience Management Support 2011 Ability to Change Org Culture Personnel w/Agile Experience General Resistance to Change Management Support Project Complexity 2010 Ability to Change Org Culture General Resistance to Change Personnel w/Agile Experience Management Support Project Complexity 52% 41% 35% 33% 31% 52% 40% 39% 34% 30% Top 2 Reasons Agile Projects Failed Company philosophy/culture at odds w/core agile values Culture External pressure to follow traditional waterfall processes Culture 51% 40% 40% 34% 31% Sources: VersionOne State of Agile Surveys 2010-12
- 7. “Culture eats Strategy for breakfast.” - Peter Drucker
- 9. Accredited to Michael Sahota & Olaf Lewitz
- 10. Collaborative Reality Oriented Schneider Cultural Model Org Oriented Possibility Oriented People Oriented Cultivation Control Competency The Reengineering Alternative, William Schneider
- 11. Using the Schneider Model • Plot organizational characteristics onto its grid – Subjective in nature (acknowledgement) • Where the largest cluster occurs, this is your dominant culture • You may have “sub-cultures” that are different • A culture may straddle borders • A new organization may not yet have a dominant culture • Recommend also plotting where you want your dominant culture to be…
- 12. Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
- 13. Culture Habits Decisions Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
- 14. Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits. Evil is committed by the well-meaning The Power of Habit, Charles Duhigg
- 15. What is Said ^ What is Done ^ Will = Intentions + Actions Σ f(Keptagreements ) = Performance
- 16. Decisions Δ Habits Δ Culture
- 17. Taking Flight Approach • Set an aspirational target • Examine possible routes • Select the best route and the first waypoint(s) – Consider each leg an experiment – Work details/make decisions operationally – Inspect & Adapt at each waypoint – Make course corrections – Squadron mates
- 18. Establish an Aspirational Vision of your future
- 19. Aspiration :: (noun) 1. strong desire, longing, or aim; ambition 2. a goal or objective desired
- 20. End State :: (noun) 1. The set of required conditions that defines achievement of the commander's objectives.
- 21. Aspirational vs End State • Any end state you choose may be wrong (don’t use BUFD for your Org Change) • Not having a defined end state means you are never done assists mindset change – Revisit aspiration and progress towards it regularly – Use interim states that move towards the aspiration and are more concrete – Continual experiments/Contained failures – It’s how you apply Product Thinking to your organization • Aspirations can more easily balance between soft and hard skills needed
- 22. In terms of Organizational Transformation, Aspirations are… A not too complex vision The set of characteristics based on this vision
- 23. Why is Setting an Aspiration Important? • Cast what the transformation means to the organization; personalize it • Determine what the most relevant principles from Agile (or Lean, or Craftsmanship) mean to the organization • Guides decisions within the organizations; achieves alignment • Provides guidance for course corrections once we go in-flight • Avoids top-down directives and moves it to a creative stimulation Avoids Imposed Agile…
- 24. Lots of Approaches to Creating One Participatory Creation > Clear Communication > Proclamation KrisMap Cover Story Innovation Game Lego for Serious Play Vision Statements We want common agreement & understanding…
- 25. >> KRIS Map Exercise Here <<
- 26. Reality Oriented Aspiration on Schneider Cultural Model Empathetic Collaborative Considerate Collaborative Control Reliable Confident Cost Conscious Pragmatic Stamina One Voice Decisive Integrity Speedy Sense of Humor Organized Optimistic Flexible Focused on Business Results Responsive Resourceful/Can-Do People Oriented Positive Attitude Org Oriented Motivated Adds Value Possibility Oriented Innovative Reader Risk Taker Cultivation Competency
- 27. “Deliver business value daily.” “Constantly improve doing it, reducing waste and through new ideas.”
- 28. Now that we have a Target Aspiration, how do we determine the next incremental step?
- 30. Lots of Approaches to This Too… Participatory Creation > Clear Communication > Proclamation SWOT Analysis Business Model Canvas Process Models Customer Personas Select the appropriate mix…
- 31. >> Business Canvas Exercise << >> Here <<
- 33. Determine and Prioritize Operational Actions to achieve the Next State congruent with the Vision
- 34. Lots of Approaches to This Too… Participatory Creation > Clear Communication > Proclamation Strategy Maps Business Model Canvas Forcefield Analysis Priority vs Energy Exercises Select the appropriate mix…
- 35. >> Follow-Up << >> Business Canvas Exercise << >> Here <<
- 36. Goal: Roadmap of Prioritized Δs
- 37. Aspiration Org Structure Δs Process Δs Habit Δs New Practices Next State Current State Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
- 38. Many Things to Change Depending on What’s Next in Priority • • • • • • • • New Strategies New Org Structures Find/Establish New Support Networks New Practices New/Streamlined Processes Rewards for Δ in Behaviors Create/Eliminate Ceremonies New Habits The Hardest to Do & the most crucial Some of these will be Experiments
- 39. Decisions Δ Habits Δ Culture
- 40. Habits Find Key Practices to avoid being eaten…
- 41. What Might Be Some of the Habits We Want to Change? • • • • • • • Ways meetings are conducted Ways meetings are scheduled How managers give feedback Whether agreements are explicit or implicit How decisions are made and owned Whether people show vulnerability How people learn new skills Use as an example Note: want org habits reinforcing an Agile mindset
- 42. Habit Loop OldNew Habit Trigger Craving Reward The Power of Habit – Charles Duhigg
- 43. Example Org Habit Around Training Training Need to Know Something New Craving For Recognition Recognition
- 44. Example Org Habit Around Training Learning = self-study/experimentation Training Need to Know Something New Craving For Recognition Recognition
- 45. >> Org Habits to Δ Exercise << >> Here <<
- 46. Finding Leverage Points • The habit to change is formal training to learning = self-study/experimentation • Step 1: Habit Loop Causality Diagram • The Habit Loop becomes a bit more complex – More Steps – Reinforcing Loop • Step 2: Look for Limiting Conditions & Side Effect Loops
- 47. Full Causal Diagram Training Request Statement of Intent Avoids Showing Vulnerability Formal Training Learn the Lingo to “Look Smart” Shows Vulnerability Self-Study Need to Know Something New Experiment Get By/ Impress Recognition Fulfill IDP or Certification Easy to Measure Lack of Failure Absorb & Share Learning
- 48. Aspiration Org Structure Δs Process Δs Habit Δs New Practices Current State Next State Manage the Δ Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
- 49. “No plan survives contact with the enemy.” - Helmuth von Moltke the Elder
- 50. Inspect + Adapt
- 52. Satir Change Curve New Status Quo Status Quo disruption amount disruption time A detailed depiction of the Satir Change model http://stevenmsmith.com/ar-satir-change-model/
- 53. How can we promote Sustainable Change?
- 54. Definitions Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation “Change Capacity”
- 55. To-Do In Work WIP Limit = Organizational Change Capacity Done
- 56. + = > disruption amount Capacity is the WIP limit to change
- 57. + tolerance to time-lag defined by environment = net effect time
- 58. + net effect time balance limit vs lag
- 59. Cross-cutting Teams Failure Tolerance Experimentation Clear Vision Transparency New Employees Employee Orientation Diversity (of thoughts) Promotes Starting Aspiration Point Restricts Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC
- 60. Cross-cutting Teams Failure Tolerance Experimentation Clear Vision Transparency New Employees Employee Orientation Diversity (of thoughts) Promotes Starting Aspiration Point Restricts Specialized Silos Low Risk Tolerance Successes Only Grand Unclear Vision Insular Communication Hiring to Fit Employee Indoctrination Group Think Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC
- 61. Aspiration Org Structure Δs Process Δs Habit Δs New Practices Next State Δ Kanban Current State Manage the Δ Δ Validation Board Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
- 62. Transformation Kanban Backlog Next Up Ready In-Work Complete Measure Done
- 63. Transformation Kanban Backlog Next Up Ready In-Work Complete Measure Done Organizational WIP Based Based Based On On On Org Org Org Capacity Capacity Capacity Based On Org & Capacity To Measure Team has • Capacity • Charter • Measures • Expected Outcomes Team has • Completed Actions Based On Org & Capacity To Measure Team has • Measured Results
- 64. How do we figure out how much change to pull? 1. Hypothesis use communications paths as a starting point; • capacity = comm paths N ppl involved • hierarchy comm paths = direct report lines • team comm paths = ∑(1+…+N-1) • can have hybrids 2. Modified by Team Size 3. Multiplied by reinforcing loops 4. Consider like mid-size “story” (in terms of points); every org will be different & large single changes can out-strip capacity and need to be broken down
- 65. Team Size ≤1 ≥1 5 7 <1 9 15 Scrum teams 7 +/-2 5 Best for deep comm, 15 most for deep trust, 150 most for comm S = ƒ({P},E) where, P = personalities “Is Five the Optimal Team Size?”, infoQ, Vikras Hazrati & E = environment Jurgen Appelo on http://noop.nl
- 66. Display transparency in decisions Safety Establish clear vision Allow experimentation ≥1 Hire for diversity Change Multiplier Only concern: people’s performance on the job Hire yes people <1 Punish failure Decisions made w/littleno input
- 69. Squadron Mates • Create a support network • Find like minds and pair – Sounding board for pragmatic decisions • Better yet, form a triad – Third person holds the commitments of the other two to each other accountable • Grow network as pairs/triads – Net-Map Technique is a great tool here Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
- 71. A Couple of Typical Biases or Assumptions • People just don’t want to change – So explain to me why people will take up a new hobby later in life or move across country? (Hint: it is in their interest – find mutual desire) • Agile has issues scaling to large programs – Why do you have a program? Could this be solved in a different manner with sets of smaller applications? (Hint: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions)
- 74. Paul M. Boos paul.boos@santeon.com pmboos@yahoo.com @paul_boos 703-307-4322 (mobile) Look for a ‘workbook’ on this in the near future…