Why are you struggling with agile in india mumbai
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The document discusses the challenges faced in adopting Agile practices in India, emphasizing the importance of cultural management, communication, and customer collaboration. It presents models like Kotter's change model and Hofstede's cultural dimensions to guide organizations through the Agile transformation journey. The key takeaway is that Agile adoption requires a mindset shift, a supportive environment for change, and recognizing that transformation is an ongoing process.
Why are you struggling with agile in india mumbai
- 1. Why are you struggling with Agile in India ? - Lalita Chandel
- 2. Welcome onboard Agile Consultant Coach & Change Evangelist Globe Trotter Nature Lover ! About me ? Lalita Chandel, CSM,CSPO, SAFE Agilist @LalitaChnd
- 3. Disclaimer All the content appearing in this material are purely from the author’s experience of working with various teams in India and abroad, on different Agile engagements. Any resemblance to real persons, living or dead is purely coincidental !
- 4. Agenda • Barriers and Introducing Change • Customer • Culture • Communication • Teams and Organization • Summary
- 6. Locate yourself ?Big Barriers to AGILE Copyright Agile Survey 2011
- 8. Kotter Change Model Create a climate for change 1. Increase Urgency 2. Build Guiding Teams 3. Get the vision right Engaging & Enabling Organization 4. Communicate for Buy-In 5. Enable Action 6. Create Short Term wins Implementing & sustaining the change 7. Don’t let up 8. Make it stick
- 9. 1. Customer , Collaboration & Contracts ! “The less trust a customer has with you, the more they want to have a plan up front and hold you to that plan. As you gain that trust, this need goes away and you can begin being more Agile.” -- Joel Semeniuk
- 10. 2. Culture “ If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.” – Edgar Schein
- 12. Hofstede's Culture Dimension Theory • Power Distance Index ( PDI ) • Individualism (IND) • Masculinity ( MAS ) • Uncertainly Avoidance ( UAI) • Long Term Orientation ( LTO )
- 13. Power Distance High Low Orientationtowardsauthority Malaysia Philippines Mexico Arab India France Spain Japan Italy Argentina US Australia Germany UK Denmark Israel Austria USA Australia UK Italy France Sweden Germany Poland Israel Spain India Japan Brazil Arab Philippines Mexico China Individualism China Hong Kong Japan Mexico Korea Brazil India Thailand Singapore Sweden Australia Germany US Kenya UK Norway Ghana Long Term Orientation High Low Desireforstability Greece Belgium Japan Peru France Spain Korea Mexico Italy Germany Australia US India UK Sweden Denmark Singapore Uncertainty Avoidance Japan Italy Mexico China Germany UK US Australia India Arab Malaysia Brazil France Korea Portugal Denmark Sweden Masculinity High Low High Low High Low Individualidentity Competitive&taskorientation LongTermOrientation
- 14. 3.Communication: The Art of saying “Yes”
- 15. 4. Team - Patrick Lencioni’s “Five Dysfunctions Of A Team” Absence of Trust Fear Of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results
- 17. 1. Forming 2. Storming 4. Performing 3. Norming
- 18. Organization Safety Net ?
- 20. Summary • Its all about “Being Agile” & starts with the mindset change. • Encourage a Safe environment to adopt “Change” • Failing FAST actually helps. • Your people are your strengths. • Agile Transformation is a journey, not a destination. • Don’t forget to have fun, as you learn.
- 22. References • Hofstede's Global Leadership Model • Kotter Change Model • Tuckman’s Team Model • Agile India 2013 Conference • Agile Noida India 2013
Editor's Notes
- #7: From such a huge distance, it looks like one entity where everything is connected & it is hard for people to identify their origins,
- #8: Swiss psychiatrist Elisabeth Kübler-Ross in her 1969 book, On Death and Dying, and was inspired by her work with terminally ill patients.[1]
- #9: Kotter change model mentions about the phases of creating a change , engaging the organization to it and then further sustaining it. It is even applicable when it comes about single team's Scrum & Agile adoption or when we are trying to scale it across multiple teams.
- #10: Customer Agile buzz, Contracts, offshoring, FP/ T&M, Sales
- #12: In addition, the Culture model, indicates the practical scenario where we can understand the effectiveness of Agile & Scrum adoption and its success ratio. An Agile model needs to be more towards collaborative and cultivating side.
- #13: Dutch Social psychologist, former IBM employee Through the Hofstede's study, i want to touch upon the 5 parameters that we can leverage to analyze culture sensitivity of any geography.
- #14: Countries with high orientation towards authority. Countries with low orientation towards authority.
- #16: Kubler-Ross “Grief Cycle”
- #19: Many times, this is combined with lots of trial and error and for that , you need a strong safety net to be able to protect you.
- #20: . It is important to establish a continuous improvement culture in place