Rethinking Agile Transformation - Jason Little
Rethinking Agile Transformation We have 10 years of data that describes why organizations struggle with Agile. Centralizing project management didn't help us understand what's going on with our projects. Centralizing HR didn't engage our employees. Centralizing our process improvement group didn't improve anything. So why is it we think hiring a VP of Agile, and creating a centralized Agile transformation team will be any different? The problem might be that we use our existing organizational values, operating models, and cultures to bring about transformational change. We'll explore how to think of transformational change as a series of small movements that rely on feedbackdriven planning, and incorporating ideas about how social change actually happens. About Jason Little Jason began his career as a web developer when Cold Fusion roamed the earth. Over the following years, he moved into management, Agile Coaching and consulting. The bumps and bruises collected along the way brought him to the realization that helping organizations adopt Agile practices was less about the practices, and all about change. In 2008 he attended an experiential learning conference about how people experience change and since then, he’s been writing, and speaking, all over the world about helping organizations discover more effective practices for managing organizational change. He is the author of Lean Change Management and an international speaker who has spoken all over the world from Canada, the US, Finland, Germany, Australia, Belgium and more.
Recommended
Recommended
More Related Content
More from Agile Montréal
More from Agile Montréal (20)
Recently uploaded
Recently uploaded (20)
Rethinking Agile Transformation - Jason Little
- 1. A New Strategic Direction Buzz Killington President & CEO of Global Agile Tour Inc.
- 2. $0M $2250M $4500M $6750M $9000M $11250M 2012! 2013! 2014! 2015! Montreal! Toronto! GOAT! “sitting all day in a conference made my back hurt.” - GOAT 2014 Attendee! “The were no Pokestops at the venue so I sat down” - Toronto 2016 attendee! “There was too much carbs for lunch” Montreal 2015 attendee! 2%! 34%! 9%! 55%! Happy! Meh! Unhappy! Mad! SatisfactionRevenue
- 3. Our New Mission In order to achieve the highest level of performance, scalability, and mindfulness, we embark on the worldwide mission of bringing the upmost accessible, simple, fun, happy, and healthy global brand of conferences that will quadruple projected revenues allowing us to spread goodness, maximize profits, while reducing Costs without the need to curtail redundancies in the human Resources area.
- 4. We will Do the Wave
- 10. @ J A S O N L I T T L E Moveables @jasonlittle | atmtl2016 | sli.do #2617
- 12. @jasonlittle | atmtl2016 | sli.do #2617 The Change! BELIEFS “RESISTANCE” MOVERS MOVABLES IMMOVABL ES This is dumb Awesome! Agile all the things! might as well, everyone else is doing it. uh, let’s wait an see what happens @jasonlittle | atmtl2016 | sli.do #2617
- 13. @jasonlittle | atmtl2016 | sli.do #2617 Start! Experimen ts Show progress early Man, this change is really hard Uh-oh… Reboot Hey, it’s working! Uh-oh… Intervention W A V E O F C H A N G E @jasonlittle | atmtl2016 | sli.do #2617
- 15. 0%! 25%! 50%! 75%! 100%! 2006! 2007! 2008! 2010! 2011! 2012! 2013! 2014! 2015! Manage Changing Priorities Accelerate Time to Market Align Business/IT Increase Productivity Enhance Quality @jasonlittle | atmtl2016 | sli.do #2617
- 16. 0%! 15%! 30%! 45%! 60%! 2010! 2011! 2012! 2013! 2014! 2015! Failure to Change Culture Resistance to Change Lack of Skill Lack of Management Support @jasonlittle | atmtl2016 | sli.do #2617
- 17. MostImportant LeastImportant Got Worse Got Better 87% 78% 83% 73% 78% Manage Priorities! Time to Market! Increase Productivity! Enhance Quality! Alignment! 66% 79% 47% Team Morale! Engineering! Discipline! Manage! Distributed! Teams! Are organizations seeing the benefits they seek? It is interesting that Team Morale isn’t an important consideration for choosing Agile, yet the 10 year average shows it increases substantially. Overall, organizations tend to feel they are seeing benefits that they thought they would.
- 18. Done Execute Plan Refreeze Change Future State Transition Current State Unfreeze Someone’s paying for the change Someone's reporting status on the change Someone needs some level of certainty about the change Separate the logistics and project management with facilitating meaningful change @jasonlittle | atmtl2016 | sli.do #2617
- 22. @jasonlittle | atmtl2016 | sli.do #2617 Active: case studies, talk to other companies, community
- 24. @jasonlittle | atmtl2016 | sli.do #2617 Start! R E M E M B E R T H I S ? Emergence Coalescence Bureaucratization Success Failure Repression Co-Optation Emergence Coalescence Bureaucratiz Dec Decline
- 26. @jasonlittle | atmtl2016 | sli.do #2617 12-week year Mastering the Rockefeller Habits 4 Disciplines of Execution http://12weekyear.com/ https://gazelles.com/ http://the4disciplinesofexecution.com/
- 28. Spotify Installation Process! Please wait while the system copies the DNA of all Spotify employees, and invents a way to replicate how people think and interact from a company that is completely different from the utterly fucked company that is yours. Renaming Communities of Practices to Guilds… Purchasing enterprise JIRA because stickies don’t work here… Implementing punishment scheme for squads that underperform… Installing mandatory innovation time at 1pm every tuesday… Renaming functional departments to Chapters… done Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert. done done done
- 29. Firing Agile Coaches… Preparing bad performance reviews for managers and staff… Preparing year end bonuses for executive team… Unable to un-install Agile. Teams have gone rogue. Run for your life. Spotify Un-Installation Process! Please wait while the system exercises the demons…
- 30. Agile An error has occurred. To continue: Press Enter to download SAFe, or Press CTRL-ALT-DEL to restart your organization. The people who get agile will quit, and all the PMP certified people will say ‘I TOLD YOU SO’ Press any key to continue _
- 32. @jasonlittle | atmtl2016 | sli.do #2617 Cooperators! Theme Objective Key Results Actions (visualized, reviewed weekly)
- 34. @jasonlittle | atmtl2016 | sli.do #2617 17 teams, 17 change canvases, 17 recorded lightning talks
- 40. @jasonlittle | atmtl2016 | sli.do #2617 More Stories and Examples http://leanchange.org/stories Tools and Techniques http://leanchange.org/resources