2. Tushar is founder, director of ShuHaRiAgile, a premium agile
training / coaching partner and coachingdojo, a unique
community for agile leaders, executive coaches, agile coaches
and agile practitioners to share, learn & network.
Tushar has 13 years of IT experience and over 6 years of agile
experience. He is known for his fun-filled, hands-on interactive
trainings & speeches at prestigious conferences. His blogs
have been re-published on ScrumAlliance, AgileAtlas & PMHut.
He is an active volunteer at ScrumAlliance & PMI Mumbai
Chapter.
Tushar Somaiya is a passionate certified professional coach
who helps executives & teams discover and unleash their true
potential. He believes in a democratic organization & self-
organizing teams. He calls himself a servant leader. Through
his NueroScience based coaching & consulting, he has helped
projects and organizations turn agile and become truly high
performing teams.
He is Results Certified Coach, Certified Transformational
Coach, Certified Scrum Master, Certified Scrum Professional,
Certified System Business Analysts & one of the first 500 PMI-
Agile Certified Professional.
3. Changing business scenario
Work is changing too
The ask from executives
Doing & being agile
Live agile?
Q & A
5. Changes in the new economic environment are
large-scale, substantial and drastically different
80%
70%
60%
50%
40%
30%
20%
10%
0%
More volatile More uncertain More complex Structurally
different
Source: IBM—Capitalizing on Complexity:
Insights from the Global Chief Executive Officer Study (2010)
6. The life expectancy of firms on the Fortune
500 has rapidly declined to around 15 years
and is headed for 5 years
Business model life cycle is down to 7 years
80% of new products and services fail
within 3 years
95% of CEO’s agree on the increased need
for enterprise innovation, yet half
acknowledge they have no team or process
for this. Of those that do have a
team/process, how many are satisfied with
it?
7. “Without exception, all of
my biggest mistakes
occurred because I moved
too slowly.”
--John Chambers, Cisco CEO,
“He [Chambers] also radically changed
the way he managed, turning a
command-and-control hierarchy into a
more democratic organizational
structure.”
8. Agility is the
ability to create
and respond to
change in order to
profit in a
turbulent business
environment.
9. “88% of executives cite organizational agility as
key to global success.”
“50% say that agility is not only important, but a
core differentiator.”
20. Systems Systems
of of
Record Engagement
Themes: Themes:
• Inward focus • Outward focus
• Efficiency/cost reduction • Fundamentally social
• Highly structured • Loosely structured
• Slow to change • Dynamic/in flux
21.
22. Adaptingsignificant Visionary/
changes in market transformational
place leadership
25. Think in terms of market-oriented visions
and strategies
Understand that a vision is not a plan, that a
strategy is more than number
Even at lower levels in organizations, they
set clear direction by generating
visions/strategies relevant to their areas of
responsibility
Believe in and seek teamwork by constantly
communicating visions and strategies
26. Communicate both with words and with their
actions, and do so day after day and week after
week
No meeting ends without some reference to
longer-term goalsMotivate action with positive
incentives of all sorts: a pat on the back, public
recognition, extra money in the paycheck;
Tend to attack, sometimes courageously, that
which can de-motivate employees, no matter the
source;
Dealing with these leaders, one senses the
enthusiasm, even from introverted individuals;
27. Fight past the cynicism and fear inside
themselves to find their hopes, dreams, and
childhood ideal
When ideals are involved, just "good" is
never good enough, and that attitude affects
all visions and strategies
Use the passion and creative power to shape
exceptionally bold group goals
The talk goes beyond what we do
(strategies) or how we do things (rules) to
who we are
28. "Do what is right" is the guiding
principal, and it’s created by appealing to
very basic human values: a desire for
security for self and family, for love, for
respect, for opportunities to grow, for a
sense of purpose in one’s life
Help people unleash untapped energies in
pursuit of the tough group goals by creating
work that has true meaning; even spiritual;
Always address the unasked (and very
difficult) questions of: so what?; why are we
here?; what difference can we make?; what
difference should we make?
33. Employees acting as
partners and
associates make their
own decision
They evaluate their
managers every six
months
Potential managers
are interviewed by
their subordinates.
34. Small teams
Belief in the
individual
No titles
People choose their
own work
All in the same boat
Focus on long term
value based view
rather than short term
benefits
35. No managers
Personal mission
“Collaborative letters
of understanding”
Conflict resolved by
jury
36. No formal
management
hierarchy
People choose their
own projects
No one tells what to
do, no fixed roles, no
reviews, no such
thing like promotion
37. No positions
No support functions
Decide your own
time
Self-managing teams
who owns their P&L
38.
39. I haven’t created images in this PPT.
References and credits provided at the
end
Ideas and words in the presentation are
referred and inspired from various
sources listed at the end
Does this have to do anything with agile?
Are we ready? What does it take? When
do we start?
40. John
Kotter:
http://hbswk.hbs.edu/archive/3294.h
tml
Bas Vodde: http://www.odd-
e.com/material/2012/06_shanghai/mana
gement_and_adoption.pdf
Jim Highsmith:
http://www.thoughtworks.com/sites/ww
w.thoughtworks.com/files/files/adaptive-
leadership-wp-us-single-pages.pdf
