My Talk on Agile Culture - Know yourself first How Culture transformation start with yourself.

1. -Know Yourself First
Agile Culture

2. Ankur Nag
A little bit about me
Agile Coach At Delta Corp Private Ltd
(Adda52.com)
Master in Computer Application (MCA)
Master in Business Administration (MBA)
Certified Scrum Professional (CSP)
Certified Scrum Master
Agile Certified Practitioner (MPI-ACP)
SAFe Program Consultant (SPC 4.0)
SAFe Agilist
14 years Experience ( 8 Years in Agile)
(Maruti , Nucleus , Orange , Infodart , Accretive)
Clinical Hypnotherapy
Behavioral Science
Soul , Body and Mind
Emotional Intelligence
NLP, Past Life Science
Singlehood is bliss
Son of Wonderful Parents
Brother of two awesome sisters

3. What do
we mean
by
Culture ?

4. Culture is about performance, and making people feel good about
how they contribute to the whole.
-Tracy Streckenbach
Determine what behaviors and beliefs you value as a company and
have everyone live true to them. These behaviors and beliefs should
be so essential to your core, that you don’t even think of it as culture.
- Brittany Forsyth, VP of Human Relations, Shopify

5. Company Culture is the product of a company’s values, expectations
and environment.
– Courtney Chapman, Product Manager, Rubicon Project
The way I think about culture is that modern humans have radically
changed the way that they work and the way that they live.
Companies need to change the way they manage and lead to match
the way that modern humans actually work and live.
– Brian Halligan, CEO, Hubspot

6. You can build a much more wonderful company on love than you can on fear
- Kip Tindell , CEO of The Container Store
When people go to work, they shouldn’t have to
leave their hearts at home.
- Betty Bender
You can build a much more wonderful company
on love than you can on fear.
- Kip Tindell , CEO of The Container Store
Culture is how we do things around here.
- Tom Mochal

7. What are
Obstacles in
Transformation ?

8. What Data Says ?
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Annual state of agile report from versionone
Organization Culture At Odd With Agile Values
General Organization Resistance to Change
Barrier to Further Agile Adoption

9. What Data Says ?
20
36 36 36
51 52 52 53
44
55
63
53
0
10
20
30
40
50
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70
Survey 1 Survey 2 Survey 3 Survey 4 Survey 5 Survey 6 Survey 7 Survey 8 Survey 9 Survey 10 Survey 11 Survey 12
Annual state of agile report from versionone
Actual Curve

10. Schneider
Culture
Model

11. Wilber’s Four
Quadrant
Model

12. Unfortunately, in our experience it
is far more common for leaders
seeking to build high-performing
organizations to be confounded by
culture. Indeed, many either let it
go unmanaged or relegate it to the
HR function, where it becomes a
secondary concern for the
business. They may lay out
detailed, thoughtful plans for
strategy and execution, but
because they don’t understand
culture’s power and dynamics,
their plans go off the rails. As
someone once said, culture eats
strategy for breakfast.
Source: https://hbr.org/2018/01/the-culture-factor

13. Caring focuses on relationships and
mutual trust
Work environments are warm, collaborative
Purpose is exemplified by idealism
and altruism
Work environments are tolerant, compassionate
Learning is characterized by exploration,
expansiveness, and creativity
Work environments are inventive and open-minded
places
Enjoyment is expressed through fun
and excitement.
Work environments are lighthearted places
Results is characterized by
achievement and winning
Work environments are outcome-oriented and merit-
based places
Authority is defined by strength,
decisiveness, and boldness
Work environments are competitive places
Safety is defined by planning,
caution, and preparedness
Work environments are predictable places
Order is focused on respect,
structure, and shared norms
Work environments are methodical places
8 Types of Culture

14. Source: Spencer Stuart
From : The Leader’s Guide to
corporate culture
By Boris Groysberg , Jeremiah
Lee
Jan-Feb 2018

15. One Company’s Experience

16. Reading between the lines
CULTURE - The values , beliefs, behavior,
and Environment that, together, form a
people’s way of life.
Values
Beliefs Environment
Behavior
Values : The standards people have about what
is good and bad
Beliefs : Specific Statements that people hold to
be true
Behavior should reflect Values and Belief
Environment is reflection of who you are

17. Google wanted to know why some teams
excelled while others fell behind ?
Dependability
Structure and clarity
Meaning
Impact
Psychological Safety
Team members get things done on time and meet
expectations.
High-performing teams have clear goals,and have well-
defined roles within the group.The work has personal significance to each member.
The group believes their work is purposeful and positively impacts the greater good.
Yes, that's four, not five. The last one stood out from the rest

18. What is Psychological
safety ?
Psychological safety is
a belief that one will
not be punished or
humiliated for
speaking up with
ideas, questions,
concerns or mistakes
-Amy Edmondson

19. Psychological
Safety
Vs
Trust

23. A “fixed mindset” , assumes that our
character, intelligence, and creative
ability are static givens which we
can’t change in any meaningful way,
and success is the affirmation of that
inherent intelligence, an assessment
of how those givens measure up
against an equally fixed standard;
striving for success and avoiding
failure at all costs become a way of
maintaining the sense of being smart
or skilled.
A “growth mindset”, on the other
hand, thrives on challenge and sees
failure not as evidence of
unintelligence but as a heartening
springboard for growth and for
stretching our existing abilities. Out of
these two mindsets, which we
manifest from a very early age,
springs a great deal of our behavior,
our relationship with success and
failure in both professional and
personal contexts, and ultimately our
capacity for happiness.

25. Emotional
Intelligence

27. Amy Edmondson in her talk describe three ways to
deal with psychological safety
1. Frame the work as learning problem not an
execution ,problem recognize make explicit
that there is enormous uncertainty ahead
and enormous interdependence given
2. Acknowledge your own fallibility
3. Model curiosity – ask lots of questions that
creates a necessity for voice
Novartis Professor of Leadership and Management, Harvard Business School

28. Seven ways to create Psychological Safety in your workplace
1.Break the “Golden Rule”
2.Welcome curiosity
3.Promote healthy conflict
4.Give employees a voice
5.Earn and extend trust
6.Promote effectiveness not efficiency
7.Think differently about creativity