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Agile cincy exec related workshop copy

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Agile cincy exec related workshop copy

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2019 Agile Cincinnati talk. 5 non-linear steps on the journey to 21st-century executive leadership. Context is king, building relationships and understanding executive needs are crucial. How wise is it to talk about stuff executives aren't ready for yet? What can you talk about then?

2019 Agile Cincinnati talk. 5 non-linear steps on the journey to 21st-century executive leadership. Context is king, building relationships and understanding executive needs are crucial. How wise is it to talk about stuff executives aren't ready for yet? What can you talk about then?

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Agile cincy exec related workshop copy

  1. 1. What are some key aha moments for 21st century executive leadership?  John Coleman PST, LeSS Friendly Scrum Trainer, #MarshallGoldsmithLead60 author of Kanban Guide for Complexity for Teams and Servants (Kanplexity) @JohnColemanIRL www.ace.works john@ace.works
  2. 2. Organizational agility is… • What? Photo by Art by Lønfeldt on Unsplash
  3. 3. Organizational agility is… (John’s version) The ability to drive disruption in the industry & the marketplace, an adaptive way of being/ learning/sensemaking, through ↑effectiveness, ↑frequency-of-impact, ↑quality, ↑learning, ↓impediments, ↑flow, ↑efficiency, and ↑sustainability.
  4. 4. Organizational agility is… (John’s version) The ability to drive disruption in the industry & the marketplace, an adaptive way of being/ learning/sensemaking, through ↑effectiveness, ↑frequency-of-impact, ↑quality, ↑learning, ↓impediments, ↑flow, ↑efficiency, and ↑sustainability. It looks like small cross-skilled cross-functional teams or teams-of-teams using Agile, Lean, Lean/Agile methods, or the Agile Manifesto principles.
  5. 5. Organizational agility is… (John’s version) The ability to drive disruption in the industry & the marketplace, an adaptive way of being/ learning/sensemaking, through ↑effectiveness, ↑frequency-of-impact, ↑quality, ↑learning, ↓impediments, ↑flow, ↑efficiency, and ↑sustainability. It looks like small cross-skilled cross-functional teams or teams-of-teams using Agile, Lean, Lean/Agile methods, or the Agile Manifesto principles. It feels like, ↑psychological-safety, ↑engagement (employees, customers, partners and other stakeholders), ↑respect, ↑leaders-embracing-uncertainty, ↑leaders-serving-teams, ↑leaders-as-coaches, ↑excellence, ↑transparency, ↑inspection, ↑adaptation, ↑team- based-commitment, ↑openness, ↑inclusion, ↑courage, ↑passion, ↑focus, ↑energy, and ↑fun.
  6. 6. Organizational agility is… (John’s version) The ability to drive disruption in the industry & the marketplace, an adaptive way of being/ learning/sensemaking, through ↑effectiveness, ↑frequency-of-impact, ↑quality, ↑learning, ↓impediments, ↑flow, ↑efficiency, and ↑sustainability. It looks like small cross-skilled cross-functional teams or teams-of-teams using Agile, Lean, Lean/Agile methods, or the Agile Manifesto principles. It feels like, ↑psychological-safety, ↑engagement (employees, customers, partners and other stakeholders), ↑respect, ↑leaders-embracing-uncertainty, ↑leaders-serving-teams, ↑leaders-as-coaches, ↑excellence, ↑transparency, ↑inspection, ↑adaptation, ↑team- based-commitment, ↑openness, ↑inclusion, ↑courage, ↑passion, ↑focus, ↑energy, and ↑fun. It is underpinned by the Agile Manifesto at www.agilemanifesto.org.
  7. 7. Organizational agility is… (John’s version) The ability to drive disruption in the industry & the marketplace, an adaptive way of being/ learning/sensemaking, through ↑effectiveness, ↑frequency-of-impact, ↑quality, ↑learning, ↓impediments, ↑flow, ↑efficiency, and ↑sustainability. It looks like small cross-skilled cross-functional teams or teams-of-teams using Agile, Lean, Lean/Agile methods, or the Agile Manifesto principles. It feels like, ↑psychological-safety, ↑engagement (employees, customers, partners and other stakeholders), ↑respect, ↑leaders-embracing-uncertainty, ↑leaders-serving-teams, ↑leaders-as-coaches, ↑excellence, ↑transparency, ↑inspection, ↑adaptation, ↑team- based-commitment, ↑openness, ↑inclusion, ↑courage, ↑passion, ↑focus, ↑energy, and ↑fun. It is underpinned by the Agile Manifesto at www.agilemanifesto.org. It’s a helpful way of being in this Volatile, Uncertain, Complex, and Ambiguous world. It is a required skill set for the 21st century, regardless of speciality or function.
  8. 8. Organizational agility is… (John’s version) The ability to drive disruption in the industry & the marketplace, an adaptive way of being/ learning/sensemaking, through ↑effectiveness, ↑frequency-of-impact, ↑quality, ↑learning, ↓impediments, ↑flow, ↑efficiency, and ↑sustainability. It looks like small cross-skilled cross-functional teams or teams-of-teams using Agile, Lean, Lean/Agile methods, or the Agile Manifesto principles. It feels like, ↑psychological-safety, ↑engagement (employees, customers, partners and other stakeholders), ↑respect, ↑leaders-embracing-uncertainty, ↑leaders-serving-teams, ↑leaders-as-coaches, ↑excellence, ↑transparency, ↑inspection, ↑adaptation, ↑team- based-commitment, ↑openness, ↑inclusion, ↑courage, ↑passion, ↑focus, ↑energy, and ↑fun. It is underpinned by the Agile Manifesto at www.agilemanifesto.org. It’s a helpful way of being in this Volatile, Uncertain, Complex, and Ambiguous world. It is a required skill set for the 21st century, regardless of speciality or function.
  9. 9. What’s your organization’s direction of travel? I talked here in 2018 about having one optimizing goal and a set of consistent optimizing goals. Photo by James Lee on Unsplash
  10. 10. What’s your organization’s direction of travel? In 2019, much happier with the notion of a “direction of travel” that can evolve Photo by James Lee on Unsplash
  11. 11. agility is just a means to an end To deal with a Volatile, Uncertain, Complex, Ambiguous (VUCA) world, 21st century exec leaders can support the direction of travel by using agility as a strategy Photo by Bernard Hermant on Unsplash
  12. 12. In 2018, right here Audience agreed that context is king, and we need to understand the needs of our executives, and build better relationships with our executives Photo by Jeremy Bishop on Unsplash
  13. 13. 21st century executive journey scrum.org
  14. 14. 5 steps, with a possible 6th Photos by Jonathan Petersson, Tim Bogdanov, Ryan Stone on Unsplash
  15. 15. Nudge people Meet people where they are, wherever that is from a mindset point of view Photo by Ben Ostrower on Unsplash
  16. 16. Readiness for agility is constrained by the environment, not just the executive leader Hence this is not a maturity scale Photo by Agence Producteurs Locaux Damien Kühn on Unsplash
  17. 17. Step 1 summary Commercial: Encourages leadership team around them to be a model of managing capital for shareholders. Customer data is largely anecdotal. Government: Encourages leadership team around them to be a model of managing capital for tax- payers. Customer data is largely anecdotal. Non-profit: Encourages leadership team around them to be a model of managing capital for the board. Customer data is largely anecdotal. Photo by NeONBRAND on Unsplash
  18. 18. Step 1 narrative Commercial: • Maintaining status quo on the culture is a key value. • Executives set targets that must be achieved, supported by individual performance targets. • Manages capital with predefined business cases in a risk averse way, therefore compliance with rules/plans/ quality is sacrosanct. • Must honour customer/regulator commitments, scaling if necessary, outsourcing if necessary. • Failure is not an option. Needs short term results. • Difficult to measure effectiveness so we focus on reducing unit costs. • Tendency to have functional org, therefore no clear ownership for customer outcomes, no real focal point. Photo by NeONBRAND on Unsplash
  19. 19. Step 1 behaviors • Demands results, and compliance to rules and plans. Commitments are guarantees. • My team is my functional silo. Values predictability and control. • Seeks clarity, measurement, accountability. • Measures progress by demanding strict adherence to targets. • Lack of prioritization. • Starting new initiatives & new metrics for those. • Training is change • "My mission is to manage capital and deliver to the shareholders. It's a big responsibility." "Let's not throw out the baby with the bathwater, let's use the best of both worlds (Waterfall and Agile combined).” • Photo by Annie Spratt on Unsplash
  20. 20. Aha moments - step 1 https://ace.works/exec
  21. 21. Step 1 unlearning examples Behavioral workshops... • What's on your minds? • Why (for the context) • For the direction of travel, what would that capability look like? • How • Anti-inertia - what's holding us back, what’s the magnitude of what we're looking at? • How to mess this up, which of those are we currently doing? • Awareness of the price we need to pay • Address the question of "how do I scale this"? Photo by Ken Treloar on Unsplash
  22. 22. Step 1 know how Knowhow.... • Dealing with complexity - Cynefin sense making framework • agility Vs Agile • Understanding current beliefs, based simply on the Agile Manifesto principles, and the direction of travel • Awareness of Scrum.org Evidence Based Management • Methods for agility, e.g,, Agile, Professional Scrum Foundations / workshop, Lean UX. • For organizations already into Lean for knowledge work - Original Lean / Toyota Production System • Optional - Book club - The Goal / ToC • Service ethos - alignment to customer value, what business are you in? (Ken Blanchard book club...) • Bias awareness • Behavioral economics • Agile Manager Behaviors - David Spann of Cutter Consortium • Value of human capital Photo by Miguel A. Amutio on Unsplash
  23. 23. Step 1 additional Optional Coaching skills... • 6 thinking hats • Awareness of Tipping Point Leadership • BCG's DICE calculator • Agendashift engagement model by Mike Burrows/Agendashift partner or alternative why/how empirical engagement models • Starting to ask rather than tell Manage insecurities Photo by Tim Graf on Unsplash
  24. 24. Let’s look at a quick preview of steps 2-5 Photo by Marvin Ronsdorf on Unsplash
  25. 25. Aha moments - step 2 https://ace.works/exec
  26. 26. Aha moments - step 3 https://ace.works/exec
  27. 27. Aha moments - step 4 https://ace.works/exec
  28. 28. Aha moments - step 5 https://ace.works/exec
  29. 29. Before our next exercise…….Question time!
  30. 30. What’s your next step? Photo by Tommy Lisbin on Unsplash
  31. 31. – John Coleman Thank you for coming to this session!! Check out my upcoming blog series on scrum.org

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