Many companies have implemented Scrum and are "doing agile." However, many companies struggle to achieve the expected benefits. They will never become truly agile. Why? Companies only doing Scrum are ill-equipped to overcome organizational impediments like anti-agile company culture, top-down leadership behavior, counter-productive organization structure, and approval processes. These challenges are addressed by doing a deep dive into the DNA differences between traditional companies and Silicon Valley-style digital organizations. Presentation by Jurriaan Kamer. Read more at www.agilecio.net or follow us on Twitter at @agile_cio.

1. You will not become agile
by implementing scrum

2. • Challenge
1. Projects
2. Managers
3. Decisions
4. Culture
• Directions

3. FUTURE-PROOF YOUR
ORGANIZATION
ORGANIZE RESPONSIVENESS
by
Jurriaan Kamer

4. CHALLENGE
What do we often encounter?

5. Bureaucratic
OS language
• Rules
• Roles
• Plans
• Reports

6. Change 0%

7. Jim
engineer
“sure,
but…”
“Can we do
scrum?”
Torch boss

8. So they go for a
local implementation © image by Steve Denning
Marketing
Finance
HR Ops

9. Management is part of a system
that prevents them from achieving
the necessary changes
(like getting
rid of waterfall)

10. AGILE ENTERPRISES

11. photo by Giuseppe Milophoto by Techcrunch

12. • Challenge
1. Projects
2. Managers
3. Decisions
4. Culture
• Directions

13. Project management + scrum = ?
PROJECTS

14. WE DON’T JUST DO SCRUM
WE DO
WATER
-SCRUM
-FALL

15. Bob
project manager
Leon
product owner

16. Bob
project manager Mr. PMO
PID
PSA
€

17. “I urgently need
a detailed estimate”
“Can’t we just
start?”

18. “But, you
promised…!”
“We need another
sprint”

19. “All your projects
are late”
“I don’t control
the resources”

20. “We have a
great idea!”
“My stakeholders
don’t approve”

21. PROJECTS
IN
AGILE ENTERPRISES

22. Everybody knows why the
company
exists and what the
priorities are
@agile_cio principle #1

23. Teams have full autonomy:
they decide HOW
to achieve a
certain goal
@agile_cio principle #2

24. No projects
No deadlines
No approvals
@agile_cio principle #3

25. You build it,
you run it
No handovers
@agile_cio principle #4

26. We don’t need
a framework
@agile_cio principle #5

27. • Challenge
1. Projects
2. Managers
3. Decisions
4. Culture
• Directions

28. MANAGERS
What management behavior
kills agility?

29. “I tell people what to
do so I stay in control
and I can drive
shareholder value”

30. “I can’t…”
“Please attend this
urgent meeting”

31. “This whole scrum
thing is very
disappointing”

32. “Deliver it on the 1st of December
even if you have to
work weekends!”

33. MANAGERS
IN
AGILE ENTERPRISES

34. Managers encourage
collaboration to solve
problems rather than
dictating a solution
@agile_cio principle #6

35. Managers job: designing
an optimal environment
where the work can
happen and teams can
grow @agile_cio principle #7

36. Managers are engineers
@agile_cio principle #8

37. • Challenge
1. Projects
2. Managers
3. Decisions
4. Culture
• Directions

38. What factors mainly influence
decision making in corporates?
DECISIONS

39. Costs, budgets,ROI
& Opinions
Decision making is based on

40. DECISIONS
IN
AGILE ENTERPRISES

41. Making money is
the result of
product excellence
@agile_cio principle #9

42. Data-driven instead
of HIPPOs
@agile_cio principle #10

43. • Challenge
1. Projects
2. Managers
3. Decisions
4. Culture
• Directions

44. What is the difference between
corporate and agile culture?
CULTURE

45. Pathological Bureaucratic
Information is hidden Information may be ignored
Responsibilities are shirked Responsibility is compartmented
Failure is covered up Orgs are just and merciful
New ideas are crushed New ideas create problems
A typology of organisational cultures (Westrum, 2004)
Corporate culture at odds with core agile values

46. CULTURE
IN
AGILE ENTERPRISES

47. Explicit culture
statements, based
on trust
@agile_cio principle #11

48. Failure
=
learning
=
innovation@agile_cio principle #12

49. Direct communication
instead of
through layers
@agile_cio principle #13

50. “People who say it cannot
be done should not
interrupt those who
are doing it”
@agile_cio principle #14

51. • Challenge
1. Projects
2. Managers
3. Decisions
4. Culture
• Directions

52. How to get there?
DIRECTIONS

53. Talk to the executive
who feels the pain
1. acknowledge
2. desireable future
3. willingness
4. ability
5. self-knowledge

54. Evolution
or
revolution?

55. © image by Michael Sahota
Culture bubble

56. Bring the challenge
to the team €

57. Let go of people who don’t
want to be part of the transition

58. Agility is not a gem that
can be bought.
It’s painful and hard work

59. 1. Projects
2. Managers
3. Decisions
4. Culture
Be prepared to kill old habits

60. How to become agile?
Plan & predict > sense & respond
Command & control > trust and nurture
Low empowerement >
high autonomy & high alignment

61. @AGILE_CIO
WWW.AGILECIO.NET
by
Jurriaan Kamer