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B U I L D I N G A S E L F - S U S T A I N I N G
A G I L E O R G A N I Z A T I O N
A L E A D E R S H I P - D R I V E N
A ...
HOW DO WE
ENSURE OUR
VALUES AND
PRINCIPLES
PERSIST
FOR GENERATIONS?
C O N S I D E R
1 0 Y E A R S F R O M N O W,
YO U R E T U R N TO YO U R
O R G A N I Z AT I O N
WHAT WILL YOU FIND?
TECHNICAL
EXCELLENCE
TRANSFORMATIONAL
LEADERSHIP
LEAN PRODUCT
MANAGEMENT
• CODING SKILLS
• DESIGNING SOFTWARE
TO ACCOMMODA...
What did I learn
from thirteen
years in the
Army?
Q: Where do Generals come from?
A: They are made.
LESSONS
FROM THE
ARMY
 Leadership is consciously
developed early in career
 Training others is a critical skill
that mus...
Hack (noun): A solution that solves
the immediate problem while
sacrificing long-term consequences.
Scrum – A collection o...
SCRUMMASTERS SHOULD
NOT BE MANAGERS
conventional scrum wisdom:
ORGANIZATIONAL HACK?
WHAT IF:
MANAGERS == LEADERS == SCRUMM...
Now consider:
Where do come from?leaders
CEOs
product owners
managers
directors
vice-presidents
A: They are made.
If your leaders can’t teach it,
How well do you really know it?
C O N S I D E R
1 0 Y E A R S F R O M N O W,
YO U R E T U R N TO YO U R
O R G A N I Z AT I O N A N D
D I S CO V E R A P R ...
A B I L I T Y T O D E V E L O P T H E
N E X T G E N E R A T I O N ?
L E A D E R S H I P ?
T H E P A S S I O N F O R
D I S ...
To confidently walk away from
an organization, knowing that
they will continue to discover
new and better ways of
developi...
SOME PATTERNS
• Focus on behaviours – let delivery be a
consequence
• Develop leaders – at all levels – to be
Agile coache...
IN CONCLUSION
• Building a self-sustaining organization
requires deliberate thought, effort, and
investment
• Sustain the ...
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Building a Self-Sustaining Agile Organization (Agile India 2015)

Presented at Agile India 2015
Building a Self-Sustaining Agile Organization: A Leadership-Driven Approach

Building a Self-Sustaining Agile Organization (Agile India 2015)

  1. 1. ` B U I L D I N G A S E L F - S U S T A I N I N G A G I L E O R G A N I Z A T I O N A L E A D E R S H I P - D R I V E N A P P R O A C H SEAN DUNN, C D, PEng, C SP, PMP sean.dunn@ihs.com
  2. 2. HOW DO WE ENSURE OUR VALUES AND PRINCIPLES PERSIST FOR GENERATIONS?
  3. 3. C O N S I D E R 1 0 Y E A R S F R O M N O W, YO U R E T U R N TO YO U R O R G A N I Z AT I O N WHAT WILL YOU FIND?
  4. 4. TECHNICAL EXCELLENCE TRANSFORMATIONAL LEADERSHIP LEAN PRODUCT MANAGEMENT • CODING SKILLS • DESIGNING SOFTWARE TO ACCOMMODATE CHANGE • DEVELOPMENT ECOSYSTEM • INCREMENTAL VALUE DELIVERY • SHORT-FEEDBACK CYCLES • WHOLE-SYSTEM OPTIMIZATION • INSPIRING OTHERS • DEVELOPING LEADERS • BUILDING TEAMS • LEAD BY EXAMPLE
  5. 5. What did I learn from thirteen years in the Army?
  6. 6. Q: Where do Generals come from? A: They are made.
  7. 7. LESSONS FROM THE ARMY  Leadership is consciously developed early in career  Training others is a critical skill that must be taught and practiced  Personnel development is a top priority
  8. 8. Hack (noun): A solution that solves the immediate problem while sacrificing long-term consequences. Scrum – A collection of “organizational hacks”?
  9. 9. SCRUMMASTERS SHOULD NOT BE MANAGERS conventional scrum wisdom: ORGANIZATIONAL HACK? WHAT IF: MANAGERS == LEADERS == SCRUMMASTERS
  10. 10. Now consider: Where do come from?leaders CEOs product owners managers directors vice-presidents A: They are made.
  11. 11. If your leaders can’t teach it, How well do you really know it?
  12. 12. C O N S I D E R 1 0 Y E A R S F R O M N O W, YO U R E T U R N TO YO U R O R G A N I Z AT I O N A N D D I S CO V E R A P R AC T I C E T H AT R E S E M B L E S N E I T H E R S C R U M N O R K A N BA N HOW DO YOU REACT?
  13. 13. A B I L I T Y T O D E V E L O P T H E N E X T G E N E R A T I O N ? L E A D E R S H I P ? T H E P A S S I O N F O R D I S C O V E R Y ? T H E P R I N C I P L E S ? THE METHODOLOGY? W H AT W I L L S E L F - S U S TA I N ? maturity
  14. 14. To confidently walk away from an organization, knowing that they will continue to discover new and better ways of developing software my success criteria:
  15. 15. SOME PATTERNS • Focus on behaviours – let delivery be a consequence • Develop leaders – at all levels – to be Agile coaches • Create training and development plan, courses & materials • Developing others is a value – rewards and promotion are based • Be deliberate about your hiring strategy
  16. 16. IN CONCLUSION • Building a self-sustaining organization requires deliberate thought, effort, and investment • Sustain the values and the principles – not the practices • Agile values are organizational values • Culture is leadership driven • Lead by example – model the desired behaviour

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