Agile methods have gained the attention of leaders as a way to speed time to market and increase motivation. Businesses are looking to agile as a way to achieve organizational change so teams deliver more value faster, and where people’s pride and joy of work are enhanced. However, we know from extensive experience that agile practices by themselves will not lead to this kind of an organizational transformation. What does it take? To drive results and create lasting change, the key is to motivate people about this way of working, and create meaningful communications to get buy-in from stakeholders. Ole and Jenni Jepsen go deeper into the steps for successful agile transformations in large organizations—how to form a transformation team with decision-making power, how to engage with strategic goals and set clear direction, how to get buy-in for new ways of working at every level, and how to involve as many people as possible in the transformation.

1. AT1
Concurrent Session
11/14/2013 10:15 AM
"Large Agile Transformations:
A Roadmap for Lasting Change"
Presented by:
Ole Jepsen, goAgile
Jenni Jepsen, goAgile
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073
888 268 8770 904 278 0524 sqeinfo@sqe.com www.sqe.com

2. Jenni Jepsen
goAgile
A partner at goAgile, Jenni Jepsen focuses on helping individuals, teams,
and organizations increase motivation, effectiveness, and transparency by
engaging with business goals, creating meaning for stakeholders, and
building trust through the process. With extensive experience in change
leadership and communications, Jenni integrates neuroleadership concepts
into her coaching, training, and sparring with leaders at every level to help
people create lasting change. Neuroleadership is an emerging field of study
focused on bringing neuroscientific knowledge into the areas of leadership
development, management training, change management, training,
consulting, and coaching.
Ole Jepsen
goAgile
A partner at goAgile, a Denmark-based consulting firm, Ole Jepsen is a
highly-esteemed agile coach for organizations experiencing change. Ole
works with organizations to help leaders and teams expand their
perspectives, focus on value, and increase joy of work to create ownership
and get results. An involving and engaging way to lead, it results in happier
teams, increased business value, and is key to a lasting enterprise-wide
agile transformation. Ole is a founder of the Agile Leadership Network, the
founder of the Danish Agile User Group, and organizer of Agile Coach
Camp Denmark, and Stoos in Action.

3. First, some context…
Large Agile Transformations
A Roadmap for Lasting Change
Ole Jepsen & Jenni Jepsen
Helping you create lasting change
Place:
Date:
Value & Business
Boston
November 2013
Organizational Complexity: Cynefin Model
Probe*–*Sense*–*Respond*
EMERGENT*
Sense*–*Analyse*–*Respond*
GOOD*PRACTICE*
Act*–*Sense*–*Respond*
NOVEL*
Dealing with Organisational Complexity
Catastrophe*rophe*
Catast
Disorder(
Sense*–*Categorize*–*Respond*
BEST*PRACTICE*
4*
Nearly all organizations are complex…
Characteris*cs+of+complex+organiza*ons:+
!
Dynamic*with*rich*interacGons.*
Different*people*operaGng*at*different*levels.*
Feedback*is*important*to*the*process.*
The*environment*is*unpredictable.*
Small*changes*can*have*a*large*impact.*

4. Solutions need to match the nature of Complex organizations
Complicated*N*the*relaGonship*between*cause*
and*effect*requires*analysis.*AnalyGcal*
techniques*to*determine*facts*and*opGon*
range.*Cause*and*effect*separated*over*Gme*
and*space,*but*repeatable*and*analyzable.*
KNOWABLE*
*
Transformation Team
SENSE*–*ANALYZE*–*RESPOND*
Complex*N*the*relaGonship*between*cause*and*
effect*can*only*be*known*in*retrospect,*but*not*
in*advance.*MulGple*small*and*diverse*
intervenGons*to*create*opGons.*Cause*and*
effect*coherent*in*retrospect,*gets*repeated*
accidentally.*UNPREDICTABLE*
*
PROBE*–*SENSE*–*RESPOND*
Driving forces in Agile
Three measurable, driving forces surround Agile practices –
making the change that has been created last:
Transforming large
organizations to Agile
is a change process
1. RESULTS
2. MOTIVATION
3. COMMUNICATION
Agile practices
Communication
Helping you create lasting change
9*
Rooms of Change
Two reasons change is difficult
Status(quo(
Renewal(
1. People*have*a*natural*resistance*to*change.*
2. They*don’t*understand…**
why*the*change,*what*does*it*mean*for*them,*and*how*do*
you*want*them*to*work*differently*(vision,*mandate).*
!?!
Denial(
Confusion(&(Chaos(
11*

5. Our brain & change
Regions of the brain
Prefrontal(
Cortex((PFC)(
Limbic(System(
Prefrontal(
Cortex((PFC)(
•
•
•
•
•
Limbic(System(
•
•
•
•
•
DecisionNmaking*
EmoGon*control*
HigherNlevel*thought*
Mental*flexibility*
GoalNoriented*behavior*
LongNterm*memory*
Old*habits*
AaenGon*
Reward,*pleasure*
Fear*
Toward & Away Response
Away*
Stakeholder Management
Toward(
Crea&ng!meaning!for!&!ge.ng!buy!in!!
from!your!stakeholders
Helping you create lasting change
17*

6. Who do you need to involve?
Involve the right people, or else…
Project*
plan*
Team*
**
**
**
**
The*real*
power*
**
**
**
The*appointed*
Business*
Partner*
The*essenGal*
knowledge*
!(
Project*
plan*
*
20*
*
19*
Create relationships to create results
Stakeholder Management
1. What*the*goal*your*team*wants*to*achieve?*
2. What*is*the*value*you*want*to*communicate?*
3. Who*do*you*want*to*communicate*with*(idenGfy*stakeholders)?*
4. How*do*we*create*meaning*for*them?**
5. What*messages*and*acGons*(including*frequency)*will*you*take*
in*your*communicaGons*with*stakeholders?*
A*close*relaGonship*increases*the*bandwidth*of*the*communicaGon*
*
21*
22*
Large*Agile*TransformaGons*N*Key*Takeaways
Trust*–*just*do*it*–*because*results*sell*themselves*
Do*your*stuff*–*say*it*in*their*words*
(
Prime*your*ideas*
(
Create*our*own*mandate*
Change*is*easy*on*paper,*but*we*have*a*natural*
resistance*to*new*things*
• Listen*twice*before*you*give*advice*
• Don’t*stop*idenGfying,*think*in*soluGons*
• Listen,*listen,*listen..!*
•
•
•
•
•
Contact
@olejepsen ole@goagile.dk +45 5052 6212
@jenniindk jenni@goagile.dk +45 4047 7850
Helping you create lasting change
Place:
Date:
Boston
November 2013