Agile Organizational Change Principles

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Where next?

Mindset shifting… and
growing culture…

agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Experiences
Beliefs
Actions
Results
Culture
Manage
Lead
The “Results Pyramid” is copyright of Partners in Leadership LLC
shift
the
balance
coaching is an ongoing
long term investment

agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Culture eats
Strategy for
Breakfast…

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Ordered
Unordered
Simple
ComplicatedComplex
Chaotic
Sense
Categorize
Respond
Best Practices
Good Practices
Sense
Analyze
Respond
Probe
Sense
Respond
Act
Sense
Respond
Emergent
Novel
Disorder
Cyneﬁn Framework
Organizational
Change

Organization Cultural Profile (CVF)
Future Profile
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan
Most of the organization today
have a strong Hierarchy oriented
profile
Agile Values &
Principles

Organization Cultural Profile (CVF)
Future Profile
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
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Ad-hocracy
Hierarchy
M
arket
Clan
Most of the organization today
have a strong Hierarchy oriented
profile
To create the right context to
move toward a more agile and
lean culture, we need to
transition toward Clan or Ad-
Hocracy
Current Profile

Practices change constantly…
and principles sticks…

Assessment
Strategy
Pilot Projects
Rollout
Enterprise Transition Framework (ETF)

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | The Agile Coaching Company
www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
TCF Overview
• Team Assessment
•  Understand the status quo
•  Determine the focus

•  Coaching Cards
•  From observations and hypotheses
•  To goals, tools and metrics
• Coaching Tools
•  Tools to inﬂuence team behaviour

1st Principle: focus on small
incremental changes
Whenever changing from one way of working to another, we
will go through a hybrid situation where the coexistence of
two different ways generates attrition, duplications and other
forms of waste. The awareness of this fact should push us
in delivering changes fast and in small increments…

The traditional approach to change management…
…focused on standardization, before stabilization…
t
Design
Documentation
Rollout
Fix Issues
> 3-4 months…

The agile approach to change management…
…focused on stabilization with emergent standardization…
Design
Rollout
Doc
Rollout
Doc
Rollout
Doc
Coach
≤ 12 weeks t
Design Coach
Rollout
Doc
Rollout
Doc

Goal PSF
NC
Agile Strategy Map™
Define the Goal we
want to achieve
Possible Success Factor (PSF)
represents a hypothesis about a
key factor that would enable us
to achieve the Goal
Necessary Condition (NC):
what is needed in order to fulfill
the Success Factor

2nd Principle: focus on value
and organize accordingly
Focusing on value means to make sure that there are as
few obstacles as possible in the direction of the value
streams…

The matrix organization…
SubSystem1
SubSystem2
SubSystem3
Infrastructure
Operations
PMO
Project 1
Project 2
Project 3
… optimized for utilization, not value delivery…
Handovers and coordination
Value
Client
Push in the lines

Stream 1
Stream 2
Stream 3
The agile organization…
SubSystem1
SubSystem2
SubSystem3
Infrastructure
Operations
… optimized for value delivery and time to market
Value
Client
Pull on the streams

3rd Principle: decentralize
control whenever possible
Decentralization of control and decision making, reduces
the feedback loops, and enables faster reaction times. It
requires deﬁning goals and constraints to allow for
autonomous decision making.

Control !
Worker 1
Sub 1
Worker 2
Sub 2 Sub 3
The hierarchical organization… Centralized Control,
ends up overloaded,
introducing delays
Requests
Authorization
the design is based on mistrust…
Information&power

Container for empowerment
Worker 3Worker 2
The agile organization… Decentralized
Control reduces
overhead, and
encourage
collaboration
the design is based on trust…
Worker 1
Collaboration
Information&power

• Both on the “budget”
level, as well as on the
expected delivery and
preparation levels
• This level of
transparency allows to
build trust between
Portfolio Management
and self-organizing
teams
• Clear Policies
describing the
range of autonomy
the teams have

4th
Principle: avoid
synchronization of ﬂows unless
necessary
De-synchronization is unintuitive, but allows for parallel
distributed work, without having to carry the excessive
burden of coordination and handovers.

t
Project 2
Project 3
Project 1
The plan driven organization… Synchronization of all Projects
for a release, decreases
efficiency and increases
coordination costs
Release
Pm 3
Pm 1
Pm 2
…fixed scope and fixed date…

t
The agile organization… De-synchronization of
development teams to
reduce cost of release
…variable scope and variable date…
Feature A
Release
Team 1
Team 2
Team 3
Team 4
Feature B
Release Release
Feature C
Release
Feature D
Release
Feature E

agile42 | We make your Agile transition succeed! www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Release incrementally,
with higher quality
Automated testing
in short cycles
Delivered
serviceable Product
in just 2 months

More food for thought...
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Agile Organizational Change Principles

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