How (and why) your Agile transition will fail

www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
How (and why) your Agile transition will fail
Global Scrum Gathering
Vienna, 2019-10-29

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018.
Giuseppe De Simone
Enterprise Coach & Agile Trainer 
agile42 Sweden 
giuseppe.desimone@agile42.com 
+46 72 57 46461
www.linkedin.com/in/giuseppedesimone
www.agile42.com - www.organic-agility.com
@giusdesimone 
@agile42/coaches

Who we are
• Founded in 2007 by an international
group of people passionate about
agile
• Focused on making every workplace
more liveable and engaging
• Completely self-managed: 
no departments, no ﬁxed roles
• Employs around 70 people
• Highly qualiﬁed coaches and trainers
(highest number of CECs, CTCs and
CSTs in one company worldwide)

Experience makes the difference.
We recognize that your organization and culture are unique, which
implies a unique implementation of any new methods like Scrum or
Kanban.
Our effective combination of leadership coaching, knowledge
transfer, team training, coaching on the job and practical tools is the
basis for your success, as it has been for many other international
customers.
agile42 has helped enterprises such as Nokia, Sony, ABB Group,
Ericsson, Avea and Siemens successfully and sustainably transition
to agile.
agile42 also helped startups to grow faster and healthier, good
examples are: Fyber, Babbel and Sipgate.

DeoxyriboNucleic Acid (DNA)
It is a fragile molecule
There are many repair mechanisms but
some damage is not repaired
Some of the mutations cause no harm, a
few are helpful, while others cause disease
Mutations are determined as response to
changing circumstances

The World around us is changing
faster than we think…
Technology is often one of the main
drivers in this change…

“Don’t copy the tools, copy the
principles.”
- Dr. W. Edwards Deming
“Practices = Principles + Context”
- Dan North

Organizational Resilience by
Growing Autonomy and
Nurturing an Inter-dependent Culture

“This is how we do things around here…”
Culture is the set of behaviors that have been
established and accepted within an organization
1st Principle: Increase Cultural
Awareness and Coherence

Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator, Monitor,
Organizer
Value Drivers: Efficiency, Timeless,
Consistency and Uniformity
Theory of Effectiveness: Control and
efficiency with capable processes produce
effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver, Competitor,
Producer
Value Drivers: Market share, Goal
achievement, Profitability
Theory of Effectiveness: Aggressively
competing, customer focus produce
effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator, Entrepreneur,
Visionary
Value Drivers: Innovative outputs,
Transformation, Agility
Theory of Effectiveness: Innovativeness,
vision, and new resources produce
effectiveness
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator, Mentor, Team
Builder
Value Drivers: Commitment,
Communication, Development
Theory of Effectiveness: Human
development and participation produce
effectiveness
Flexibility & Discretion
Stability & Control
Internalfocus&Integration
Externalfocus&Differentiation
Organizational Culture Profile (CVF)

Agile Values &
Principles
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
They struggle to introduce a more agile and
lean approach to work, because the
hierarchical culture is not supportive of agile
values and principles

Most of the organization today have a strong
Hierarchy oriented proﬁle
They struggle to introduce a more agile and
lean approach to work, because the
hierarchical culture is not supportive of agile
values and principles
To create the right context to move toward a
more agile and lean culture, we need to
transition toward Clan or Ad-Hocracy
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
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Ad-hocracy
Hierarchy
M
arket
Clan

Market adoption curve and culture
Early majority
Market Cycles 20-25y 5-7y
Innovators Early adopters Late majority
Chasm
11% 16%
44% 29%
SELL TO MAKE MAKE TO SELL
Culture:
● Innovative
● Adaptive
● Quick reaction to feedback
● Prototypical
Culture:
● Structure
● Quality
● Process
● Effectiveness
Culture:
● Efficiency
Culture

Organizational ScanClan
Hierarchy
Ad-hocracy
Market
Leader Type
Clan
Hierarchy
Ad-hocracy
Market
Quality Strategies
Clan
Hierarchy
Ad-hocracy
Market
Theory of Effectiveness
Clan
Hierarchy
Ad-hocracy
Market
Value Drivers

4th Principle:
Validate Changes in Small Increments
A portfolio of safe-to-fail experiment will help emerging options that can then be
vetted and tested, before being implemented, signiﬁcantly reducing risk.

The traditional approach to change management…
…focused on standardization, before stabilization…
t
Design
Documentation
Rollout
Fix Issues
> 9-10 months…
if you create a change project and plan it in a
traditional way you are doing it wrong!

The ORGANIC 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
Experimentations allows for
better approaches to emerge

Agile Strategy Map

So, why will your Agile transition fail?
•If YOU believe your organization is a machine you can command…
•If YOU think you can change it and ﬁx it when something is broken…
•If YOU do not own the change…
•If YOU want pre-packaged solution…
•If YOU don’t adapt to to your context and culture… (your DNA)
•If YOU don’t use an incremental approach to minimize risk…

Guess!
Who’s to blame?

Copyrights notice
All material produced in this presentation is protected by the Creative Common
License 4.0 (by-nc-sa).
The brands and logos of ORGANIC agility (www.organic-agility.com), agile42, Enterprise Transition Framework ETF (http://
agile42.com/etf/), Team Coaching Framework TCF (http://tcf.agile42.com/) and Agile Strategy Map (http://www.agile42.com/en/agile-
transition/agile-strategy-map/) are Copy Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused
without written authorization

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