The cultural challenges to agile adoption

1. Cultural
Challenges

2. Cultural Challenges
• Waterfall Compared To
Agile/Scrum

3. Cultural Challenges• Waterfall Compared To
Agile/Scrum

4. Cultural Challenges• Waterfall Compared To
Agile/Scrum

5. Cultural Challenges• Waterfall Compared To
Agile/Scrum

6. Cultural Challenges• Waterfall Compared To
Agile/Scrum

7. Cultural Challenges• Waterfall Compared To
Agile/Scrum

8. Cultural
Challenge
s
• Top Reasons
Organization
s Fail At
Agile

9. Cultural Challenges
• Top Reasons Organizations Fail At
Agile

10. Cultural Challenges
• Top Reasons Organizations Fail At
Agile
• Organization thought Agile only
involved IT

11. Cultural Challenges
• Top Reasons Organizations Fail At
Agile
• Organization thought Agile only
involved IT
• Technical personnel were not
involved in strategy, planning
and customer collaboration

12. Cultural Challenges
• Top Reasons Organizations Fail At
Agile
• Organization thought Agile only
involved IT
• Technical personnel were not
involved in strategy, planning
and customer collaboration
• Teams were not serious about
ongoing study, discipline and
improvement

13. Cultural Challenges
• Top Reasons Organizations Fail At
Agile• Organization thought Agile only
involved IT
• Technical personnel were not
involved in strategy, planning
and customer collaboration
• Teams were not serious about
ongoing study, discipline and
improvement
• Organizations institutionalized
waterfall and were not willing
to change established processes

14. Cultural Challenges
• Top Reasons Organizations Fail At
Agile
• Organization lacked executive-
level support for Agile
transformation

15. Cultural Challenges
• The Imperative of Executive-Level
Support

16. Cultural Challenges
• The Imperative of Executive-Level
Support
Not Just Agile Projects but
Agile Organizations

17. Cultural Challenges
• The Imperative of Executive-Level
Support
1. Shift from an output to an
outcome

18. Cultural Challenges
• The Imperative of Executive-Level
Support
1. Shift from an output to an
outcome
2. Shift from customer satisfaction
to customer delight

19. Cultural Challenges
• The Imperative of Executive-Level
Support
1. Shift from an output to an
outcome
2. Shift from customer satisfaction
to customer delight
3. Shift from an implicit goal to
an explicit goal

20. Cultural Challenges
• The Imperative of Executive-Level
Support
1. Shift from an output to an
outcome
2. Shift from customer satisfaction
to customer delight
3. Shift from an implicit goal to an
explicit goal
4. Customer delight is a new
dimension of “done” in Scrum

21. Cultural Challenges
• The Imperative of Executive-Level
Support
1. Shift from an output to an
outcome
2. Shift from customer satisfaction
to customer delight
3. Shift from an implicit goal to an
explicit goal
4. Customer delight is a new
dimension of “done” in Scrum
5. The Scrum Product Owner merely
offers contingent value

22. Cultural Challenges
• The Imperative of Executive-Level
Support
1. Shift from an output to an
outcome
2. Shift from customer satisfaction
to customer delight
3. Shift from an implicit goal to an
explicit goal
4. Customer delight is a new
dimension of “done” in Scrum
5. The Scrum Product Owner merely
offers contingent value
6. It’s the bottom line for the
whole organization

23. Cultural Challenges
• The Imperative of Executive-Level
Support1. Shift from an output to an
outcome
2. Shift from customer satisfaction
to customer delight
3. Shift from an implicit goal to an
explicit goal
4. Customer delight is a new
dimension of “done” in Scrum
5. The Scrum Product Owner merely
offers contingent value
6. It’s the bottom line for the
whole organization
7. Customer delight is measured