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How will I move the Cheese as an Agile Leader for Enterprise Agility

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This deck describes the Agile Leaders in an Enterprise always has to accept the change as a way and constantly adapt than resisting change. The inspiration is taken from the book who moved my cheese.

Publié dans : Direction et management
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How will I move the Cheese as an Agile Leader for Enterprise Agility

  1. 1. Niranjan  Nerlige  V,  Founder,  Chief  Consultant,  Coach  and   Trainer CSP,CSM,  PMI-­ACP,SPC4 Exelplus Services / How  will  I  move  the  Cheese  as     Agile  Leader  for  Enterprise  Agility ©2017 1
  2. 2. Agenda ØIntroduction  to  the  Characters  in  a  Fable  “  Who   Moved  my  Cheese” ØAgile  Leadership  in  21st Century ØHow  will  I  move  my  Cheese  as  an  Agile  Leader ØQ&A   ©2017 2
  3. 3. Have  you  read  this  book? An  amazing  way  to  deal  with  Change   in  Your  Work  and  in  Your  life ©2017 3
  4. 4. ©2017 4
  5. 5. ©2017 5
  6. 6. Barriers  for  Agile  Adoption Company  Culture  at  odds   with  agile  values 46% Management  concern   about  loss  of  control 38% Organizational  resistance   to  change 42% 10th State  of  Agile  report-­‐Version  One-­‐ 2016 ©2017 6
  7. 7. Agile  Leadership The World of Agile The World of Leadership What  is It? The World of Agile Leadership Leaders need to be agile Agile Organizations need Leadership ©2017 7
  8. 8. Demands  on    Leaders  in  a  fast-­‐changing  World ©2017 8 The Demand on Leaders Leadership & Management Innovation Strategy Culture Learning & Change Structure Organizational  Agility Leadership  Agility Transformational  Leadership  How  Agile  Leaders  can  move  the  cheese?
  9. 9. #1-­‐Incubate  Transformational   Leadership ©2017 9 Agile  Leaders
  10. 10. Leaders  go  first • Live  the  values • Lead  by  example • Seek  to  truly  understand  their  culture • Be  as  transparent  as  the  teams  they  lead See  presentation:  Agile  From  the  Top  Down:  Executives  &  Leadership  Living  Agile   by  Jon  Stahl ©2017 10
  11. 11. Scrum=Agile? • Does  your  company  think  following  “agile  practices”   therefore  they  are  agile.   • They  have  to  recognize  agile  is  set  of  value  and   principles ©2017 11
  12. 12. Agile  from  top  down  practices • Clear  communication  is  the  foundation.  “  I  am  glad  we  all  agree” • Genuine  shared  understanding.  – “  I  am  glad  we’re  all  agreed   then” • Create  BVR(Big  Visual  room) • Put  your  values  on  the  wall,  agile  manifesto,  XP  values  and  Lean   (kaizen) • Visualize  what  you  manage – Application  assets – Leadership – Financial,  operation  etc. • Transparent  leadership-­‐ doesn't’t  mean  you  have  all  answers. ©2017 12
  13. 13. Standard  work  practices Source:   Define  Core  competencies,  matrix  and  ownership Standard  work:  Agile  Practices ©2017 13
  14. 14. #2-­‐Develop    Transformational   Leadership  Team ©2017 14
  15. 15. Agile  Leaders  Provide  Transformational  Leadership   “The  ability  to  transcend  many   visions  into  compelling  shared   vision  across  the  organization  is   the  key  stone  what  Temenos offers  organizations” ©2017 15 Temenos Transformation  Model  
  16. 16. Integrity  and  Sacredness  of  Leadership  Team Personal  visions  of  many Compelling  organization shared  vision “ Continued commitment to maintaining integrity and sacredness of leadership team” ©2017 16
  17. 17. #3-­‐ Expand  as  a  Leader  from   Expert-­‐Achiever-­‐Catalyst ©2017 17
  18. 18. Task-­‐focused Do  the  work Results-­‐focused Direct  the  work Drive  and  measure Growth-­‐focused Guide  people/change Share  Leadership Creative  &  Adaptive Expert Leader Achiever Leader Catalyst Leader Agile  Leadership  Journey   Source:  Developing  Agile  Leadership  presentation  by  Peter  Behrens   ©2017 18
  19. 19. Catalyst  Leader  Habits GROWTH MINDSET CATALYST HABITS Awareness of self Experiments on self Reflects cognitively Coaches for growth Open to perspective Shares ownership " We need more agile leaders who demonstrate Growth mindset and Catalyst Habits Source:  Developing  Agile  Leadership  presentation  by  Peter  Behrens   ©2017 19
  20. 20. Catalyst  Leaders  are  not  too  anxious  with  Change 20 A  catalyst  Leader  let   go  of  control  and   deal  with   uncertainty  and   change  without   being  too  anxious   Source:  Leadership  in  Agile  Organizations  by    Eva  Norman,  Sofia  ,  Ann-­‐Christine   Agility  Dimensions  matched  with  Leadership  Styles    
  21. 21. Discovering  Agile  culture  (Local.CH) "Discovered agile culture and explored their values iteratively through visualization and collaboration Source: local.ch engineering manifesto -©2017 21
  22. 22. Develop  Agile  Culture  Iteratively ©2017 22 Source:  Developing  Agile  Leadership  By  Peter  Behrens  
  23. 23. Spreading  the  Agile  Culture ©2017 23 Source:  Developing  Agile  Leadership  By  Peter  Behrens  
  24. 24. #4  – Lead  the  change ©2017 24
  25. 25. It    is  upto you It  is  not  enough  that  management   commit  themselves  to  quality  and   productivity,  they  must  know  what  it   is  they  must  do. Such  a  responsibility  cannot   be  delegated. —W.  Edwards  Deming ©2017 25
  26. 26. Anchor  new  approaches  in  the  culture • Leaders  and  managers  own  habits  and  behaviors • Culture  is  realized  in  the  habits  of  the  organization • New  culture  requires  new  habits • Celebrate  short  wins • Consolidate  gains;  produce  more  wins “people are already doing their best. It’s the system that’s flawed.”- Deming ©2017 26
  27. 27. What  it  takes  to  be  leading  a  change? “We  focused  the  pilots  on  digital  capabilities,  and  we  soon   expanded  beyond  that”  – Capital  One  CIO  Rob  Alexander “We  live  agile  culture  “– Philipp  Engsltler of  Local.ch “  It  was  also  a  bit  chaotic  to  think  about  refactoring  the  entire   organization  so  that  testers  are  collocated  with  developers  but  it   was  clearly  right  thing  to  do  for  the  business”-­‐ Susan  Morrison,  P   &  V  Manager,  John  Deere  ISG ©2017 27
  28. 28. Conclusion ©2017 28
  29. 29. References ©2017   29
  30. 30. ©2017 30
  31. 31. ©2017 31

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