Stop doing scrum - BE agile (a leadership guide)

8. © 2013 Trail Ridge Consulting, LLCThe World of Discontinuity2010 IBM survey of more than 1,500 CEOs from 60 countries and 33 industriesCEOs identifiedcreativityand agilityas thetop leadership competencies

9. © 2013 Trail Ridge Consulting, LLCHoweveragility is elusiveThis presentationwas given at the2013 Mile High AgileConference inDenver, CO.I have include helptext for those notattending to “hearmy voice over”through the slides...

13. © 2013 Trail Ridge Consulting, LLCWhat is Agility?CULTURESTRUCTUREPROCESSvaluesformbehaviorsOutside-InMost agile adoptionsleverage an “outside-in”approach. Starting witha process like Scrum orKanban, they exposeimpediments within theorganization.

14. © 2013 Trail Ridge Consulting, LLCYearsAgility0 1 2 3 4 5“Outside-In” AdoptionTraining &CoachingRolling AgilityThrashing AgilityAgile doesn’t stick because thisoutside-in approach runs intosystemic structures and valuesof the organization which don’talign to agility.

15. © 2013 Trail Ridge Consulting, LLCWhat is Agility?CULTURESTRUCTUREPROCESSInside-OutvaluesformbehaviorsTaking an oppositeapproach - from the“inside-out”, leaders startwith an understanding oftheir culture and buildsystems to support andsustain agility.

16. © 2013 Trail Ridge Consulting, LLCYearsAgility0 1 2 3 4 5“Inside-Out” AdoptionSustaining AgilityWith an “inside-out” approach, agile sticksbecause it builds on values and creates anorganizational architecture to supportagility - much like a software architecturesupports scalability and growth.

23. © 2013 Trail Ridge Consulting, LLCWhat do we know?✓ We live in a discontinuous world✓ CEO’s want creativity and agility✓ Most organizations are “Doing” Scrum✓ Organizational agility is hard✓ Organizational agility requires culture

26. © 2013 Trail Ridge Consulting, LLCCompeting Values FrameworkCREATECOLLABORATECONTROL COMPETEDo things togetherDo things right Do things fastDo things ﬁrstLet’s start with anunderstanding of culture.Using the CompetingValues Framework (CVF) asa model to understand thevalues and norms of whatmakes an organization tick.

28. © 2013 Trail Ridge Consulting, LLCCollaborate / Clan CultureCollaboration culturesare personal cultureswho value therelationships and peopleover the process andsystems. They believeteams are strongerwhen they worktogether.

30. © 2013 Trail Ridge Consulting, LLCCreate / Adhocracy CultureCreation cultures arepersonal and focusedon growth of people andof the world beyondtheir organization. Theyare quite fluid andorganic structures andvalue new ideas,learning and growing.

32. © 2013 Trail Ridge Consulting, LLCCompete / Market CultureCompete cultures areimpersonal and focusedon the work products orresearch. It is less aboutthe people and moreabout what theyaccomplish. They areintense and competitiveenvironments.

34. © 2013 Trail Ridge Consulting, LLCControl / Hierarchy CultureControl cultures tend tobe more impersonal andfocused on the systemsand processes to createpredictability andperformance throughrepeatability.

35. © 2013 Trail Ridge Consulting, LLCCompeting Values FrameworkMagnitudeVelocityCREATECOLLABORATECONTROL COMPETEFastChangeVELOCITYSome dimensionsexpressed in the modelin dealing with change,collaborate culturesfocus on long-termwhile compete cultureschange quickly.Long-TermChange

36. © 2013 Trail Ridge Consulting, LLCCompeting Values FrameworkMagnitudeVelocityCREATECOLLABORATECONTROL COMPETETransformationalChangeIncrementalChangeFastChangeMAGNITUDEVELOCITYIn addition, controlcultures seek small andincremental changeswhile create culturestransform through bigchanges.Long-TermChange

37. © 2013 Trail Ridge Consulting, LLCCompeting Values FrameworkMagnitudeVelocityExternalPositioningInternalMaintenanceCREATECOLLABORATECONTROL COMPETEThe cultures on the leftfocus more internally onpeople and processes.The cultures on the rightfocus on ideas, marketsand solutions.

38. © 2013 Trail Ridge Consulting, LLCCompeting Values FrameworkMagnitudeVelocityExternalPositioningInternalMaintenanceIndividualityFlexibilityStabilityControlCREATECOLLABORATECONTROL COMPETEThe cultures on thebottom focus more onsystems.The cultures on the topfocus more on people.

41. © 2013 Trail Ridge Consulting, LLCMcKinsey IT Create Culture1020304050203040501020304050103040501020CreateCompeteCollaborateControlThis is a create cultural signatureof a very agile company. They havebeen agile for over 6 years.

42. © 2013 Trail Ridge Consulting, LLCMcKinsey IT - Organizational GlueCreateCompeteCollaborateControlCommitment toinnovation anddevelopment.There is anemphasis on beingon the cutting edge.Loyalty and mutualtrust.Commitment to thisorganization runshigh.Formal rules andpolicies.Maintaining asmooth-runningorganization isimportant.Emphasis onachievement & goalaccomplishment.Aggressiveness andwinning arecommon themes.One of thedimensions inthe modellooks at whatties theorganizationtogether - youcan see herethat they arevery forwardthinking.

44. © 2013 Trail Ridge Consulting, LLCMcKinsey IT ResultsYearsReleaseDuration2007 2008 2009 2010 2011 201212+ months1 month3 monthsA key metric they measure is how quicklythey can productize functionality for theirbusiness - before they began their agilejourney, it took over 1 year to deliverfunctionality - now they average 1 month.

45. © 2013 Trail Ridge Consulting, LLCMcKinsey IT TransformationYearsOrganizationalAgility2007 2008 2009 2010 2011 2012IT -> ServiceGlobalIntegrationWorkingSoftwareSmallTeamsNo ScrumMasterRole/TitleChangesRemovedQASupport2.0 3 months12+ months1 monthRelease DurationTo accomplish this, they have had manysignificant transformational organizationalchanges to their roles, responsibilities,team structures, and global alignment.These are signatures of a create culture.

48. © 2013 Trail Ridge Consulting, LLCSalesforce.com Compete Culture1020304050203040501020304050103040501020CreateCompeteCollaborateControlThis is a compete culturalsignature of another veryagile company. They havebeen agile for over 7 years.

49. © 2013 Trail Ridge Consulting, LLCSalesforce R&D - Strategic EmphasisCreateCompeteCollaborateControlAcquiring newresources & creatingnew challenges.Trying new thingsand prospecting foropportunities arevalued.Humandevelopment.High trust,openness, andparticipationpersist.Permanence andstability.Efficiency, controland smoothoperations areimportant.Competitive actionsand achievement.Hitting stretchtargets and winningin the marketplaceare dominant.Anotherdimension inthe CVF modellooks at whatstrategicemphasis - youcan see thatcompetition iscritical to theirexternal andinternal world.

50. © 2013 Trail Ridge Consulting, LLCSalesforce.com2001 2002 2003 2004 2005 2006 2007Features Deliveredper TeamDays betweenMajor Releases2008 Scrum Gathering - Steve GreenePrior to their agile transition in 2006,they struggled with delivery as theirorganization and clients grew.

51. © 2013 Trail Ridge Consulting, LLCSalesforce.com ImpactFeatures Deliveredper TeamDays betweenMajor Releases2008 Scrum Gathering - Steve Greene2001 2002 2003 2004 2005 2006 2007Since that time, they have turnedaround and have been one of the topperforming companies in the world.

52. © 2013 Trail Ridge Consulting, LLCTheir own approach“All-in” fastBe the “Best” @ agileSalesforce.com ApproachAs a compete culture, they took theinitiative to be the “best” at agile.They developed their own approach,R&D went “all-in” through a rapidtransition (like pulling off a bandaid),and they have never looked back.

53. © 2012 Trail Ridge Consulting, LLCBalanced Team PowerRedefined RolesEverything thru a teamSalesforce.com ApproachFocus on“What”Focus on“How”Balanced MatrixIn addition, they made a subtle, butsignificant shift in the balance ofpower/responsibilities in theirleadership - their engineeringmanagers focused on coaching overdirecting - allowing the teams tobetter self-organize on the work.

54. © 2013 Trail Ridge Consulting, LLCSalesforce.com Results2006 2008 2010 2012R&DAgilityITAgilityTech OpsAgilityMarketingAgilityEvery release -3 per year Hasbeen deliveredon time!300 people1,800 ppl$21.90 stock price$163 spTheir compete culture drives them tobe the best in the world, not only atdelivering solutions, but in how theydo it - and their growth has shown it.

57. © 2013 Trail Ridge Consulting, LLC1020304050203040501020304050103040501020CurrentDesiredDominantCharacteristics The organization is...• A very controlledand structured place• Formal proceduresgenerally governwhat people do• A very dynamicentrepreneurialplace• People are willingto stick their necksout and take risksMost organizations finda gap between theircurrent and desiredcultures. The CVFmodel maps this andprovides leadershiptools to move forwardin a more agile fashion.

58. © 2013 Trail Ridge Consulting, LLCCultural Gap AnalysisHere is an example leadership analysis of the gaps in thecreate and control cultural dimensions - in this example,looking at ways to increase create and decrease control.

59. © 2013 Trail Ridge Consulting, LLCAgile LeadershipCatalystLeadershipWORLD OF UNITY,COLLABORATION,INTERDEPENDENCYWORLD OF DUALITY,COMPETITION,SEPARATIONHeroicLeadershipOR ANDThe key to CVF is the value created by holding bothcompeting values simultaneously - (e.g. we do not throw outcontrol values as we add create values - we balance them)

61. © 2013 Trail Ridge Consulting, LLCLeadership: Intense CollaborationThe leader speed and urgency to theexclusion of teamwork andcollaboration. The leader focusesexclusively on immediate results andignores long-term outcomes.The leader emphasizes teamwork andcollaboration to the exclusion ofspeed and urgency. The leaderoveremphasizes participation andempowerment and is indecisiveNegativeNegativeThe leaderemphasizesteamwork andcollaborationThe leaderemphasizesspeed andurgencyPositivePositiveAs competing values, bothcollaborate and compete havepositive opposites - however, takentoo far, each one can become anegative characteristic.

62. © 2013 Trail Ridge Consulting, LLCCompeting Values Leadership:Intense CollaborationThe leader emphasizes teamwork andcollaboration to the exclusion ofspeed and urgency. The leaderoveremphasizes participation andempowerment and is indecisiveThe leader speed and urgency to theexclusion of teamwork andcollaboration. The leader focusesexclusively on immediate results andignores long-term outcomes.Intense UnityRapid AlliancesIntensity &RapidityUnity &AlliancesThe leaderemphasizesspeed andurgencyThe leaderemphasizesteamwork andcollaborationNEGATIVEPOSITIVEWhile many companies (orleaders) prefer a singlefocus, the most value isgenerated from integratingthe opposites - in this caseintense collaboration.

64. © 2013 Trail Ridge Consulting, LLCLeadership: Responsible Risk-TakingPositivePositiveNegativeNegativeThe leaderemphasizesinnovation andrisk-takingThe leaderemphasizespredictabilityand stabilityThe leader’s ungroundedfuture-mindset overlooksoperationalizingopportunities.The leader’s over-conformity stunts growthand misses opportunities.Again, each value has an oppositepositive - and negative if taken too far.

65. © 2013 Trail Ridge Consulting, LLCValue: Responsible Risk-TakingThe leader emphasizes predictabilityand stability to the exclusion ofinnovation and risk taking. Theleader’s over-conformity stuntsgrowth and misses opportunities.The leader emphasizes innovation andrisk-taking to the exclusion ofpredictability and stability. The leader’sungrounded future-mindset overlooksoperationalizing opportunities.Sustainable IngenuityReliable CourageIngenuity& CourageSustainability& ReliabilityThe leaderemphasizesinnovation andrisk-takingThe leaderemphasizespredictabilityand stabilityNEGATIVEPOSITIVEThe key is in thebalance.

68. © 2013 Trail Ridge Consulting, LLCAdopting AgilityWhy?YearsAgility0 1 2 3 4 5Companies that start with an understanding ofculture, and build their organizational systemsto support agility will out perform, outmaneuver, and out last their competition.