Creating lasting agile change

Creating Lasting Agile Change

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a tale of an agile transition and
once upon a time... how everyone lived happily ever
after

transition timeline

scale
scale

1000

country
roll-out
100 transition
team
leadership
pilot team
10 teams


delighting the customer


of course, all
our transitions
go like this

well... not just yet


challenge of empowering why a successful agile transition
is more than the sum of its parts
agile organizations

empowerment used to mean self-management


situational leadership (Hersey, Blanchard)

supporting
coaching
for people with:
for people with:

a lot
high competence
some competence

supportive behaviour
The Hersey-Blanchard variable
commitment
some commitment
Situational Leadership
Theory rests on two
fundamental concepts: delegating directing
• leadership style and for people with: for people with:
little

high competence low competence
• the individual or high commitment high commitment
group's maturity level
little a lot
directive behaviour

today self-organization trumps self-management


self-organization vs. self-management

is a change in is a tool change not a
enterprise culture cultural change


change is not the same as progress

The last 100 years has
seen lots of improvements
in golf clubs

but golf scores have
stayed the same


management creates management acts as
the environment policy police


from control to enablement

John Hagel [in The Power of
Pull] talks about necessity of
shifting from predictable outputs
and inputs to activating the right
resources and ecosystems at
the right time
Maria Ogneva, Head of Community at Yammer

http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html


management creates management acts as
the environment policy police
role of leadership role of leadership is left
changes unchanged


leadership challenge
“However most of the high-
performance teams were not
manager-led teams.

They were teams where the
management had deliberately
stepped back, or was
inattentive or where one reason
or another was totally absent,
thus enabling the team to self-
organize.”

Steve Denning


“At the University of California at
Irvine, ...they just planted grass... they

adapting vs. deﬁning
waited a year and looked at where
people had made paths in the grass
and built the side walks there.”

human innovation

•building in-house
innovation capability

•lean manufacturing Human Innovation
at Appliance Park
•new model for labor
relations

http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-manufacturing-renewal/ar/1


creating lasting agile
change

build internal
coaching capability
adopt agile practices
and principles
align metrics and HR
with self-organization


build internal coaching capability

transition team •build redundancy in
•ﬁnd passionate people
•high calibre, inﬂuential
leadership

expectations



transition team •Involve leadership
from beginning, not as
an after thought
leadership •Help leadership lead
by example

expectations



transition team •lean leadership -
decades!
•why do we think we
leadership can do it in weeks?

expectations


Focus on framework
and boundary objects

Institutionalize
knowledge sharing

Share success not best
practices


adopt agile practices and principles

Focus on framework
and boundary objects

Institutionalize
knowledge sharing

practices


align metrics and HR with self-organization

reward with autonomy, mastery, purpose
incorporate holistic view / guidance
create environment for success


Further viewing/reading
• Slideshare: http://www.slideshare.net/davesharrock

• The Rise of the Empowered Employee

http://blog.yammer.com/blog/2012/03/the-rise-of-the-empowered-employee.html

• The CEO of General Electric on Sparking an American Manufacturing Renewal

http://hbr.org/2012/03/the-ceo-of-general-electric-on-sparking-an-american-
manufacturing-renewal/ar/1

• Leading at a Higher Level: Blanchard on Leadership and Creating High
Performing Organizations by Ken Blanchard

• Drive by Daniel Pink

http://www.youtube.com/watch?v=u6XAPnuFjJc


“Coming together is a beginning.
Keeping together is progress.
Working together is success.”
Henry Ford

thank you

dave.sharrock@agile42.com
skype: dave.sharrock
twitter: @davesharrock
slides: slideshare.net/davesharrock

Creating lasting agile change

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