'What Would It Take to Have an Agile Enterprise?'

1.
What would it take to
Have an Agile Enterprise?
Lyssa Adkins & Michael K. Spayd
Agile Coaching Institute

2. Michael
K.
Spayd
@mspayd
Lyssa
Adkins
@lyssaadkins
AGILE
NEW
ZEALAND
2015
-­‐
WELLINGTON
What
would
it
take
to
Have an Agile Enterprise?

3. ©2015 Agile Coaching Institute
Coaching the Agile
Enterprise
A
Handbook
for
Emerging
TransformaMon
Leaders,
Change
ArMsts
and
Benevolent
Trouble-­‐Makers
©2011-­‐15
Michael
K.
Spayd
Your
Guides….

4. ©2015 Agile Coaching Institute
We
see
that
people
have
HUGE
aspiraMons
for
an
Agile
enterprise.
Do
you?

5. ©2015 Agile Coaching Institute
What
many
of
us
have…

6. ©2015 Agile Coaching Institute
What
many
of
us
aspire
to…
A
leaned-­‐out
process
Careers
without
poliMcs
Mature
relaMonships
with
co-­‐workers
Wise,
facilitaMve
leaders
An
Agile
culture

7. ©2015 Agile Coaching Institute
Source:
Version
One
2013
“State
of
Agile”
Survey

8. ©2015 Agile Coaching Institute
Two
things
an
Agile
Enterprise
needs
Business
Agility
Human
Systems
Agility
and Michael K. Spayd

9. ©2015 Agile Coaching Institute
Four
OrganizaMonal
Value
Cultures
(AlMtudes)
Achievement /
Results-driven
( )
Pragmatic, success-oriented, analytical mindset
Questions authority, driven to get ahead, values freedom to succeed
Innovation, Accountability, Meritocracy
Conformist /
Role-driven
(Amber)
Follows authority, aware of social roles & duty
Absolute Truth (dogmatic), oriented to group’s expectations & values
Long-term perspective, Consistent Process, Size & Stability (Hierarchy)
Pluralistic /
Relationship-
driven (
Values-oriented, community based, fairness
Hears all perspectives, relationships-over-outcomes, desires consensus
Empowerment, Values-driven culture, Multi-Stakeholder perspective
Source: Frederic Laloux – Reinventing Organizations, plus Wilber, Graves, Beck, and Cook-Greuter
Evolutionary /
Purpose-driven
(Teal)
Purpose-driven, inner integrity, sees ‘systems’
Dis-identifies with own ego, autonomy to express self, authenticity
‘Inner Rightness’ as the Compass, Wisdom beyond Rationality
Implusive ( ) Power & dominance, heroism, avoidance of shame
Separate ego, dominance vs submission, chiefdoms, illegal orgs
and Michael K. Spayd

10. ©2015 Agile Coaching Institute
How
are
al8tudes
distributed
(roughly)?
Red,
5%
Amber,
30%
Orange,
40%
Green,
20%
Teal,
5%
0
1
2
3
4
5
6
%
of
People
(in
developed
world)
and Michael K. Spayd

11. ©2015 Agile Coaching Institute
How
does
Agile
Manifest
at
Different
AlMtudes?
TradiMon-­‐driven
Agile
Results-­‐driven
Agile
People-­‐driven
Agile
AdapMve
Agile
(Impact-­‐driven)
and Michael K. Spayd

12. ©2015 Agile Coaching Institute
TradiMon-­‐driven
Agile
• Loves
detailed
processes
• Violates
spirit
of
Manifesto
• Small,
local
process
improvements
• Mgmt
dislikes
self-­‐organizaMon
• Agile
‘in
name
only’
• Possible
benefits:
iteraMve,
customer
focus,
quality,
speed
• Kanban
is
a
beher
fit
culturally
TradiMon-­‐driven
Agile
Results-­‐driven
Agile
People-­‐driven
Agile
AdapMve
Agile
(Impact-­‐driven)
Manifesto Alignment
Comprehensive documentation over working software
Following a plan over responding to change
Processes & tools over individuals & interactions
Portions adapted from: Dajo Breddels, Agile 2012and Michael K. Spayd

13. ©2015 Agile Coaching Institute
Results-­‐driven
Agile
• Driven
only
by
results
• Saving
money
• Nominal
customer
saMsfacMon
• “Doing
more
with
less”
• CompeMMon
for
recogniMon
• Excellence
à
technical
pracMces
• Metrics
used
to
compare
teams
12
TradiMon-­‐driven
Agile
Results-­‐driven
Agile
People-­‐driven
Agile
AdapMve
Agile
(Impact-­‐driven)
Manifesto Alignment
Contract negotiation over customer collaboration
Working software over comprehensive documentation
Portions adapted from: Dajo Breddels, Agile 2012and Michael K. Spayd

14. ©2015 Agile Coaching Institute
People-­‐driven
Agile
• Focus:
people
&
values
• Real
team
empowerment
• Owns
their
esMmates
&
technical
decisions
• Morale
goes
up
• Consensus-­‐driven;
downside
=
death-­‐by-­‐consensus
• Customer
partnerships
• Flat
organizaMon
13
TradiMon-­‐driven
Agile
Results-­‐driven
Agile
People-­‐driven
Agile
AdapMve
Agile
(Impact-­‐driven)
Manifesto Alignment
Individuals & Interactions over processes and tools
Customer Collaboration over contract negotiation
Portions adapted from: Dajo Breddels, Agile 2012

15. ©2015 Agile Coaching Institute
AdapMve
Agile
• Whole
systems
thinking
• Embraces
complexity
• Processes
&
systems
support
“Flow”
• Dropping/blurring
of
roles
• Values
effecMveness
over
efficiency
• “Full-­‐blown”
Agile
is
possible
14
TradiMon-­‐driven
Agile
Results-­‐driven
Agile
People-­‐driven
Agile
AdapMve
Agile
(Impact-­‐driven)
Manifesto Alignment
Full manifesto alignment, especially
Responding to change over following a plan
Portions adapted from: Dajo Breddels, Agile 2012

16. ©2015 Agile Coaching Institute
Integral
Agile
AlMtudes
Business
Agility
Human
Systems
Agility
and Michael K. Spayd

17. ©2015 Agile Coaching Institute
Methods
by
Quadrants
Psychological
Window
Behavioral
Window
Cultural
Window
Systems
Window
Inspired by Brett Thomas, AQAL Elements Applied to Leadership; RSI is Trademark of CRR Global
-Professional Coaching
-Personality tests (e.g., MBTI)
-Introspection / meditation
The
“I”
PerspecMve
-Scientific method
-Structured observation
-Metrics / statistics
The
“IT”
PerspecMve
-Mental models
-Facilitated dialogue
-Relationship Systems
Intelligence™ (RSI)
The
“WE”
PerspecMve
-Systems thinking
-Value stream mapping
-Empirical mgmt systems
The
“ITS”
PerspecMve
and Michael K. Spayd

18. ©2015 Agile Coaching Institute
Agile
Approaches
Mapped
to
Quadrants
“I”
“WE”
“IT”
“ITS”
• ‘Being’ Agile / Agile mindset
• Software Craftsmanship (values)
• The Leadership Circle (Anderson)
• Professional Coaching (Co-active)
• Doing Agile / behaviors &
practices
• Software Craftsmanship
(practices)
• Applying the scientific method
• Kanban (team level)
• Scaled Agile Framework™
• Beyond Budgeting
• Kanban (Portfolio level)
• Systems Thinking
• Theory of Constraints
• Holacracy
• Schneider’s culture typology
• Creating an Agile, collaborative
culture
• Systems Coaching / RSI™
• Examining mental models (Senge)
and Michael K. Spayd

19. ©2015 Agile Coaching Institute
Meta-­‐map
Integral
Agile
Transforma8on
Framework
Leadership
&
Engagement
Organiza8onal
Culture
&
Rela8onships
Competencies,
Products
&
Technologies
Organiza8onal
Architecture
&
Structure
Business
Agility
Human
Systems
Agility
and Michael K. Spayd

20. ©2015 Agile Coaching Institute
EvoluMon
in
the
Leadership
Quadrant
and Michael K. Spayd

21. ©2015 Agile Coaching Institute
EvoluMon
in
the
Competencies
&
Products
Quadrant
and Michael K. Spayd

22. ©2015 Agile Coaching Institute
EvoluMon
in
the
Organiza8on
Architecture
Quadrant
and Michael K. Spayd

23. ©2015 Agile Coaching Institute
EvoluMon
in
the
Culture
Quadrant
and Michael K. Spayd

24. ©2015 Agile Coaching Institute
What
might
be
possible
for
the
Agile
Enterprise
in
YOUR
organizaMon?

25. ©2015 Agile Coaching Institute
What
is
even
possible?
Amber-­‐Orange
Enterprise
Leadership
&
Engagement
Organiza8onal
Culture
&
Rela8onships
Competencies,
Products
&
Technologies
Organiza8onal
Architecture
&
Structure
• Power
from
job
Mtle
matures
into
an
“outcomes”
orientaMon
• Real
iteraMve
development
is
possible
• Beginning
to
value
customer
feedback
• Culture
begins
to
value
results
• Allegiance
to
FuncMon
can
grow
into
a
career-­‐orientaMon
• Matrix
org
structure
can
focus
on
projects
over
funcMons
and Michael K. Spayd

26. ©2015 Agile Coaching Institute
What
is
even
possible?
Orange
Enterprise
• Drawn
to
new
ideas,
success
• IdenMfied
with
one’s
profession,
wants
latest
training
(MBA,
PMP,
tech,
etc.)
• LimiMng
WIP
is
possible
(to
drive
efficiency)
• Tech
pracMces
can
flourish
• CollaboraMon
is
driven
by
efficiency
(not
relaMonships)
• Culture
values
innovaMon
&
meritocracy
• Role
allegiance
to
career
as
defined
by
the
market
• Matrix
structure
overlaid
by
a
crude
value
stream
orientaMon
Leadership
&
Engagement
Organiza8onal
Culture
&
Rela8onships
Competencies,
Products
&
Technologies
Organiza8onal
Architecture
&
Structure
and Michael K. Spayd

27. ©2015 Agile Coaching Institute
What
is
even
possible?
Orange-­‐Green
Enterprise
• EQ
comes
more
online
• Aware
of
impact
on
others
• Begins
to
see
others’
perspecMves
• Can
more
fully
pracMce
Scrum
• More
collaboraMon
with
business
(&
other
stakeholders)
• Role
allegiance
can
Mlt
to
the
needs
of
the
team
• StarMng
to
value
the
rela8onship
aspects
of
Agile
• Matrix
org
structure
starts
to
be
balanced
with
value
streams
and
a
focus
on
customers
Leadership
&
Engagement
Organiza8onal
Culture
&
Rela8onships
Competencies,
Products
&
Technologies
Organiza8onal
Architecture
&
Structure
and Michael K. Spayd

28. ©2015 Agile Coaching Institute
What
is
even
possible?
Green
Enterprise
• RelaMvely
high
EQ
• Some
awareness
of
Systems
• Able
to
work
with
diversity
&
social
complexity
• Full
pracMce
of
self-­‐organized
Scrum
is
possible
• Culture
truly
values
empowered
teams
• “Values”
move
front
&
center,
especially
diversity
• Flahening
structure
• Value
streams
opMmized
into
the
org
structure
to
align
with
customers
Leadership
&
Engagement
Organiza8onal
Culture
&
Rela8onships
Competencies,
Products
&
Technologies
Organiza8onal
Architecture
&
Structure
and Michael K. Spayd

29. ©2015 Agile Coaching Institute
What
would
an
Agile
Organiza8on
be
like?
Func8on
Tradi8onal
(Orange)
Organiza8ons
Emerging
(Teal)
Organiza8ons
ORGANIZATION
Hierarchical pyramid Self-organizing teams; coaches
with no mgmt authority
PROJECTS
Heavy project management
methods
No project mgrs; people self-
staff projects
RECRUITMENT
Interviews by HR, matches
job description
Interviews by future team
members
JOBS
Needs own description & title No job titles; fluid, granular roles
PERFORMANCE
MANAGEMENT
Focus on individual
performance; appraisal by
supervisor
Focus on team performance;
peer appraisals
PROMOTIONS
Jockeying for position,
politics
No promotion, roles fluidly
rearranged with peer agreement
Adapted from Frederic Laloux, Reinventing Organizations

30. ©2015 Agile Coaching Institute
What
is
even
possible?
Teal
Enterprise
• Awareness
of
own
ego
needs
and
‘shadow’
• Acute
systems
awareness
• Able
to
work
with
diverse
complexity
levels
• Truly
adapMve
processes
are
possible
• Culture
values
fulfillment
of
purpose
&
impact
• Values
&
is
able
to
leverage
cultural
differences
• AdapMve
org
structures
emerge
and
change
based
on
ever-­‐changing
needs
of
people
and
markets
Leadership
&
Engagement
Organiza8onal
Culture
&
Rela8onships
Competencies,
Products
&
Technologies
Organiza8onal
Architecture
&
Structure
and Michael K. Spayd

31. Engage
in
cross-­‐quadrant
conversa8ons
Our
Challenge
to
You…
Look
through
new
eyes
Make
a
list:
What
trial
balloons
can
you
float
back
at
work?

32. ©2015 Agile Coaching Institute