The document discusses various Agile concepts and frameworks including Scrum, SAFe, and Agile adoption. It provides diagrams of an "outside in" strategy review process with customer needs at the center. It also discusses building capability and adaptability through an "upside down" approach with the customer at the top of an inverted pyramid above delivery, mission, and CEO. The goal is for organizations to work consistently at their best by anticipating needs and having the right conversations at the right time.

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Mike Burrows
Founder, Agendashift
www.agendashift.com
mike@agendashift.com
@asplake #agendashift
Right to Left
(2019)

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@asplake agendashift.com/right-to-left
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Source: www.flickr.com/photos/aukirk/8171237624Source: pixabay.com/en/plastic-polymer-granules-1061731/

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Backlog items in JIRA*… People collaborating over
working software that is
beginning to meet needs*Other tracking tools are available
Your kind of Agile?

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Two levels of backlog,
planning events, …
Shared objectives pursued
goal by goal…
Your kind of Scrum?

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n levels of backlog,
planning events, …
Shared objectives pursued
goal by goal…
SAFe?

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• Prescribe a process
• Justify it
• Roll it out
• Deal with the
consequences
• Agree on outcomes
• Generate some options
• Test assumptions
• Begin to treat change
as part of the day job
Agile adoption?
agendashift.com/engagement-model

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The Agile Industrial Complex
imposing methods on people is an
absolute travesty.
Martin Fowler, The State of Agile Software in 2018
martinfowler.com/articles/agile-aus-2018.html
agendashift.com/engagement-model

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Right to Left: Understand, manage, improve

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Right to Left: Understand, manage, improve
Agree
Urgency
Inprogress ( )
CompleteJNegotiate
Change
( 2 )
Validate
Adoption
( 2 )
Verify
Performance
( 2 )
Accepted
Rejected
AU NC VA VP
MB
BBB/ /
MBKF
B
MB
SC
AW
AW
B
MBKF
B
MB
MB
MB
MB
MB
MB
MB
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AW
B
agendashift.com/changeban

11. 5. Organise for clarity of intent,
speed of decision-making, and alignment of
Elaboration
Actions framed,
our thinking tested
4. Manage
testing
Mapping
Plans & priorities
visualised
3. Keep the
for change
visible
Discovery
Where we’d like
to get to
Exploration
Prospecting for
opportunities
1. Start with
Operation
Change as
real work
impact
agendashift.com/overviewCopyright © 2018 Agendashift™
Agendashift is a trading name of Positive Incline Ltd
2. Agree on
needs
outcomes
agenda options
assumptions

12. agendashift.com/overviewCopyright © 2018 Agendashift™
Agendashift is a trading name of Positive Incline Ltd
5. Organise for clarity of intent,
speed of decision-making, and alignment of
Elaboration
Actions framed,
our thinking tested
4. Manage
testing
Mapping
Plans & priorities
visualised
3. Keep the
for change
visible
Operation
Change as
real work
impact
agenda options
assumptions
Discovery
Where we’d like
to get to
Exploration
Prospecting for
opportunities
1. Start with
2. Agree on
needs
outcomes

13. agendashift.com/discoveryCopyright © 2018 Agendashift™
Agendashift is a trading name of Positive Incline Ltd
5. Organise for clarity of intent,
speed of decision-making, and alignment of
Elaboration
Actions framed,
our thinking tested
4. Manage
testing
Mapping
Plans & priorities
visualised
3. Keep the
for change
visible
Exploration
Prospecting for
opportunities
Operation
Change as
real work
impact
agenda options
assumptions
Discovery
Where we’d like
to get to
1. Start with
2. Agree on
needs
outcomes

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Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation and beyond
• Right conversations, right people,
best possible moment
• Needs anticipated, met at just the right time

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Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation and beyond
• Right conversations, right people,
best possible moment
• Needs anticipated, met at just the right time
Q1: What’s that like? What’s different?

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Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation and beyond
• Right conversations, right people,
best possible moment
• Needs anticipated, met at just the right time
Q2: What obstacles do you see?

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Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation and beyond
• Right conversations, right people,
best possible moment
• Needs anticipated, met at just the right time
Q3: What would you like to have happen?

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Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation and beyond
• Right conversations, right people,
best possible moment
• Needs anticipated, met at just the right time
Q4:Then what happens?

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Is there a relationship between X andY?
www.agendashift.com/resources #agendashift #cleanlanguage
What would you like to have happen?
And your first/next obstacle?
And when X,
then what happens?
What happens
before X?
What kind of X?
Is there anything
else about X?
What is happening
when X?
15-minute FOTO
From ObstaclesTo Outcomes –
as many as you can generate in 15
minutes, using only clean questions
and the client’s own words
agendashift.com/15-minute-foto

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Imagine…
Everyone able to work consistently at their best:
• Individuals, teams, between teams,
across the organisation and beyond
• Right conversations, right people,
best possible moment
• Needs anticipated, met at just the right time
Q5:Then what happens?

21. (2019) 1-4. Right to left
5. Outside in
6. Upside down
1. Lean production
2. Agile & Lean-Agile
3. Patterns & frameworks
4. Viable scaling & change
• Strategy
• Feedback loops
• Servant Leadership
• Organisation
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A thing is whole according to how
free it is of inner contradictions.
When it is at war with itself, and gives
rise to forces which act to tear it down,
it is unwhole. The more free it is of its
own inner contradictions, the more
whole and healthy and wholehearted
it becomes.

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Outside in strategy review, Agendashift-style
2. Organisation
3. Product
4. Platform
5.Team
1. Customer

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Outside in strategy review, Agendashift-style
2. Organisation
3. Product
4. Platform
5.Team
1. Customer

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Outside in service delivery review, Agendashift-style
2. Organisation
3. Product
4. Platform
5.Team
1. Customer

26. Rejected experiments
For each activity (column) in the process, describe a rejected experiment:
“We believed <hypothesis>
but were surprised while <activity>
to discover <insight>
and rejected this idea”
“Had we tried <x>,
we might have discovered this
<sooner &/or more cheaply &/or more safely>”
agendashift.com/changeban
Reflecting on
what we learned
Reflecting on
how we learned it

27. (2019) 1-4. Right to left
5. Outside in
6. Upside down
1. Lean production
2. Agile & Lean-Agile
3. Patterns & frameworks
4. Viable scaling & change
• Strategy
• Feedback loops
• Servant Leadership
• Organisation
@asplake agendashift.com/right-to-left

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Upside down – the inverted pyramid
Capability
(process, adaptability)
Delivery
(product, performance)
Mission
(organisation, fitness)
Customer
CEO

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Right to left, outside in, upside down
Capability
(process, adaptability)
Delivery
(product, performance)
Mission
(organisation, fitness)

30. agendashift.com/done
Done (adj) /dʌn/
Someone’s need was met.

31. A proud member of the
@asplake agendashift.com/right-to-left
Mike Burrows
Founder, Agendashift
www.agendashift.com
mike@agendashift.com
@asplake #agendashift
Right to Left
(2019)