Mais conteúdo relacionado Semelhante a AgileLIVE Webinar: Agile Leadership for the Enterprise (20) AgileLIVE Webinar: Agile Leadership for the Enterprise3. AgileLIVE Webinar - Presenters
Moderator
Presenter
David Rubinstein
Pete Behrens
Editor-in-Chief
Leadership
Agility Coach
4. Agenda
✓The Current State of Enterprise Agility
✓3 Thriving Agile Enterprises
✓Agile Leadership for the Enterprise
© 2013 Trail Ridge Consulting, LLC
5. Corporate Life Expectancy
A world of change
75 years
Agile
Spiral
RAD
Lean
Waterfall
Assembly Line
1930
1950
1970
15 years
1990
2010
“The Power of Pull” (Basic Books, 2010)
average life expectancy of companies in the 1937 S&P 500 Index
© 2013 Trail Ridge Consulting, LLC
6. A world of change
CEOs are attempting to create
open and collaborative
cultures
to encourage connection and learning
2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries
© 2013 Trail Ridge Consulting, LLC
7. A world of change
CEOs have identified
creativity and agility
as the
top leadership competencies
2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries
© 2013 Trail Ridge Consulting, LLC
8. A world of change
New management paradigm
of imagination, exploration, experiment, discovery & collaboration
Steve
Denning
© 2013 Trail Ridge Consulting, LLC
13. Our current state - summary
✓ The pace of change is increasing
✓ CEO’s desire enterprise agility
✓ Enterprise agility is hard to grow & sustain
Culture is a key to agility
© 2013 Trail Ridge Consulting, LLC
14. Who am I?
Pete Behrens
Agile
Agility
RUP
RAD
Waterfall
1970
1980
1990
2000
2010
© 2013 Trail Ridge Consulting, LLC
15. Agenda
✓The Current State of Enterprise Agility
✓3 Thriving Agile Enterprises
✓Agile Leadership for the Enterprise
© 2013 Trail Ridge Consulting, LLC
17. IT Challenges 2007
✓Long delivery cycles
✓Inconsistent product quality
✓Unsustainable development
& support costs
Unsatisfied Stakeholders
© 2013 Trail Ridge Consulting, LLC
20. Thriving Enterprise Agility
12+ months
Organizational
Agility
Delivery
Cycle
IT -> Service
Teams
Role/Title
Changes
Global
Integration
Support
2.0
Working
Software
2006
3 months
Removed
QA
1 month
2008
Years 2010
2012
© 2013 Trail Ridge Consulting, LLC
21. R&D Compete Culture
Fast Change
Competitive
COMPETE
Do things fast
Never Satisfied
Be the “Best”
© 2013 Trail Ridge Consulting, LLC
22. R&D Challenges 2006
✓ (Too?) Fast growth
✓ Complexity overwhelmed the system
✓ Internal competition of people and
resources
Inability to Deliver
© 2013 Trail Ridge Consulting, LLC
24. R&D Approach
Focus on
“How”
Their Own Approach
“All-in” fast
Be the “Best” @ agile
Focus on
“What”
Balanced Matrix
Redefined 2 key roles
Everything thru a team
© 2013 Trail Ridge Consulting, LLC
25. Thriving Enterprise Agility
3.5M Subscribers
16% Marketshare
IT
Agility
Tech Ops
Agility
Marketing
Agility
R&D
Agility
0.5M Subscribers
6% Marketshare
2006
2008
2010
2012
© 2013 Trail Ridge Consulting, LLC
27. Healthcare Challenges 2008
✓ Overwhelming process overhead
✓ Long cycles with few change
opportunities
✓ Manufacturing mindset for software
Inability to Deliver
© 2013 Trail Ridge Consulting, LLC
29. Approaches
Healthcar
e
Short Release cycles
Water (Scrum) Fall
SAFe Release Trains
Incremental
Research
Energy
Integrated
Research
Lean Startup Fastworks
Build Time &
Cycle
Technical
Practices
Test Automation
Integrated
Technical
© 2013 Trail Ridge Consulting, LLC
30. Key Results
Healthcar
e
Release cycles
24 ➜ 6 months
60% projects agile
50% release
adaptation
40% defect reduction
18% test productivity
Incremental
Research
Energy
GE Software COE
TBD - still too new
Build Time
11 hours ➜ 20
min
400K hours saved
annually
Integrated
Technical
© 2013 Trail Ridge Consulting, LLC
31. Thriving Enterprise Agility
HC IT
Energy
SSG
Research
Software
Software
Sciences
Lean Startup
HC
Specialty
Source: 2013 Boston Consulting Group Study
GE
Venture
2008
2009
2010
2011
2012
2013
© 2013 Trail Ridge Consulting, LLC
32. 3 Breakthrough Companies - Summary
Create Culture
Transformational
Growth-oriented
Flexible & Fluid
Compete Culture
Fast
Market-oriented
Competitive
Control Culture
Incremental
Efficiency-oriented
Hierarchical
Different Cultures = Different Agility
= Different Leadership
© 2013 Trail Ridge Consulting, LLC
33. Agenda
✓The Current State of Enterprise Agility
✓3 Thriving Agile Enterprises
✓Agile Leadership for the Enterprise
Leadership
influences
Agility
informs
© 2013 Trail Ridge Consulting, LLC
34. Agile Leadership for the Enterprise
Leadership
influences
Agility
informs
© 2013 Trail Ridge Consulting, LLC
35. Align Agility toward Culture
Competing Values Framework
(CVF)
© 2013 Trail Ridge Consulting, LLC
36. Align Agility toward Culture
50
50
40
30
30
20
20
10
30
40
50
10
10
Compete
Control
10
20
Create
Collaborate
40
20
30
40
50
© 2013 Trail Ridge Consulting, LLC
37. Align Agility toward Culture
Create Culture
Compete Culture
Control Culture
Culture
Role Definitions
Silo Breakdowns
Balanced Matrix
Team Structure
Shared Sprint Cycle
Build & Test Automation
Short Releases
Close Customers
Big Change
Own ADM
Best @ Agile
Fast Change
SAFe Release Trains
Water (Scrum) Fall
Incremental Change
Structure
Process
© 2013 Trail Ridge Consulting, LLC
38. Agile Leadership for the Enterprise
Leadership
influences
Agility
informs
© 2013 Trail Ridge Consulting, LLC
39. Influence Culture toward Agility
40
30
30
20
20
10
30
40
50
10
Desired
10
Compete
Control
10
20
Create
Collaborate
40
20
30
40
50
© 2013 Trail Ridge Consulting, LLC
40. Influence Culture toward Agility
50
50
40
30
30
20
20
10
30
40
50
10
10
Compete
Control
10
20
Create
Collaborate
40
20
30
40
50
© 2013 Trail Ridge Consulting, LLC
41. Influence Culture toward Agility
50
50
40
30
30
20
10
20
50
10
10
20
30
30
Acquisition
Compete
Control
10
40
IT
20
Create
Collaborate
40
R&D
40
50
© 2013 Trail Ridge Consulting, LLC
43. Agile Leadership for the Enterprise
Leadership
influences
Agility
informs
© 2013 Trail Ridge Consulting, LLC
44. Develop Leadership Agility
80%
Expert
Achiever
10%
Catalyst
Leverage People
Solve Problems
Direct Their Plan
Competitive
Competent
Develop People
Create Solutions
Open to Change
Inter-dependent
Self & System Aware
Drives compliance
Limits growth & flexibility
Challenged by complexity
Drives shared ownership
Creates growth & flexibility
Thrives in complexity
© 2013 Trail Ridge Consulting, LLC
46. Develop Leadership Agility
Change
Agile Leadership
is constant
is speeding up
is hard
Models self-change
Leads organizational change
Coaches others thru change
Agility
Sustaining Agility
0
1
2
Years
3
4
5
© 2013 Trail Ridge Consulting, LLC
47. Agile Leadership for the Enterprise
Understand & align
agility and culture
Change organizational
structures & flexibility
Focus on learning
& expect ongoing change
Agile Leadership
© 2013 Trail Ridge Consulting, LLC
48. Questions & Answers
Please send questions using the Q&A panel.
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