1.
Generational Workforce:
Move to Agile or Lose Top Talent
Mike Stuedemann, PMP, CSP
Certified Scrum Professional & Agile Transformation
Coach
@StuedeSpeaks

2.
Mike Stuedemann
PMP, CSP
• 16+ years Information
Technology - traditional SDLC
and Scrum/Agile
• Actively training and coaching
organizations adopting and
transformation with Agile
• Based in Andover, MN

3.
After the webinar…
• We will send directions to collect the PDU you will earn
from attending this webinar
• We will also send a links to the recorded webinar and
presentation slides once they are posted online
For more information, visit www.cprime.com

4.
Why Agile?
Any Agile Adoption should start out by
asking, “Why do we want to use Agile”?
Being “Agile” is not the Goal!
Agile is about delivering Business Value

5.
2013 VersionOne State of Agile Survey

6.
The Future of Work
Five Trends Shaping the World
of Work:
•Behaviors shaped by social
media entering the enterprise
•New collaborative technologies
•A shift to “the cloud”
•Millennials soon becoming the
majority workforce
•Mobility and “connecting to
work”
Jacob Morgan: “The Future of
Work” and “The Collaborative
Organization”
http://www.forbes.com/sites/jacobmorgan/2013/06/20/five-trends-shaping-the-future-of-work/

7.
The Future of Work
•By 2020 Millennials are projected to be about half of
the U.S. workforce
•Millennials are used to sharing with each other
•Communicating through social platforms
•Having a voice and learning about what interests
them
•Today’s organizations struggle to adapt to the
changing workforce as baby boomers start to make
their way out – they must adapt to attract and retain
top talent
http://www.forbes.com/sites/jacobmorgan/2013/06/20/five-trends-shaping-the-future-of-work/

8.
The Future of Work
• The ability to anticipate talent
needs, optimize a talented
workforce, and keep retention
rates high – despite constant
change – is the key to a company’s
competitive advantage
• According to
PricewaterhouseCoopers 11th
Annual Global CEO Survey, access
to talent remains a major issue
• Less than half of all CEOs agreed
that their HR teams were
equipped to handle the change
required to compete for talent
http://www.pwc.com/en_US/us/people-management/assets/pwc_oracle_talent_management.pdf

9.
The Future of Work
“The reality is that we employ a generation that values
more than just straight compensation. They put stock in
stock (options, that is), work-life balance, culture,
commitment to charitable causes, and being able to play
at the office. Culturally, this is not our father’s workforce.”
• Global online marketing agency in Los Angeles, where the
majority of staff is classified Millennials
• Relocating the office meant it had to be in relatively close
proximity to the old, or they would quit
• It had to be light, bright and youthful, or they would seek new
jobs
• It had to incorporate elements of play, such as room for the
pool table, Xbox, and plentiful snacks, or they would go
elsewhere
http://upstart.bizjournals.com/resources/executive-forum/2012/09/17/office-space-to-keep-millennials-happy.html?page=all/

10.
Case Study: Netflix
• Creating a culture of freedom & responsibility where
values are considered the behaviors and skills that are
valued in fellow employees
• Netflix actively promotes and hires people who
demonstrate these 9 values:
– Judgment
– Communication
– Impact
– Curiosity
– Innovation
– Courage
– Passion
– Honesty
– Selflessness

11.
Case Study: Netflix
• Adequate performance gets a generous severance
package
• People are not measured by how many hours they are
in the office
• We care about accomplishing great work
• The rare responsible person is self-motivating, self
improving and is accountable
• We have a culture of Creativity and Self-Discipline,
Freedom and Responsibility
http://www.slideshare.net/reed2001/culture-1798664

12.
Agility is the Future of Work
Agile Software Development Manifesto
We are uncovering better ways of developing software by doing it and helping
others do it.
Through this work we have come to value
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
http://agilemanifesto.org
12

13.
Agility is the Future of Work
1 Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
2 Welcome changing requirements, even late
in development. Agile processes harness
change for the customer's competitive
advantage.
3 Deliver working software frequently, from a
couple of weeks to a couple of months, with
a preference to the shorter timescale.
4 Business people and developers must work
together daily throughout the project.
5 Build projects around motivated individuals.
Give them the environment and support
they need, and trust them to get the job
done.
6 The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
7 Working software is the primary measure of
progress.
8 Agile processes promote sustainable
development.
The sponsors, developers, and users should
be able to maintain a constant pace
indefinitely.
9 Continuous attention to technical excellence
and good design enhances agility.
10 Simplicity--the art of maximizing the amount
of work not done--is essential.
11 The best architectures, requirements, and
designs emerge from self-organizing teams.
12 At regular intervals, the team reflects on
how to become more effective, then tunes
and adjusts its behavior accordingly.
http://agilemanifesto.org/
Copyright 2014 Aequitas Consulting Ltd 13

14.
Agile Approaches
“Agile”
• Scrum
• XP
• Feature Driven
Development
• Lean Software
Development
• Kanban

15.
Agile Organizations
• The Scrum Alliance “Transforming the World of Work
• The Agile Alliance “We support those who explore and
apply Agile principles and practices to make the software
industry productive, humane and sustainable”
http://www.scrumalliance.org
http://www.agilealliance.org/

16.
The Team Approach
• Self-organizing
• Members accountable to self and to team
• Deliver working product increments
• Collaborating, communicating, working together
in a “rugby like approach” to deliver business
value
• Often co-located but comfortable with
technology to bridge gaps
• 100% Dedicated
• “I or Me will never outperform We”
Copyright 2014 Aequitas Consulting Ltd 16

17.
New Roles
Copyright 2014 Aequitas Consulting Ltd 17

18.
New Vocabulary & Practices
• Release Planning, Sprint Planning, Iteration
Planning and Daily Scrum or Daily Stand Up
• User Stories, Product Backlog, Sprint Backlog
• Paired Programming, Swarming, Test Driven
Development, Behavioral Driven Development
• Spike
• Grooming and Refinement
• Review and Retrospective
• Continuous Integration
Copyright 2014 Aequitas Consulting Ltd 18

19.
New Leadership Characteristics
• Inclusive, Collaborative
• Flexible, Adaptive
• Possibly-Oriented
• Facilitative
• Self-reflective
• Courageous
• Observant
Adapted from Leadership Agility, Bill Joiner & Stephen Josephs and Action Inquiry, William Torbert

20.
Potential Obstacles

21.
Potential Obstacles

22.
Potential Obstacles
Personnel Considerations
• Focus is on Cross Functional Teams
• Delivery is Value Based on the Customer
• What support or training do our teams need to make the
paradigm shift in collaboratively working in a cross
functional way?
• What happens to our individual incentives in asking
people to work in teams?
• What happens to our hiring practices in asking for cross
functional behavior and skills?
• What about career path considerations?

23.
Potential Obstacles
2013 VersionOne State of Agile Survey

24.
Potential Solutions
Identify Leadership Champions
• Without leadership support, culture change is very
difficult and loses momentum
• Identify an Agile Enablement Team or an Agile
Adoption Team to help bring about initial change
and sustain changes
• This Team can use the very process to manage this
effort by leveraging a Backlog, communicating Daily,
working in incremental iterations, etc.

25.
Potential Solutions
Identify Leadership Champions
• This Team can lead by example in adhering to the
Values and Principles
• This group should have representation from all
levels of management as well as any Human
Resources, Operations, Infrastructure, etc. so that
impacts to the organization as a whole can be
evaluated as Pilot Teams begin working in a
different way or before a new way of work is
agreed to start

26.
Potential Solutions
Start with Pilot Teams
• Pilots will yield information about where
organizational impediments are that may need
attention at the Team level, Department level,
with Infrastructure, with Policies, etc.
• Enable the Pilots to best yield data by following
the framework (i.e. dedicate the Team)
• Based on the Organization’s culture and ability
to change, additional teams can be rolled out
incrementally

27.
Potential Solutions
Invest in Training & Coaching
• Ensuring that everyone understands the Values
and Principles will level set expectations for
new cultural norms
• Training can provide information on “what”
Agile methods are and the mechanics of these
• Coaching provides “how” to implement these
methods in specific environments, guide
through common pitfalls and help to sustain
changes that are being agreed upon

28.
How Long Does this Take?
It Depends…
• Size of the Organization
• Organization Culture
• Flexibility and
Adaptability
• Commitment of
Organization Leadership

29.
Want to Learn More?
Agile for Human Resource Professionals Online
Workshop
April 17th from 9:00am to 1:00pm Pacific
https://www.cprime.com/training/onsite/agile-for-human-resources//
• What is Agile and where did it start? Review for understanding on the
Agile values and principles
• What is meant by self-organization and cross-functionality
• Agile roles and responsibilities
• Motivating Agile Teams
• Changes needed to hiring practices including what characteristics and
skills are needed
• Organizational impacts: compensation and career path
© 2013, cPrime Inc. All Rights Reserved

30.
Questions