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Executives role in agile

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Executives role in agile

  1. 1. Yet Another Experiment By Tushar Somaiya
  2. 2. Tushar is founder, director of ShuHaRiAgile, a premium agile training / coaching partner and coachingdojo, a unique community for agile leaders, executive coaches, agile coaches and agile practitioners to share, learn & network. Tushar has 13 years of IT experience and over 6 years of agile experience. He is known for his fun-filled, hands-on interactive trainings & speeches at prestigious conferences. His blogs have been re-published on ScrumAlliance, AgileAtlas & PMHut. He is an active volunteer at ScrumAlliance & PMI Mumbai Chapter. Tushar Somaiya is a passionate certified professional coach who helps executives & teams discover and unleash their true potential. He believes in a democratic organization & self- organizing teams. He calls himself a servant leader. Through his NueroScience based coaching & consulting, he has helped projects and organizations turn agile and become truly high performing teams. He is Results Certified Coach, Certified Transformational Coach, Certified Scrum Master, Certified Scrum Professional, Certified System Business Analysts & one of the first 500 PMI- Agile Certified Professional.
  3. 3.  Changing business scenario  Work is changing too  The ask from executives  Doing & being agile  Live agile? Q & A
  4. 4. As if we don’t know it
  5. 5. Changes in the new economic environment are large-scale, substantial and drastically different 80% 70% 60% 50% 40% 30% 20% 10% 0% More volatile More uncertain More complex Structurally different Source: IBM—Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study (2010)
  6. 6. The life expectancy of firms on the Fortune 500 has rapidly declined to around 15 years and is headed for 5 years Business model life cycle is down to 7 years 80% of new products and services fail within 3 years 95% of CEO’s agree on the increased need for enterprise innovation, yet half acknowledge they have no team or process for this. Of those that do have a team/process, how many are satisfied with it?
  7. 7. “Without exception, all of my biggest mistakes occurred because I moved too slowly.” --John Chambers, Cisco CEO, “He [Chambers] also radically changed the way he managed, turning a command-and-control hierarchy into a more democratic organizational structure.”
  8. 8. Agility is the ability to create and respond to change in order to profit in a turbulent business environment.
  9. 9. “88% of executives cite organizational agility as key to global success.” “50% say that agility is not only important, but a core differentiator.”
  10. 10. Did you notice?
  11. 11. Hunters & Gatherers http://iamalivep05.files.wordpress.com/2012/11/lfmc070923_hunters- gatherers_2007-09-23.gif
  12. 12. Farming http://blackandwhitepix.files.wordpress.com/2010/10/img762.jpg
  13. 13. Industrial Revolution http://cuwhist.files.wordpress.com/2012/04/fordofbritainmerlinengines_1500.j pg
  14. 14. Knowledge Economy http://2.bp.blogspot.com/_GJkJnsWKXHY/TL4P8n- QioI/AAAAAAAAAjI/a4FnXcS6_1Y/s1600/the-end-of-service-economy-Olexe-
  15. 15. Missing in agenda. Hopefully only in my presentation.
  16. 16. http://3.bp.blogspot.com/_dL4lW6pqpcA/TD60dLlSgeI/AAAAAAAACsc/0WBr njZjeUM/s1600/IndustryWorkToKnowledgeWork.png
  17. 17. Missing in agenda. Hopefully only of my presentation.
  18. 18. http://hbswk.hbs.edu/images/20000601LSkotterevolution2.gif
  19. 19. Systems Systems of of Record Engagement Themes: Themes: • Inward focus • Outward focus • Efficiency/cost reduction • Fundamentally social • Highly structured • Loosely structured • Slow to change • Dynamic/in flux
  20. 20.  Adaptingsignificant  Visionary/ changes in market transformational place leadership
  21. 21.  Leaping beyond  Energy-unleashing today’s frontiers leadership
  22. 22.  Think in terms of market-oriented visions and strategies  Understand that a vision is not a plan, that a strategy is more than number  Even at lower levels in organizations, they set clear direction by generating visions/strategies relevant to their areas of responsibility  Believe in and seek teamwork by constantly communicating visions and strategies
  23. 23.  Communicate both with words and with their actions, and do so day after day and week after week  No meeting ends without some reference to longer-term goalsMotivate action with positive incentives of all sorts: a pat on the back, public recognition, extra money in the paycheck;  Tend to attack, sometimes courageously, that which can de-motivate employees, no matter the source;  Dealing with these leaders, one senses the enthusiasm, even from introverted individuals;
  24. 24.  Fight past the cynicism and fear inside themselves to find their hopes, dreams, and childhood ideal  When ideals are involved, just "good" is never good enough, and that attitude affects all visions and strategies  Use the passion and creative power to shape exceptionally bold group goals  The talk goes beyond what we do (strategies) or how we do things (rules) to who we are
  25. 25.  "Do what is right" is the guiding principal, and it’s created by appealing to very basic human values: a desire for security for self and family, for love, for respect, for opportunities to grow, for a sense of purpose in one’s life  Help people unleash untapped energies in pursuit of the tough group goals by creating work that has true meaning; even spiritual;  Always address the unasked (and very difficult) questions of: so what?; why are we here?; what difference can we make?; what difference should we make?
  26. 26. Shall we please?
  27. 27. Ok but HOW? http://utilityweekcouk.s3.amazonaws.com/news/images/197113.jpg
  28. 28. Agility in personal life
  29. 29. Is all of this practical?
  30. 30.  Employees acting as partners and associates make their own decision  They evaluate their managers every six months  Potential managers are interviewed by their subordinates.
  31. 31.  Small teams  Belief in the individual  No titles  People choose their own work  All in the same boat  Focus on long term value based view rather than short term benefits
  32. 32.  No managers  Personal mission  “Collaborative letters of understanding”  Conflict resolved by jury
  33. 33.  No formal management hierarchy  People choose their own projects  No one tells what to do, no fixed roles, no reviews, no such thing like promotion
  34. 34.  No positions  No support functions  Decide your own time  Self-managing teams who owns their P&L
  35. 35. I haven’t created images in this PPT. References and credits provided at the end  Ideas and words in the presentation are referred and inspired from various sources listed at the end  Does this have to do anything with agile?  Are we ready? What does it take? When do we start?
  36. 36.  John Kotter: http://hbswk.hbs.edu/archive/3294.h tml  Bas Vodde: http://www.odd- e.com/material/2012/06_shanghai/mana gement_and_adoption.pdf  Jim Highsmith: http://www.thoughtworks.com/sites/ww w.thoughtworks.com/files/files/adaptive- leadership-wp-us-single-pages.pdf
  37. 37. Tushar Somaiya ShuHaRiAgile.com CoachingDojo.org +91-9869209689 Tushar.somaiya@gmail.com

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