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Cosmetic Agile, il Prêt-à-porter dell'Agilità

Cosmetic Agile, il Prêt-à-porter dell'Agilità

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Numerose stimate società internazionali di consulenza hanno iniziato ad offrire servizi di trasformazione agile, accattivanti e convincenti. Ottimo, vuol dire che le aziende del futuro saranno tutte agili? Purtroppo no. Scopriamo insieme i tratti caratteristici di queste proposte, i numerosi limiti ed i rischi collegati.

Numerose stimate società internazionali di consulenza hanno iniziato ad offrire servizi di trasformazione agile, accattivanti e convincenti. Ottimo, vuol dire che le aziende del futuro saranno tutte agili? Purtroppo no. Scopriamo insieme i tratti caratteristici di queste proposte, i numerosi limiti ed i rischi collegati.

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Cosmetic Agile, il Prêt-à-porter dell'Agilità

  1. 1. THE HYPE OF THE “COSMETIC AGILE” HTTP://PAOLO.SAMMICHE.LI Italian Agile Day 2019
  2. 2. PAOLO SAMMICHELI – AGILE BUSINESS COACH
  3. 3. English: leanpub.com/Scrum-for-Hardware/ Italiano: leanpub.com/Scrum-Hardware/ Scrum for Hardware - The Book «This book is the first significant publication on the topic, the most complete and authoritative. If the Agile transformation of the Software industry has any parallels outside software, and if the current client adoption rate is any indication, this book will be the reference for executives, shop floor managers, and team members globally». Joe Justice, Pioneer of Scrum for Hardware and inventor of eXtreme Manufacturing
  4. 4. AGILE ORGANIZATIONS In the last four years, I've been lucky enough to visit companies around the world with excellent Scrum implementation. Thanks to my dearest friend Joe Justice, the kind folks at ScrumInc, many other respected colleagues and friends, I observed Agile Organizations from a diverse set of fields: Aeronautics, Aerospace, Manufacturing Industries, IoT, Fintech and Software.  Thomas Cole, “The Garden of Eden” detail Amon Carter Museum, source Wikimedia Commons
  5. 5. https://www.linkedin.com/pulse/hype-cosmetic-agile-paolo-sammicheli/
  6. 6. Disclaimer:  No Pig has been harmed during the creation of this cover image.
  7. 7. WHAT ARE THE PROBLEMS? THE COSMETICS AGILE DRAWBACKS
  8. 8. PROBLEM 1 COSMETIC AGILE WILL NOT MAKE YOU AGILE, PERIOD.
  9. 9. PROBLEM 2 IT'S EXTREMELY COSTLY. THAT'S THE REASON ALMOST EVERY CONSULTANCY FIRMS TODAY OFFERS AGILE SERVICES, WITHOUT EVER TRIED IT THEMSELVES.
  10. 10. PROBLEM 3 IT'S A SHALLOW CHANGE, WILL NOT LAST.
  11. 11. PROBLEM 4 MANY PROCESSES ARE IMPLEMENTED IN A CARGO-CULT WAY. SO THE DESIRED AIM IS NOT ONLY NOT ACHIEVED BUT ALSO NOT EVEN UNDERSTOOD. 
  12. 12. PROBLEM 5 THE PROPOSITION COMES FROM CONSULTANCY FIRMS THAT NEVER TRIED AGILE FOR THEMSELVES.
  13. 13. PROBLEM 6 EXPECTED RESULTS AND BENEFITS ARE NOT PRESENT IN THESE KINDS OF PROPOSALS. THESE CONSULTANCY FIRMS ARE CAREFUL ABOUT THAT, AND THE RESULT IS OFTEN OPINION BASED AND NOT RELATED TO ROI.
  14. 14. PROBLEM 7 IT WILL NOT BE A COMPETITIVE ADVANTAGE. BESIDES, NOTHING THAT CAN BE EASILY BOUGHT OR COPIED HAS EVER BEEN A COMPETITIVE ADVANTAGE. DOES IT?
  15. 15. HOW TO SPOT IT? THE COMMONS TRAITS IN THIS PROPOSALS
  16. 16. HOW RECOGNIZE IT ? IT'S A VERY CLEAR, EASY TO UNDERSTAND, AND REASSURING MODEL TO IMPLEMENT.
  17. 17. HOW RECOGNIZE IT? IT'S A WATERFALL PLAN FOR AN AGILE TRANSFORMATION.
  18. 18. HOW RECOGNIZE IT? COSMETIC AGILE LOOKS LIKE A PICTURE.
  19. 19. HOW RECOGNIZE IT? THEY ARE CUSTOMER- CENTRIC, SILOED, COMMAND & CONTROL, MATRIX ORGANIZATIONS.
  20. 20. HOW RECOGNIZE IT? IT'S COPY-PASTED FROM THE SO-CALLED "SPOTIFY MODEL”.
  21. 21. HOW RECOGNIZE IT? THERE'S NO TRACE OF FEEDBACK LOOPS AND CONTINUOUS ADAPTATION.
  22. 22. HOW RECOGNIZE IT? TOP MANAGEMENT IS NOT INVOLVED IN THE TRANSFORMATION PLAN. THEY JUST SIGN THE CHECK.
  23. 23. HOW SHOULD IT BE?
  24. 24. HOW SHOULD IT BE? IT WILL LOOK LIKE WEIRD AND SLOW TO UNDERSTAND. DIFFERENT FROM ANYTHING ELSE PREVIOUSLY SEEN IN BUSINESS SCHOOL.
  25. 25. HOW SHOULD IT BE? IT WILL NEED YOU, AS A MANAGER, TO BE ON THE STEERING WHEEL OF THE BOAT, NOT IN THE FIRST CLASS CABIN DRINKING CHAMPAGNE. THE CHANGE START FROM YOU!
  26. 26. HOW SHOULD IT BE? IT WILL BE A PROCESS, SOMETHING THAT NEVER ENDS.
  27. 27. HOW SHOULD IT BE? YOU WILL TAKE DECISIONS BASED ON SMALL AND FREQUENT EXPERIMENTS.
  28. 28. HOW SHOULD IT BE? YOU WILL NEED EXTERNAL TRAINING AND COACHING SUPPORT ONLY TO BUILD YOUR INTERNAL CAPABILITY.
  29. 29. HOW SHOULD IT BE? IT WILL NOT PROGRESS LINEARLY, ALONG THE TIME. SOMETIMES IT WILL LOOK LIKE NOTHING PROGRESS AND OTHER TIMES YOU'LL SEE ACCELERATIONS THAT YOU WEREN'T EXPECTING.
  30. 30. HOW SHOULD IT BE? SOME PEOPLE WILL LEAVE, OTHERS WILL JOIN. SOMEBODY WILL LOVE IT, OTHERS WILL HATE IT.
  31. 31. HOW SHOULD IT BE? YOU'LL MAKE MISTAKES. SOME MISTAKES WILL LEAD TO SOMETHING GOOD YOU WEREN'T EXPECTING.
  32. 32. DARK SCRUM IS EVIL, BECAUSE IT HURTS PEOPLE IF YOU USE IT YOU’RE A BAD PERSON, AND YOU’LL BURN IN THE HELL!
  33. 33. THANKS, LET’S STAY IN TOUCH! WWW.YOUTUBE.COM/PAOLOSAMMICHELI WWW.LINKEDIN.COM/IN/PAOLOSAMMICHELI

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