Culture eats strategy for breakfast – Drucker

Getting to agile everything..

Mark Sundt

CTO/CIO

Clearent LLC.

…culture by consultant…

Agenda• Clearent – The what, how and with who

• Why do people work?

• Creating Culture - Keep it simpleo Manage by it – No asshole rule…

o Hire for it – Do we all have the same expectation?

• How does this get me to Agile?

• Agile: Create it, live it, measure it, refactor –

Clearent OverviewPayment Processing ‘14

4

Front-End: Authorization

(data only)

Card IssuerTSYS

Front End

Back-End: Settlement

(data and funds)

Statement

Payment$$$$$$$$$

Card Issuer

CardholderPayment

Networks

Merchant CLEARENT

Back End

Batch

CDF

Authorization

Business Intelligence(data and analytics)

CLEARENT

Compass

CLEARENT

Merchant Portal

CLEARENT

Partner PortalFunds

Data

Sponsor

Payment

NetworksCardholder

CLEARENT

Back End

Monsanto type of Grid Computer

MasterCard type of Credit Card Settlement Engine

The Clearent March to the Cloud!Connectivity, Identity, Data, Reporting & Computation

Company Confidential5

DatacenterOptimization

DatacenterAutomation

VirtualizationMonitoring Configuration AutomationServices

Private & PublicClouds

On-Premise Partners

Cloud Computing

CloudCapability

Application/Service Delivery

Source: Gartner, IT Infrastructure and Operations: Still Immature After All These Years - 11 April 2011 ID:G00211762

2014RTO

Weeks

2015RTO

Days

2016RPO/RTO

Minutes

2016RPO/RTO

Milliseconds

‘14 Small CompanyCulture

• 7 Developers

• SDLCo Agile / Kanban

• 1 Datacentero RPO/RTO

The Delivery Problem –SDLCWhat is Agile?

Agile

Scrum XPFDDOthers

TDD

BDD

CI

Burn-down

Refactor

Stand-ups

ProductBacklog

SprintBacklog

Domain Model

Feature Team

Pair Programming

SDLC ProcessThe Scaled Agile Framework

Software Development Lifecycle:• Product Management – What / Priority

• Development Org - How

• Scrum Dev Process

o 2 weeks sprints

o Pair Programming

o Test Driven Development (TDD)

o Feature branch dev w/option switches

• Continuous Integration / Deployment

o Local Git / Jenkins

o Local Docker Repository

o Automated Docker Image Build

o Perf Integration Testing (w/ min thresholds)

• Sandbox / Prod - Rancher deployment

9

See: Clearent_Development_Process.pdf

Why do People Work?

10

Why we work...

Why my parents worked..

Daniel Pink – DRiVENeel Doshi / Lindsay McGregor - Primed to Perform

Clearent Culture Tenants

Creating a culture that supports agile processes

We didn’t just write it and down and hope to

achieve it, we lived it and then wrote it down..

11

Salary and possibility bring employees in, culture and climate keep them (or drive them away). @AaronBretz

1. Making others great!

2. Continuous learning

3. Having fun yet?

• How do you have fun?

Managing to CultureCareers as they relate to culture

12

• Career Development as

measured against our

Cultural tenants:o Making others great? (How?)

o Continuous learning (What?)

o Having fun (When?)

• Building a non-annual

cadence of inflection

points for market level

salary advancement o Anniversary dates

Agile HR

Changing the way we find, manage, and

evaluate talent

• Skills development / Learningo From train the trainer, to everyone-gets-training

• Evaluation, Comp & Rewardso From annual performance assessments to quarterly

‘retrospectives’

o From annual merit based compensation adjustments, to

laser focused ‘market adjustments’ as necessary on

anniversaries.

o Spot bonuses for timely awards by direct management

o Development Sprint artifacts used for team coaching??

Dev Score CardsSprint Planning Poker! Measurement..

14

Weekly review during L10’sBook: Traction – Gino Wickman

Hiring for Culture• What questions do you ask

that drive to cultural fit

• Clearent’s Culture –o Making others great!

o Continuous learning..

o Having fun yet?

• Questions –o Mentorship of others?

o Meetups you attend?

o Having fun?

15

What's in it for the Candidate?

• Companies expect employee loyalty without job security or professional development.

• A New Relationship Framework

o Allies on a journey (‘tour of duty’)• Mutually beneficial deal that adds value

to each

• Both sides open about goals and timeframes

• Companies success in return for increased employees market value / career advancement.

• Acknowledging that your employees might leave is how you build trust to convince them to stay

16

“What job do you hope to have after working here?”

Ok, marketing got involved..

17

SAFe Corsis Assessment Scaled Agile Framework & Industry leading team/process

18

Benchmark Software Development Process Audit Goals:• Insights into the company’s ability to support the existing business

and execute on the company’s technology roadmap.

The Corsis Confidence Index ("CCI") based on their findings• CCI is a proprietary assessment methodology that includes

TechIndicators™, which are key performance indicators that measure a company's proficiency in a specific operational best practice

Results:• Score is a proprietary “confidence index” benchmark with 75 =

average and 88 = industry leading.

• Our scores:

• Overall: 82

The Clearent March to the Cloud!Connectivity, Identity, Data, Reporting & Computation

Company Confidential19

DatacenterOptimization

DatacenterAutomation

VirtualizationMonitoring Configuration AutomationServices

Private & PublicClouds

On-Premise Partners

Cloud Computing

CloudCapability

Application/Service Delivery

Source: Gartner, IT Infrastructure and Operations: Still Immature After All These Years - 11 April 2011 ID:G00211762

Having Fun Yet?Pimp your paddle Competition

20

Having Fun Yet?

21

Thanks!

• http://www.scaledagileframework.com/

• Traction – Gino Wickman

• Hiring for Culture – Mark Murphy

• The Alliance – Reid Hoffman

• HBR – The leader’s guide to Corporate Culture (Jan-Feb 2018) https://hbr.org/2018/01/the-culture-factor

• HBR – HR Goes Agile (March-April 2018)