effective agile adoptionToronto CTO GroupNovember 16, 2015
@leanintuit @dwhelan
of change initiatives fail70%
@leanintuit @mikeeedwards @dwhelan
the change world has said for decades that 70% of change initiatives fail
30% succeed1995 Kotter: 30%1998 Turner and Crawford: 33%2005 Procsi: 29%2008 Mckinsey: 30%2011 Standish Group: 34%
Hammer and Champy 1993Beer and Nohria 2000Senturia 2008http://www.bcs.org/upload/pdf/markhughes-060910.pdf
@leanintuit @mikeeedwards @dwhelan
well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools.success is not binary
9 Year Barriers to Agile Trend from Version One State of Agile Survey
@leanintuit @mikeeedwards @dwhelan
dont worry, youre not alone, we all suck at going agileapparently we have learned nothing in 10 years.Lack of Management Supportteams are moving along but then bump up against management systemsmanagers are understandably challenged by agile due to focus on self-organizing teamsLack of Skillreducing, likely due to more training, user groups, conferences etc.General Resistance to Changethose people wont do what we want!people resist change when they feel no control over it - OD well knownneuroscience tells us that we interpret change as dangerFailure to Change Cultureculture => people in the organization and they way those people interact - how we do things around herepolicies, how we react to problems (prod bug)a lot of models/talks on how to change culture - hint - start with yourself and leaders!will follow the same attributes of the strongest leaders - Schneidermanagement debt - Re-engineering Alternatives - Schneideragile change efforts focus too much on trying to tackle culture directly
what transformation meansShared Values(culture)StrategyStructureSystemsSkillsStyleStaff
@leanintuit @dwhelan
HR
Change
Agile
Agile Pilot Team
@leanintuit @dwhelan
Organizational Debta result of how we grow our organizations.
HRAs our organizations grows managers do too much work and less with their people so introduce an HR group.HR introduces policies.
ChangeAs we continue to grow our old structures no longer serve us well. Again, our people are often too busy to tackle this directly and anyway we want to bring in the experts. So we bring in some change consultants. They have to figure out and introduce more rules and policies to make the company more effective. (Reorgs happen every couple of years.)We are fighting specialization with more specialization - Jason
AgileWe should really go agile They create a pilot team but do not remove any of the existing constraints.As the teams form and succeed they start to run into the policies and impediments from previous changes so we form an Agile steering group, Agile PMO or Agile Governance team to figure out new policies to work in an agile manner.
Bottom LineWe deal with organizational challenges (specialization, policies and rules that arent working for us) by introducing more specialization and rules & policies within our organizations.
buildfeature
what customers wantrequest
@leanintuit @mikeeedwards @dwhelan
Mike starts
requirements
what customers getrequest
feature
analysis
design
code
test
deploy
Handoff
Handoff
Handoff
Handoff
Handoff
@leanintuit @mikeeedwards @dwhelan
Each handoff serves as potential gap.
Misalignment happens when the organizational structure is not aligned with the espoused theory of the organizations purpose.- Craig Larman, Creator of LeSS
@leanintuit @dwhelan
Often companies will claims to have the purpose of serving customers but when you look closely you see that customers just want great products and services. They dont care how we organize internally. Most of our internal organization is to serve the inward focused goals of the company not the customer.
Introducing agile with this misalignment in organizations will severely challenge the teams. We feel that this misalignment is an underlying root cause of most of the barriers to agility mentioned in the VersionOne surveys.
We cannot solve our problems with the same thinking we used when we created them
@leanintuit @dwhelan
1. change organizational structure
@leanintuit @mikeeedwards @dwhelan
well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools.success is not binary
culture follows structure
TRANSFORMATION!
@leanintuit @dwhelan
e.g. Communitech - large organizations, banks, retailers and moving them into organizational structures that promote innovation
this is disruptive (shock therapy - clean break). Smaller MVCs may be effective when the organization is capable of adapting incrementally
culture follows structure
TRANSFORMATION!
ANDAND
@leanintuit @dwhelan
focus on skills over titles (talks to customers, sell stuff, market stuff, build, test, keep team happy)
We dont need to focus on transforming the organization. With pilots, SMs and low-level managers are not positioned to be able to spin up a different organization within an organization.
a new old way of organizingHorizon 1Horizon 2Horizon 3StabilityExperimentationInnovation
@leanintuit @dwhelan
create a petri dish
Horizon 1
Horizon 2
SAFe, Agile pilots,Scrumify existing teams,mandated innovation time
Horizon 3
Create a new company inside the existing company that WILL NOT conform to any existing organizational boundaries!
@leanintuit @dwhelan
organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations.- Melvin ConwayConways Law
@leanintuit @dwhelan
Often companies will claims to have the purpose of serving customers but when you look closely you see that customers just want great products and services. They dont care how we organize internally. Most of our internal organization is to serve the inward focused goals of the company not the customer.
Introducing agile with this misalignment in organizations will severely challenge the teams. We feel that this misalignment is an underlying root cause of most of the barriers to agility mentioned in the VersionOne surveys.
2. build capacity to deliver
@leanintuit @mikeeedwards @dwhelan
well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools.success is not binary
building technical debt
@leanintuit @dwhelan
https://agileexecutive.files.wordpress.com/2010/10/technical_debt_slide.jpgbuilding technical debt
@leanintuit @dwhelan
@leanintuit @dwhelan
3. lead with an agile mindset
@leanintuit @mikeeedwards @dwhelan
well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools.success is not binary
agile fluency
@leanintuit @dwhelan
http://blog.crisp.se/2015/11/10/henrikkniberg/what-is-an-agile-leadercreate alignment
@leanintuit @dwhelan
I want faster, better, cheaperHow can I test in an Agile way?How can I write code in an Agile way?How can I gather requirements in an Agile way?
@leanintuit @dwhelan
Declan
what can I do?
@leanintuit @dwhelan
tools to support changelean coffeeshare informationchange canvasperspective mappingblast radius
@leanintuit @dwhelan
@leanintuit @dwhelan
share information
@leanintuit @mikeeedwards @dwhelan
change canvasleanchange.org/alignment
@leanintuit @dwhelan
EXECUTIVESMANAGERSTEAMS/STAFFPERSPECTIVEDATA
SUPPORTING THE CHANGEHOLDING BACKTHE CHANGE
THEME 1THEME 1Iperspective mappingleanchange.org/perspectivemapping
@leanintuit @dwhelan
blast radiusleanchange.org/blastradius
CUSTOMERS
Processes Affected
PRODUCT 1
DEV
QA PROCESS
STATUS REPORTS
PILOTTEAM
OPS
DEPENDENTTEAM(S)
People Affected
Directly Affected
In-Directly Affected
Observers+Movers-Immovables
Moveables++-
MARKETING
-!Hard to change
Easier to change!
@leanintuit @dwhelan
tools to support changelean coffeeshare informationchange canvasperspective mappingblast radius
@leanintuit @dwhelan
but not easy
@leanintuit @dwhelan
Organizations are implicitly optimized to avoid changing the status quo middle- and first-level managers and specialist positions & power structures.Larmans Law:Your only impediment to transformation.
@leanintuit @dwhelan
inspiration
@leanintuit @dwhelan
referenceshttp://www.slideshare.net/dwhelan/navigating-organizational-change
leanchange.orgleanintuit.comadecadeofagile.comhttp://www.mindtools.com/pages/article/newSTR_91.htmhttp://www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior
@leanintuit @dwhelan
lean in with us!leanintuit.com/tac2015
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Contact us to help with change at your organization.
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