how to coach traditional managers into agile and lean
DESCRIPTION
Riga Agile Day 2012TRANSCRIPT
How to coach traditional managers
agile leaninto agile and lean
Henri KiviojaHead agile coach
Lean-agile enterprise
RealityRealityRealityReality
Roadmaps
Reporting
planning
Cost
BUSINESSBUSINESSBUSINESSBUSINESSAdaptationAdaptationAdaptationAdaptation
value
Flexibility
Efficiency
Traditional
management
Traditional
management
Ericsson Internal | 2012-03-10 | Page 2
Cost
Missing customer
interaction
Ericsson finland lean-agile transformation
Quality
Empowerment
trust
Business agility
Agile manager
Complextelecomproduct
Complextelecomproduct
significantinstalled
base
significantinstalled
base
STarting point
Ericsson Internal | 2012-03-10 | Page 3
10+ years of
development
10+ years of
development
Large distributed
multisite development
Large distributed
multisite development
WHY change?
Improve responsivenessImprove responsiveness
Create most valueCreate most value
Ericsson Internal | 2012-03-10 | Page 4
Improve responsivenessImprove responsiveness
EMpower peopleEMpower people
Build quality inBuild quality in
Change in almost everything!Big projectsBig projects Decoupled development and
flexible releasesDecoupled development and flexible releases
System/design/testsilo organization System/design/testsilo organization Teams in e2e flowTeams in e2e flow
Individual officesIndividual offices Team spacesTeam spaces
Ericsson Internal | 2012-03-10 | Page 5
Narrow & specialized competencesNarrow & specialized competences
Broader competences and continuous learningBroader competences and continuous learning
Individual accomplishmentIndividual accomplishment Team successTeam success
Following a defined & detailed processesFollowing a defined & detailed processes Lean-Agile ThinkingLean-Agile Thinking
Top down controlTop down control More people initiative and self organizationMore people initiative and self organization
Traditional management?
Ericsson Internal | 2012-03-10 | Page 6
Coaching in context
Coaching
Lean-AgilePractitioner
CoachingTeaching
Ericsson Internal | 2012-03-10 | Page 7 Modified from Lyssa Adkins
Leader
Catalyst
Stance
Technical Mastery
Transformation Mastery
BusinessMastery
MentoringFacilitating
Coaching at ericsson finland
First ScrumMasters
Initial Team LevelLearnings
Only few managers
Coaching for the whole Ericsson
Enterprise LevelLearnings
Coaching For AllTeams
Organizational Learnings
Ericsson Internal | 2012-03-10 | Page 8
Only few managersinvolved
Initial Communities
Identification of Organizational levelCoaches
Resistance inMiddle
Management
Networked Organization
All managers wereAffected
CoP culture
Organizational Coaches
Empowerment happens when people and teams
take full responsibility of improving their process
Empowerment happens when people and teams
take full responsibility of improving their process
Empowerment, a buzzword?
Ericsson Internal | 2012-03-10 | Page 9
improving their processimproving their process
IT�s all about people!IT�s all about people!
EMpower and Engage!
Ericsson Internal | 2012-03-10 | Page 10
It’s all about people!It’s all about people!It’s all about people!It’s all about people!
Areas that need to be touched
› Decision-Making– Technical Decisions are to be done in the teams where is also the expertise
– Coach managers to garden and make organizational and inter team level decisions where needed.
› “Art of management”
Ericsson Internal | 2012-03-10 | Page 11
› “Art of management”– Management is dead, long live leadership?
› Team constellation and dynamics– Co-operation with coaches and management
› Feedback and rewarding› Where is HR?
My Leadership team
Reporting and planning
based approach
Ericsson Internal | 2012-03-10 | Page 12
Community Enabler
Big Picture Responsibility
Culture fostering and garderning
From first line to middle managers
› Senior management support is crucial (sponsor)› Middle managers have worked hard to get to the position -> challenging does not work
› Coach needs to be accepted
Ericsson Internal | 2012-03-10 | Page 13
– Experience– Professionalism– Personality
› “Get one on your side and rest will follow”› Pressure coming from top and bottom
Lean-agile enterprise
RealityRealityRealityReality
Roadmaps
Reporting
planning
Cost
BUSINESSBUSINESSBUSINESSBUSINESSAdaptationAdaptationAdaptationAdaptation
value
Flexibility
Efficiency
Traditional
management
Traditional
management
Ericsson Internal | 2012-03-10 | Page 14
Cost
Missing customer
interaction
Ericsson finland lean-agile transformation
Quality
Empowerment
trust
Business agility
Agile manager
Our main learnings so far
First hand evidence and experience through feedback
cycles is
Whole organization needs to accept the move from up front planning to living
Ericsson Internal | 2012-03-10 | Page 15
the real source of learning
with the flow from the teams
This is a profound change of culture & thinking that goes way beyond processes & tools
Contact
hkivioja Henri @ Twitter
Ericsson Internal | 2012-03-10 | Page 16
bit.ly/agileinc Agile Inc Blog