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SCRUM AND AGILE NETWORK IN MANAGING PEOPLE 26 th & 27 th November 2019 Gayathiri Jeyabalan Iverson Associates Sdn Bhd

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Page 1: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

SCRUM AND AGILE NETWORK IN MANAGING PEOPLE 26th & 27th November 2019

Gayathiri JeyabalanIverson Associates Sdn Bhd

Page 2: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

THE BIRTH OF AGILE - SCRUM• History of Agile• Agile Manifesto & Principles• SCRUM Principles• Agile Scrum Framework

26th November 2019

ACHIEVING AGILE MINDSET• Agile Mindset Transformation• Industry Era & Knowledge Era• Agile Culture Adoption

AGILE FOR PEOPLE & ORGANIZATION

• Agile Organizational Matrix• Agile Communication Flow• Towards Modern Agile

AGENDA

TOPIC 1

TOPIC 2

TOPIC 3

Q & A Session

Page 3: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

THE BIRTH OF AGILE - SCRUM

Page 4: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

THE BIRTH OF AGILE - SCRUM

HRDF Conference 2019

• Group of IT Professionals• Snowbird, Utah, in 2001 • Discuss a better way to work • Frustrated with the traditional model (Waterfall)• Improve IT development and implementation• The Agile Manifesto was born

History of Agile

Page 5: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

THE BIRTH OF AGILE - SCRUM

HRDF Conference 2019

History of Agile

Page 6: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

THE BIRTH OF AGILE - SCRUM

HRDF Conference 2019

History of Agile

• Stakeholder Changes Their Mind• Regulatory Change• Poorly Defined Requirements• Change in Sponsorship• Business Strategy Change• Updated Technology

REASONS FOR PLAN TO CHANGE

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THE BIRTH OF AGILE - SCRUM

HRDF Conference 2019

EFFECTS

Marketplace ConditionBusiness Needs

Life Balance

EFFECTSEFFECTSEFFECTS

History of Agile

Communication

Timeline

Approvals & Documentation

Backlogs

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HRDF Conference 2019

Agile Manifesto THE BIRTH OF AGILE - SCRUM

Page 9: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Principles THE BIRTH OF AGILE - SCRUM

Page 10: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Principles THE BIRTH OF AGILE - SCRUM

Page 11: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Core Agile Values THE BIRTH OF AGILE - SCRUM

In 1994 author Jim Collins and Jerry Porras wrote Built to Last, a book based on their research that

set out to answer the question,

"What makes the truly exceptional companies different from the other companies?"

Agility is more attitude than process, more environment than methodology

Page 12: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Core Agile Values THE BIRTH OF AGILE - SCRUM

Therefore, user needs must be teased out a little bit at a time with human-intensive interactions, lightweight flexible process

and product technologies, and near-term, time-based sense-and-response probes

Agile methods realize 70% to 80% customer needs are hidden, tacit, and inexpressible

- The History, Evolution and Emergence of Agile Project Management Frameworksby Dr. David F. Rico, PMP, ACP, CSM

Page 13: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Umbrella THE BIRTH OF AGILE - SCRUM

(Extreme Programming)

(Dynamic System Development Method)

(Feature-Driven Development)

(Rational Unified Process)

Page 14: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Methodologies Used THE BIRTH OF AGILE - SCRUM

Scrum and Scrum/XP Hybrid (64%) continue to

be the most common agile methodologies

used by respondents’ organizations

- 13th Annual State of Agile Report (COLLABNET VERSIONONE)

Page 15: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

SCRUM Principles THE BIRTH OF AGILE - SCRUM

Page 16: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Pillars of SCRUM THE BIRTH OF AGILE - SCRUM

Page 17: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

SCRUM Values THE BIRTH OF AGILE - SCRUM

Page 18: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

SCRUM Ceremonies - Activities THE BIRTH OF AGILE - SCRUM

• Emphasis on People• Minimal Documentation• Low Upfront Planning• Prioritization (Business Value)• Customer Centric• Self Organized• Decentralized Management• Collaborative• ROI - Early / Throughout

• Emphasis on Processes• Heavy Documentation• High Upfront Planning• Fixed Project Plan• Process Centric• Managed• Centralized Management• Command & Control• ROI – Varies by Stages

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HRDF Conference 2019

SCRUM Role - Product Owner THE BIRTH OF AGILE - SCRUM

Page 20: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

SCRUM Role - Agile Scrum Master / Coach THE BIRTH OF AGILE - SCRUM

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HRDF Conference 2019

SCRUM Role - Development Team THE BIRTH OF AGILE - SCRUM

Page 22: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

AGILE - SCRUM Framework THE BIRTH OF AGILE - SCRUM

Page 23: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

SCRUM Ceremonies - Activities THE BIRTH OF AGILE - SCRUM

Page 24: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

ACHIEVING AGILE MINDSET

Page 25: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Definition of Agile Mindset ACHIEVING AGILE MINDSET

Collaboration Respect

• An agile mindset is the set of attitudes supporting anagile working environment

• These include respect, collaboration, improvement andlearning cycles, pride in ownership, focus on deliveringvalue, and the ability to adapt to change

• This mindset is necessary to cultivate high-performingteams, who in turn deliver amazing value for theircustomers

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HRDF Conference 2019

ACHIEVING AGILE MINDSET

Collaboration

Respect

Improvement

Trust

Respond to Change

• Productivity• Quality• Quick Delivery

Definition of Agile Mindset

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HRDF Conference 2019

Transformation Towards Agile Mindset ACHIEVING AGILE MINDSET

“We can’t be afraid of change. You may feel very secure in the

pond that you are in, but if you never venture out of it, you will

never know that there is such a thing as an ocean, a sea.

Holding onto something that is good for you now, may be the

very reason why you don’t have something better.”

—C. JOYBELL C.(a leading female thinker and writer in our world today, a mentor to many modern-day leaders)

Page 28: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Transformation Towards Agile Mindset ACHIEVING AGILE MINDSET

Page 29: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Transformation Towards Agile Mindset ACHIEVING AGILE MINDSET

Page 30: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Doing Versus Being Agile ACHIEVING AGILE MINDSET

Page 31: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Adoption & Transformation ACHIEVING AGILE MINDSET

• Behaviors are what drive companies, which is why this isan important distinction when assessing the overall“character” of an organization

• An Agile model mindset shift from Theory X to Theory Y

• That mindset shift is critical to enhancing the human sideof the enterprise

Page 32: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Acceptance Towards Agile Mindset ACHIEVING AGILE MINDSET

• Achieve results• Open to ideas of others• Share information and ideas• Support contribution of others

• No clear vision• Confused over suggestions • Not firm with decisions• Not a supporter / resistor

• Dislike work• Must be forced / directed• Zero team commitment• No fear of warning / dismissal

Page 33: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Mindset & McGregor’s Theory ACHIEVING AGILE MINDSET

People dislike work

People must be forced or bribed

People prefer to be directed

Motivated mainly by money

People fear job security

People have very little creativity

People have interest to work

People work toward a target

People will accept responsibility

People are motivated

People realize their own potential

People enjoy their work

X THEORY Y THEORYMindset

Transformation

Page 34: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Transforming Mindsets Using Agile ACHIEVING AGILE MINDSET

SPRINT 1

Agile Scrum way to transform NEUTRAL & RESISTOR to become SUPPORTERS

PRODUCT BACKLOG

HIGH

MEDIUM

LOW

PR

IOR

ITY

SPRINT 1 GOAL

SPRINT PLANNING

SPRINT REVIEW

SPR

INT

RET

RO

SPEC

TIV

E WENT WELL?

WENT WRONG?

CounselingMotivationCoaching

GROOMING+

SPRINT 2

SPRINT PLANNING

CounselingMotivationCoaching

SPRINT REVIEW

SPR

INT

RET

RO

SPEC

TIV

E WENT WELL?

Page 35: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Culture Adoption ACHIEVING AGILE MINDSET

• Agility is a discipline that is a little difficult to master

• A pre-evaluation of Agile suitability must be conducted to ensure that it is a right choice

• Various parameters must be considered prior to the transition to Agile

Page 36: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Culture Adoption ACHIEVING AGILE MINDSET

Page 37: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Culture Adoption ACHIEVING AGILE MINDSET

Page 38: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Culture Adoption & Transformation ACHIEVING AGILE MINDSET

SPEED OF CHANGE

PLANNING TIMEFRAME

PRODUCTIVITY GAIN

ORG STRUCTURE CHANGE

CHANGE IN CULTURE

Quick

Temporary or Short Term

100%

Little or None

Localized If At All

Slow

Long Term

300%

Significant

Widespread Impact

AGILE ADOPTION

AGILE TRANSFORMATION

Page 39: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

AGILE FOR PEOPLE & ORGANIZATION

Page 40: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Organizational Matrix - Traditional AGILE FOR PEOPLE

• Hierarchies utilize a one-way, top-down, silo approach

• There’s little communication or collaboration betweendepartments and the various parts of the organization

• Decisions are made at the top and implemented all theway down the chain of command

• There is no discussion or consideration for how thosedecisions will impact team members or clients

Page 41: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Organizational Matrix - Traditional AGILE FOR PEOPLE

• Not suitable for Agile approach• Centralized management• Emphasis on process• Micromanagement• Process Centric• Plan Conformity • Command• Control

Page 42: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Organizational Matrix - Flat MODERN AGILE FOR PEOPLE

• Employees have decision-making mandates• Suitable for Agile approach• Manager-less• Adapts oddballs of the world• Represent true networks • Collaboration • Equality

Page 43: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Agile Communication Flow AGILE FOR PEOPLE

• Communication flow cannot be dictated by an organization’spredetermined structure, because it cannot be controlled

• An organization can be structured a certain way on paper but,in real life, communication flows like a network

• People will always talk and share ideas with each other,regardless of the managerial structure

• Communication has no regard for hierarchy

Page 44: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Traditional Organization - Communication Flow AGILE FOR PEOPLE

Page 45: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Flat Organizational – Communication Flow AGILE FOR PEOPLE

Page 46: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Towards Modern Agile AGILE FOR PEOPLE

Values

Behaviors

Standards

Methods

Systems

CULTURE STRUCTURE

Vision

If a fit between the culture, FAILS, people will experience confusion around what was said and what was done

Success

Page 47: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Towards Modern Agile AGILE FOR PEOPLE

Page 48: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Towards Modern Agile AGILE FOR PEOPLE

• Organizations today will not be successful in a futurewhere we will need empowered co-workers withanother mindset and decision-making possibilityinstead of micro-managing

• Organizational culture and structures need to bedesigned to meet future challenges in a balancedmanner where they support instead of contradict eachother, which would trigger confusion among people

Page 49: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Towards Modern Agile MODERN AGILE FOR PEOPLE

• "People" is at the core of agile andthe value system it represents

• It's people who have the power andthe ability and responsibility tochange companies into engagingand purposeful places where co-workers can be happy and performwithin given frames and goals

Page 50: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Towards Modern Agile AGILE FOR PEOPLE

• As the original Agile Manifesto, was very much aligned tosoftware, Agile experts and specialist believe sameprinciples can be woven into an entire organization andat the same time it fails to consider the entire ecosystemof projects, people and organization

• The manifesto should encourage ongoingexperimentation as well as foster a healthy and vibrantwork environment

Page 51: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Towards Modern Agile AGILE FOR PEOPLE

• At the end goal of any organization should always be todeliver value continuously, not just as it relates tosoftware

• The new pillars are better suited to organizations as awhole and more specific to today’s challenges and areinclusively exhibits in the MODERN AGILE MANIFESTO

Page 52: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

HRDF Conference 2019

Towards Modern Agile AGILE FOR PEOPLE

Individuals and Interactions Over Processes and ToolsWorking Software Over Comprehensive Documentation

Customer Collaboration Over Contract NegotiationResponding to Change Over Following a Plan

MAKING PEOPLE

AWESOME

MAKING SAFETY

A PREREQUISTE

EXPERIMENT AND LEARN

RAPIDLY

DELIVERING VALUE

CONTINUOUSLY

Page 53: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

Q & A Session

Page 54: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

SEE YOU ALL TOMORROW…HAVE A BLESSED EVENING…THANK YOU…

Page 55: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

SCRUM AND AGILE NETWORK IN MANAGING PEOPLE 26th & 27th November 2019

Gayathiri JeyabalanIverson Associates Sdn Bhd

Page 56: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE• Modern Agile Transformation• Self Organization• Modern Agile Principles• Modern Agile Attributes

27th November 2019

AGILE PERFORMANCE • Agile Performance Pillars• Agile Performance Objectives & Key Results• Agile Performance Measurement Techniques• Agile Performance Outcome

AGILE SCRUM IN DESIGN THINKING• Agile Incrementally Builds Out Solution• Leveraging Agile & Design Thinking• Unifying Design Thinking, Lean & Agile

AGENDA

TOPIC 4

TOPIC 5

TOPIC 6

Q & A Session

TOPIC 7

AGILE LEARNING FOR PEOPLE• Agile Learning Design Process• Agile Learning & Development Methods

TOPIC 8 CVCV

AGILE SCRUM LEADSHIP

CVCV

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MODERNMODERN AGILE

Page 58: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

• In the last decade of “agile transformations” it’s thatthere is no one-size-fits-all approach to adopting orimplementing an agile approach

• Every organization has different needs, constraints, andrequirements

• Some organizations have been blindly followingprescription won’t lead to success

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MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

• Regardless, if winning, money, status, competition,teamwork, higher purpose, whole people, andcollaboration is valued, we need to have a fit betweenthe values we say we want and the structures that makeup the business “way of working,” which often consistsof different tools, processes, and systems

Page 61: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

Page 62: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

• Misfit at times can happen in large organizations

• The kind of behaviors we say we want and need forsuccess don’t match the kind of behaviors that arerewarded and built into control mechanisms, processes,and systems

• Instead, we say one thing and do another

Page 63: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

Let’s say we value the importance of trust between people

• Trust does not fit well with structuresof control

• Why would you need to control thatsame person by requiring detailedreports every week or month

• Give them the potential to succeedby providing the tools, the competence,for that person to grow and perform

Page 64: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

Imagine the organization values are creativity and innovation

• Detailed job descriptions limit people bydescribing what they are supposed todo and not supposed to do

• Not an effective way to create afoundation for innovation

• They must be free to think and do, andnot restricted by detailed instructions

Page 65: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

Let’s say that cooperation is an important organizational value

• Usual performance framework rewardsindividual performance

• If collaboration is important, you needto reward collaboration, not individualperformance

• If individuals need to be rewardedwithin the team for extraordinaryperformance, then team decides who

Page 66: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

Imagine organization wants people to engage with their whole selves

• But then they give them numericaltargets created by the managementteam

• Instead, if you want employeeengagement, let them create their ownobjectives and link their ownmeasurements to the overall companytargets

Page 67: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

Let’s imagine that equality is an important value

• Then, the organization promotescertain people to better positions orgives them higher bonuses

• Instead, involve the peers in the processof nominating managers and specialists

• You will minimize envy, competition,and social pain

Page 68: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

• These types of situations are contradictory and create a

misalignment between what people hear the

organizational values are (the wanted culture) and what

is really happening in the organization (the processes

and frameworks)

• Plus, we don’t achieve a better, more engaging place to

work if the structure is not designed in alignment with

the desired culture

Page 69: SCRUM AND AGILE NETWORK IN MANAGING PEOPLE · Definition of Agile Mindset ACHIEVING AGILE MINDSET Collaboration Respect •An agile mindset is the set of attitudes supporting an agile

MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

ORGANIZATION HIERARCHIAL OR DEPARTMENT FLAT OR CROSS FUNCTIONAL

ORGANIZATION COMMAND, CONTROL, CONFUSION TRANSPARENCY & EMPOWERING

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MODERN AGILE

HRDF Conference 2019

Modern Agile Transformation

ORGANIZATION

EMPOWERING

SELFORGANIZING

COLLABORATION

TRANSPARENCY

DISCIPLINE MORALE

MUTATION OF MODERN AGILE CULTURE & MINDSET WITHIN – ACROSS ORGANIZATION

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HRDF Conference 2019

Modern Agile Transformation

MUTATION WITHIN ORGANIZATION – Mindset transformation, cross function and leadership development

ORGANIZATIONCROSS FUNCTIONAL & EMPOWERED CROSS FUNCTIONAL & EMPOWERED

SPRINT 1

PRODUCT BACKLOG

SPRINT 2

MODERN AGILE

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MODERN AGILE

HRDF Conference 2019

"Self-organizing teams choose how best to

accomplish their work, rather than being directed

by others outside the team. They are structured and

empowered by the organization to organize and

manage their own work.“

- Scrum.org

Self Organization

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MODERN AGILE

HRDF Conference 2019

Self Organization

A B C

D E F

ProactivelySeek Work Execute Work

Themselves

Self-Learning

Upgrade SkillOpen To New ThingsDeliver Results

SELF ORGANIZING TEAM

EMPOWERMENT

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MODERN AGILE

HRDF Conference 2019

• Self-organization is an important Agile approach.

The idea of self-organization can be challenging for

those from a traditional mindset (Theory X)

• Humans tend to organize themselves effectively as

well. Without being told what to do and who to group

with, they naturally select who to team up with and

what to work on, especially when they have a very

clear why

Self Organization

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MODERN AGILE

HRDF Conference 2019

Modern Agile Principles

PEOPLE

RELATIONSHIPS

SYSTEMS

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MODERN AGILE

HRDF Conference 2019

Modern Agile Principles

MAKING PEOPLE AWESOME• This Modern Agile principle doesn’t

apply to customers exclusively

• It applies to everyone in the entireecosystem, the employees,suppliers, vendors, investors,owners, and partners

• Everyone has value within theecosystem and everyone needs tofunction at their personal peak

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MODERN AGILE

HRDF Conference 2019

Modern Agile Principles

MAKING SAFETY A PREREQUISTE • This principle means creating aculture of safety in order to unlockhigh-performance behavior

• Fear is the greatest roadblock tocreativity and innovation

• This is to create an environment forpeople to be comfortable enough tomake wild suggestions, speak theirminds, and to experiment withoutjudgment or penalty

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MODERN AGILE

HRDF Conference 2019

Modern Agile Principles

EXPERIMENT AND LEARN RAPIDLY • This Modern Agile principleexplains that it’s at behavior thatencourages people to take risksand learn from their mistakes

• Often, mistakes lead to thegreatest discoveries or inventions

• We’ll never be open to newexperiences if we don’t try themon for size and test the waters

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MODERN AGILE

HRDF Conference 2019

Modern Agile Principles

DELIVERING VALUE CONTINUOUSLY • This principle narrates that it’sessential to break work downinto smaller pieces

• Smaller pieces mean deliveringfaster and creating value asearly as possible for thecustomer

• It might require learning a newapproach to doing things

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MODERN AGILE

HRDF Conference 2019

Modern Agile Principles - Attributes

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AGILE PERFORMANCE MANAGEMENT

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Performance Pillars

• Agile way of establishing performance measurementand the framework has four core pillars, or ongoingactivities, that are vital to consider when strivingtoward improving people and employee performance

• Each of the four pillars is equally important, but howthey appear and are realized differs from onecompany to the next

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Performance Pillars

Set

and

rev

ise

go

als

Pla

n f

or

dev

elo

pm

en

t

Lead

, Man

age

, Co

ach

Pro

gre

ss F

ollo

w U

p

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Objectives & Key Results

• The framework needed to be taken down to a locallevel and adapted to the needs of the specificdepartment or business unit

• The overall recommendation was very “loose” andconsisted of guiding principles for goal setting,performance, and development, rather than rigidrules and detailed processes

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Objectives & Key Results

Setting individual

and team goals

Workforce

planning

Career development

Competency

management

and learning

Compensation

and benefits

Leadership and

management

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Objectives & Key Results

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AGILE PERFORMANCE

HRDF Conference 2019

• The ambitions document is in an A3 format

• The developers work on it independently andthen discuss it with their managers

• Every two weeks, they follow up together tomake sure things are on track or to assess whereand why they have gone off track

Agile Objectives & Key Results

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AGILE PERFORMANCE

HRDF Conference 2019

• This process incorporatesseveral effective Agile principlesto enhance employeeperformance, development,and achievement, clear goals,visual analysis, short feedbackloops, and flexibility forchanging direction

Agile Objectives & Key Results

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Objectives & Key Results

HIGH SCORE AVERAGE SCORE LOW SCORE

MANAGEMENT REWARD

EMPLOYEE / PEOPLE EMOTION

MANAGEMENT REWARD

EMPLOYEE / PEOPLE EMOTION

MANAGEMENT REWARD

EMPLOYEE / PEOPLE EMOTIONBecome demotivated and

disengaged up to six months after the rating

Become less productive upto two months after

the exercise

Become extremely unproductive and fearrejection or dismissal

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AGILE PERFORMANCE

HRDF Conference 2019

• When people are promised individual reward, ifthey achieve X, Y, and Z, goals become too rigid

• They are much harder to change because they aredirectly tied to the employee’s reward

• If there’s an external change in the market orsomeone makes a new discovery, the organizationwill fill find it challenging to sustain or withstand

Agile Objectives & Key Results

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AGILE PERFORMANCE

HRDF Conference 2019

• The more individualized the reward system, the moredamaging it is to the team because it isolates peopleand it puts a certain chosen few on a pedestal

• Changes from traditional performance measurementand management towards Agile PerformanceManagement to be strongly supported byorganizational leaders together with the humanresource team (people enablers)

Agile Objectives & Key Results

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AGILE PERFORMANCE

HRDF Conference 2019

Agile HR Practices

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AGILE PERFORMANCE

HRDF Conference 2019

HR Support For Agile Transformation

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AGILE PERFORMANCE

HRDF Conference 2019

Agile HR Transformation

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AGILE PERFORMANCE

HRDF Conference 2019

Lean Agile HR

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Approach – HR Solutions

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Objectives & Key Results

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Measurement and Management Techniques

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Measurement and Management Techniques

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Measurement and Management Techniques

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Measurement and Management Techniques

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Measurement and Management Techniques

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Performance Outcome

• More T-shaped people willemerge as a result, whichincreases to presence ofpeople with one or twoareas where theircompetence is deep,resulting in a more broad,flexible and general skillsetto complete the T

Ability to work outside core discipline

Discip

linary Exp

ertise

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Performance Outcome

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AGILE PERFORMANCE

HRDF Conference 2019

Agile Performance Outcome

• The basic idea is that professionals need to possess bothdepth of disciplinary knowledge and breadth ofcapability for collaboration across multiple disciplineshence the vertical and horizontal strokes of the ‘T’

• As opposed to an expert in one thing (I-shaped) or a “jackof all trades, master of none” generalist, a “t-shapedperson” is an expert in at least one thing but alsosomewhat capable in many other things. An alternatephrase for “t-shaped” is “generalizing specialist”

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AGILE SCRUM IN DESIGN THINKING

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AGILE DESIGN THINKING

HRDF Conference 2019

Agile Incrementally Builds Out Solution

• Agile – Scrum way of work is aligned with design thinking,where it’s a stepped back approach and identifies thetrue nature of the problem to be solved, and the teamcan leverage agile to incrementally build out the solution,taking it from minimum viable product (MVP) to pilot tolarge-scale production

• Agile becomes the mechanism to enhance the solutionover time, making it a “living product” that evolves withuser feedback and new business or market needs

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AGILE DESIGN THINKING

HRDF Conference 2019

Agile Incrementally Builds Out Solution

cv cv cv cv cv

DESIGN THINKING FRAMEWORK

Agile Scrum Iterative Development & Problem Solving

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AGILE DESIGN THINKING

HRDF Conference 2019

Leveraging Agile & Design Thinking

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AGILE DESIGN THINKING

HRDF Conference 2019

Leveraging Agile & Design Thinking

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AGILE DESIGN THINKING

HRDF Conference 2019

Leveraging Agile & Design Thinking

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AGILE DESIGN THINKING

HRDF Conference 2019

Unifying Design Thinking, Lean & Agile

IDEATE

DEFINE

EMPATHIZE

LEARN

PROTOTYPE

PRODUCTBACKLOG

SPRINT EXECUTION

SPRINT PLANNING

SPRINT REVIEW

SHIPABLEINCREMENT

Customer Problem Customer Solution

Co

ncr

ete

Ab

stra

ct

Design Thinking Lean Startup Agile

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AGILE LEARNING FOR PEOPLE

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AGILE LEARNING

HRDF Conference 2019

• Agile learning and competence development is a criticalcomponent in the employee value proposition

• Many people want to be in an environment where theycan learn and grow both are vital ingredients for people -employee attraction, engagement, and retention

• The whole organization benefits from nurturing a talentpool of people who want to better themselves

Agile Learning Design Process

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AGILE LEARNING

HRDF Conference 2019

Agile Learning Design Process

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AGILE LEARNING

HRDF Conference 2019

Agile Learning Design Process

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AGILE LEARNING

HRDF Conference 2019

Agile Learning Design Process

REASONS OF FAILURE TOWARDS TAKING LEARNING SERIOUS IN ORGANIZATIONS

• They are biased toward success andavoid the realities of failure at allcosts

• The concept of failure triggers anger,pain, and fear

• Try to sweep failure and avoid thenegative feelings instead ofembracing it as a learning tool

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AGILE LEARNING

HRDF Conference 2019

Agile Learning Design Process

REASONS OF FAILURE TOWARDS TAKING LEARNING SERIOUS IN ORGANIZATIONS

Neglect to engage in the important practice of reflection

What went wrong? What can we do better next

time? How can we improve?

What other competencies are needed on the team?

LACK OF PRACTICE OF REFLECTION

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AGILE LEARNING

HRDF Conference 2019

Agile Learning Design Process

REASONS OF FAILURE TOWARDS TAKING LEARNING SERIOUS IN ORGANIZATIONS

• There is an unproductive tendencytoward conformity

• Afraid of rocking the boat in theirindustries

• They want to fit in and they have thefalse assumption that “sameness” isattractive to an existing client base

SKEPTICAL TO BE DIFFERENT

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AGILE LEARNING

HRDF Conference 2019

Agile Learning & Development Methods

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AGILE LEARNING

HRDF Conference 2019

Agile Learning & Development Methods

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AGILE LEARNING

HRDF Conference 2019

Agile Learning & Development Methods

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AGILE LEARNING

HRDF Conference 2019

Agile Learning & Development Methods

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AGILE SCRUM LEADERSHIP

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AGILE LEADERSHIP

HRDF Conference 2019

Agile Scrum Servant Leadership

• Agile leadership is the craft of creating the rightenvironment for agile teams to thrive

• Therefore, the leader has to create an inspiringenvironment where teams take ownership of their workand learn fast from customers

• Agile leadership differs from traditional leadership inalmost every conceivable way and it doesn’t follow ahierarchical, top-down approach

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AGILE LEADERSHIP

HRDF Conference 2019

Agile Scrum Servant Leadership

• The agile leader has theability and capacity toassess risk, decidecourageously, and actquickly to meet therapidly changingenvironment whileproducing results anddevelop others’capacity to do the same

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AGILE LEADERSHIP

HRDF Conference 2019

Agile Leadership Model

Agile Leader Model with 5 key drivers and 10 leadership competencies

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AGILE LEADERSHIP

HRDF Conference 2019

Drivers of Leadership

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AGILE LEADERSHIP

HRDF Conference 2019

Drivers of Leadership

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AGILE LEADERSHIP

HRDF Conference 2019

Drivers of Leadership

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AGILE LEADERSHIP

HRDF Conference 2019

Drivers of Leadership

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AGILE LEADERSHIP

HRDF Conference 2019

Drivers of Leadership

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AGILE LEADERSHIP

HRDF Conference 2019

AGILE Leadership Checklist

• Empathy is becoming an important part of thesocial and cultural fabric

• Agile leaders work towards decentralization andteam-driven decision making

• Managers are increasingly chosen by the team,rather than appointed by executives or othermanagers

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AGILE LEADERSHIP

HRDF Conference 2019

AGILE Leadership Checklist

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AGILE LEADERSHIP

HRDF Conference 2019

AGILE Leadership Maturity for Self Organizing Teams

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AGILE LEADERSHIP

HRDF Conference 2019

AGILE Leadership Maturity for Self Organizing Teams

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AGILE LEADERSHIP

HRDF Conference 2019

AGILE Leadership Maturity for Self Organizing Teams

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AGILE LEADERSHIP

HRDF Conference 2019

AGILE Leadership Maturity for Self Organizing Teams

“Control less, enable more” should be the new mantra of leadership

One does not need to be controlling to get the best out of people

An effective leader is one who inspires others to perform to the highest of their abilities, while also making them feel good about the work they’re doing