the challenge of the next decade... transforming corporate managers... into agile leaders
Post on 14-Sep-2014
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It seems that even if more than a century passed by since the invention of the Corporate structure and the hierarchical management, they are still the most adopted form of structure used today. How can this be? Are Corporate and Management outlasting any other technology and organisational evolution happened over the last 100 years? Or are we just having to deal with very resilient structures, which are hard to dismantle? Or did we ever even thought about challenging them? This presentation is focusing in particular on those aspects which are related to transforming a corporate into an agile company, and mainly challenging those institutions that make the life of the management very difficult. The disconnect between the agile principles and values and the traditional management approaches using a push system and a strong hierarchy are very taxing for the managers and for the teams. Over the past 5 years agile42 has been working helping many companies to successfully convert into agile organisations, during this process we developed many tools to support the management to move toward what we call "Agile Leadership". In this presentation I am introducing some of those tools, and also sharing a practical way to assess your own organisation status, as well as some tools to start shifting the balance from Management to Leadership.TRANSCRIPT
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The Challenge for the next Decade...transforming Corporate Managers... into Agile Leaders...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Andrea Tomasini
Agile Coach & [email protected]
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Why is that needed?
Let’s have a look at what happens at our businesses...
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Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California
1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 2006
13.5 years
3 weeks
Time to Market
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Products more &
more complex
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too slow tooexpen$ive too
complex
No more Mediocrity
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Customers can change ...
... and they will!
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Customers evaluate
our services
Customers influence other customers
Customers are in control of the business
Customer Capitalism
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What are we doing about it?as Corporate Managers...
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CorporateHi
erar
chy
Compliance
Individ
ual
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We change the structure ...
... every 6-9 months
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We expect to gain
more
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ChaosDispiritDemotivation
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Why?
Symptom ≠ Problem
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??? Manager
EMEA
Worldwide Trade Corporation
I am...
... my position
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The Enemy is ...
... out there
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The Illusion to ...
... take charge
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The Fixation ...
... on events
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The Parable ...
... of the boiled frog
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The delusion of ...
... learning from experience
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The Myth of theManagement Team
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Mana!ment
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Immutable Truth
It is always been
there...
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command & control
tightly planned work
competition through economies of scale and cost reduction
impersonalcommunications
hierarchy
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Why
? Social &
Economic
conditions
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“The goal of the system is to make individuals as predictable and
controllable as the capital assets for which they are responsible”
(Harold Geneen ITT, 1965)
The System Has Stopped
Delivering
“In the past, Man has been first. In future, the system must be first”
(Frederick Taylor, The Principles of Scientific Management, 1911)
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semi-skilled
knowledge
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Committed Workforce
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20th century 21st century
Customers take charge
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What we should do about it instead!
as Agile Leaders...
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Pull principleIterative & Incremental
Empirical Process Control
Lean Thinking
Agile Reading Glasses
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Empirical Process controlAgile is based on empirical control, through transparency, inspection and adaptation the best processes are emerging while doing, and only retrospectively it is possible to recognize successful adaptation from non successful ones
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Defined Process Control Production-based process
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Empirical Process Control R&D based process
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Pull PrincipleAgile approaches are based on pull principle which allows self-organizing teams to pull in work and knowledge as needed in order to deliver valuable quality software
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PushPull
Individual TeamEnforcem
ent
Colla
borati
onCompliance
Focu
s on value
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Lean ThinkingLean Thinking inspired process improvement through constant observation of the unevenness in a flow, resources or people overburdening and elimination of wasteful activities
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Ove
rbur
den
(無理
: mur
i) do not overload your
People
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Unnecessary Variations(斑: mura) keep the Flow
Even
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Wasteful Activities(無駄: muda)
remove non value adding
Activities
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Iterative & IncrementalDelivering a product in subsequent iterative releases, not only improves the explicit quality of it, it also allows everybody involved in its development as well as every stakeholder, to learn better what is really needed to support a business vision
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Verif
y Idea
Improve it
Add Value
Read
y it
Done!
1 2 3 4 5
Iterative & Incremental0% 100%
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Every Increment:✓is inspect-able✓adds value✓it’s high quality✓it’s ready to ship
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a NEW start
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Organization
Wo
rk
ers
Cu
sto
mer
s
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Break
the Iron
Triangle!
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PushPull
Individual TeamEnforcem
ent
Colla
borati
onCompliance
Focu
s on value
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Agile Leadership Progression Timeline (1/5)
Leader’s Skills• Technical Expert• Planner & Organizer• Delegator• Controller
Characteristics• Controlling• Individual Evaluation• Individual Reward
Hierarchical
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Agile Leadership Progression Timeline (2/5)
Leader’s Skills• Group Communication• Problem Solver• Conflict Resolution• Group Dynamic
Characteristics• Participative• Individual Evaluation• Individual Reward
Enlightened
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Agile Leadership Progression Timeline (3/5)
Leader’s Skills• Facilitator• Leader• Conflict Resolution
Characteristics• Participative• Collaborative• Team Evaluation• Team Reward
Shared
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Agile Leadership Progression Timeline (4/5)
Leader’s Skills• Coach• Benchmarking
Characteristics• Collaborative• Peer Evaluation• Team Reward
Coordinated
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Agile Leadership Progression Timeline (5/5)
Leader’s Skills• Strategic Planner
Characteristics• Empowered• Peer Evaluation• Team Reward• Team Recruitment
Agile
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Who is responsible?
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Experiences
Pyramid of Results
Beliefs
Actions
Results
CultureMan
age
Lead
The “Results Pyramid” is copyright of Partners in Leadership LLC
shift
the
balanc
e
coaching is an ongoinglong term investment
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DECK
irectionnvironmentonstraintsnowledge
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Rel
atio
nsh
ip B
ehav
ior
Leaders Behavior
Telling
SellingParticipating
Delegating
DECK
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Cultivation Competence
Control
Peopl
eIm
personal
Actuality
Possibility
Collaboration
William Schneider - The four Core Cultures
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Passion
Delight
Success
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What’s the recipe?
1) Focus on Value, not compliance!
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What’s the recipe?
2) Encourage and nurture engagement
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What’s the recipe?
3) Work with Self-Organizing Teams, so to use all the brain-power you have available instead of only 1 on 5!
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What’s the recipe?
4) Use empirical control, focus on outcome not on output!
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What’s the recipe?
5) Start to shape your new organization by changing yourself first!
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What’s the recipe?
6) Understand it is a cultural change... and it’s not about you
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Thank You!
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More food for thought...
http://slideshare.net/tumma72