WORKBOOK AGILE PEOPLE FUNDAMENTALS

Name:…………………………………………………………………………………………………………………..

INTRODUCTION

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OPTIMIZE GROUPS BY DIVERSITY

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What is your goal for this training?

Where are you from (country/city)?

What org. / department do you work in?

What is your main role in your company?

What is your greatest skill?

What is your gender? Other Woman Man

How competent are you in the area of Agile?

1. I don’t know anything about Agile 2. I have a clue what Agile is about 3. I have good knowledge about Agile 4. I am more knowledgeable than most people

about Agile 5. I am an Agile expert

Table/group scores

How competent are you in the area of Leadership? 1. I don’t know anything 2. I have a clue 3. I have good knowledge 4. More competent

than most people 5. I am an expert

What generation do you belong to?

Traditionalist (born before 1946) Baby-boomer (born between 1946 and 1964) Generation X (born between 1965 and 1980) Millennial (born between 1981 and 2000) Generation Z (born after 2000)

Leadership

HR

How competent are you in the area of HR? 1. I don’t know anything 2. I have a clue 3. I have good knowledge 4. More competent

than most people 5. I am an expert

Table/group scores

AGILE PEOPLE PRINCIPLES

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Transparency Visualization

Trust

Customer Value

Focus

Relative Goals

Continuous Learning &

Improvement

Increase Psychological

Safety

Increase Diversity

Cross Functional Teamwork

Empowerment Optimize for the Whole

More Experimentation

Trial and Error

Emerging Goals

Tell why and what and leave the how

to the people

Don’t Sub optimize

Individuals and Interactions over

Processes and Tools

Know People Deeply

Peer Pressure

Collective Intelligence

Clear Goals & Simple Rules

Stable and Semi-stable teams

Self Organization

Increase Happiness

Give and Receive Positive Feedback

Make Mistakes and Learn from them

Self Leadership

Grow People

Common Direction

Accountability & Commitment

Purpose and Meaning

Boundary Spanning

Authenticity

Adaptability

Sustainability

AGILE PEOPLE TOOLS AND PRACTICES

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Personal Maps Sococo

Retrospectives

Reiss Motivation Profile

Kanban & Trello

Value Stream Mapping

Scrum

Impediment Log

Lean Kaizen

Buddy System

Daily Standups

Delegation Boards

Consent Decision Making

…

Psychological Safety Game

Merit Money

Story Boards

OKRs

Beyond Budgeting

Salary Formulas

Bonusly

Applause

DO YOU BELIEVE IN X OR Y

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People dislike work, find it boring and will avoid it if they can

People need to work and want to take an interest in it. Under right conditions, they enjoy it

People must be forced or bribed to make the right effort

Most people have very little creativity – except when it comes to

getting around rules

People are motivated mainly by money and fear about

their job security

People would rather be directed than accept responsibility

(which they avoid)

People will direct themselves towards goals that they accept

People will seek and accept responsibility under the right conditions

Under the right conditions, people are motivated by the desire to realize their own potential

Creativity and ingenuity are widely distributed and grossly under-used

CONCRETE PRACTICE

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What are your biggest challenges in your work today?

Write them down on sticky note(s) and put them in the backlog of a Kanban board for the table

Prioritize together

NOTES

WE LIVE IN A VUCA WORLD

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VolatilityUncertainty

ComplexityAmbiguity

V = Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts. Everything is changing all the time and volatility describe how that happens.

U = Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. How aware are we of unpredictable stuff?

C = Complexity. The multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surrounds organization. Everything affects everything else all the time and it’s not simple anymore. ”If we do this it leads to that” does not work anymore.

A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. The same thing can have different meanings.

How do we make sense of this ?

What strategy can work ?

How do we make decisions and Act?

NOTES

AGILE VALUES COLLECTION

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NOTES

SAVE BOOMERANG

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Certification Exercise for ICAgile Certified Professional – Agile Talent (ICP-AHR) CertificationIntroduction - Boomerang is a Swedish fashion brand that had been in business for 40 years. On January 4, 2018, the CEO put the company intobankruptcy. Here is what he said: "We have run the business in a market that has changed at an ever-increasing pace, and unfortunately we have not managed to adapt our structures and processes quickly enough to create long-term profitability. Therefore, we have been forced to apply for bankruptcy. Boomerang has been breached with declining results since 2012, and in 2016 the clothing label recorded a loss of 31 million kronor and a turnover of 137 million kronor. And despite efforts with reduced staff and new managers, it has not been possible to reverse the ship, says CEO Peter Bolinder in an interview with Swedish paper Dagens Industri. We have done everything in our power, but now we are in this situation / ... / We hope to come back in a smaller format, but right now we are fully committed to taking care of our employees who are shocked at what has happened. It feels terrible” he says.Now, he is asking you for advice on how to change the company’s people processes, structures, and mindset to be able to save what’s left and manage to start over again.Questions to be answered:1. F1 How has the world changed, and what are the reasons for the problematic situation that Boomerang now is finding themselves in?2. F2 How does Boomerang make all employees take responsibility and ownership for their work in a leader-like manner, growing a self-management

culture?3. F2 What happens if Boomerang doesn't let people fail. What effect does it have on culture, working climate, innovation, and performance?4. F3 Describe the future organization structure in Boomerang and why you have chosen this particular way of organizing5. F3 Could Boomerang be successful without any formal leaders at all? In that case, how do we make decisions that are typically taken by leaders in a

traditional organization?6. F4 In what direction should the culture develop in Boomerang? Describe with examples of behaviors7. F5 How do leaders need to change in Boomerang? Sample of leadership program and content? How do you manage to convince current leaders that

they have to act differently?8. H1 How will Boomerang need to handle job descriptions/titles/positions/competency profiles?9. H1 What is the role of HR in the new Boomerang? Main responsibility?10. H2 The internal HR work in Boomerang – how does it change – what does an HR team look like, and how do they perform their job, creating value for

managers and employees?11. H2 How can HR in Boomerang involve people in the production of the HR deliverables?12. H3 What should the performance management system look like in Boomerang? How do they set goals and ensure that people have a mutual

direction?13. H4 The comp & ben strategy and the way people are rewarded – what are the principles that need to be followed in the future Boomerang?14. H5 Who in Boomerang should be recruited again (what are the requirements, competencies, and personalities), and how is the new recruitment

process different from the old process? (we assume they had a standard recruitment process based on competence and into fixed positions)15. H5 How do we involve employees in the selection of leaders in the new Boomerang company?16. H6 Engagement surveys – are they still kept in the future Boomerang? And in that case, what do they look like?17. H6 What role do motivation and engagement play in the new Boomerang company18. H7 How is the new Learning strategy different from the old one? How do they create prerequisites for continuous learning and improvement?

Some facts:Number of employees in the last three years: 84-92Turnover has declined since 2012. Results have been negative since 2012.Requirements for certificationYou will have the opportunity to work on the assignment during the training in your teams and discuss and collect input, and I recommend teaming up with some of the other training participants to do the assignment together.You need to report back in written format (3-5 pages of text and images, word or ppt) within 1 (one) month from the last day of the training. Your report needs to contain a whole concept for how to think about Leadership in the small future Boomerang business.

When you are done – name the report document, (the actual digital document, e.g. pdf, word, PP) with your name and the trainingdates. (Example: “Save Boomerang, Rachel Smith, 26-27 Feb 2019.pdf”)If you are a group, then name the report document with (group name, optional) and the training dates. In the mail with the report, please add all of the names from the group.

Send via email to your facilitator: ……………………………………………………………………………

SAVE BOOMERANG

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Certification Exercise for ICAgile Certified Professional – Agile Leadership (ICP-LEA) CertificationIntroduction - Boomerang is a Swedish fashion brand that had been in business for 40 years. On January 4, 2018, the CEO put the company intobankruptcy. Here is what he said: "We have run the business in a market that has changed at an ever-increasing pace, and unfortunately we have not managed to adapt our structures and processes quickly enough to create long-term profitability. Therefore, we have been forced to apply for bankruptcy. Boomerang has been breached with declining results since 2012, and in 2016 the clothing label recorded a loss of 31 million kronor and a turnover of 137 million kronor. And despite efforts with reduced staff and new managers, it has not been possible to reverse the ship, says CEO Peter Bolinder in an interview with Swedish paper Dagens Industri. We have done everything in our power, but now we are in this situation / ... / We hope to come back in a smaller format, but right now we are fully committed to taking care of our employees who are shocked at what has happened. It feels terrible” he says.Now, he is asking you for advice on how to change the company’s leadership processes, structures, and mindset to be able to savewhat’s left and manage to start over again.

Questions to be answered:1. F1 How has the world changed, and what are the reasons for the problematic situation that Boomerang now is finding themselves in?2. F2 How does Boomerang make all employees take responsibility and ownership for their work in a leader-like manner, growing a self-

management culture?3. F2 What happens if Boomerang doesn't let people fail. What effect does it have on culture, working climate, innovation, and

performance?4. F3 Describe the future organization structure in Boomerang and why you have chosen this particular way of organizing5. F3 Could Boomerang be successful without any formal leaders at all? In that case, how do we make decisions that are typically taken by

leaders in a traditional organization?6. F4 In what direction should the culture develop in Boomerang? Describe with examples of behaviors7. F5 How do leaders need to change in Boomerang? Sample of leadership program and content? How do you manage to convince

current leaders that they have to act differently?8. L1 How do the new prerequisites in the VUCA world affect how Boomerang needs to change and adapt when starting over again?9. L2 Example of leadership programs and content? How do you manage to convince current leaders that they have to act differently?10. L3 What kind of leaders should be recruited again (what are the requirements, competencies, and personalities)?11. L3 What are the new demands on leaders that Boomerang needs to think about?12. L4 What kind of leadership mindset/value structure will be necessary to succeed? 13. L4 Explain the criticality of a growth mindset for Agile Leadership14. L5 How do you identify your mental models in conversations?15. L5 How do you become aware that other people have other mental models?16. L6 Describe how you can foster development across an organization by providing tools people can use individually and in the team to

grow in capability17. L6 How can we instill the Gardener Metaphor in the minds of new leaders, mainly managing the system instead of the people?18. L7 What are the necessary leadership skills when practicing Boundary Spanning Leadership, and why is it essential in a VUCA world.

Some facts:Number of employees in the last three years: 84-92Turnover has declined since 2012. Results have been negative since 2012.Requirements for certificationYou will have the opportunity to work on the assignment during the training in your teams and discuss and collect input, and I recommend teaming up with some of the other training participants to do the assignment together.You need to report back in written format (3-5 pages of text and images, word or ppt) within 1 (one) month from the last day of the training. Your report needs to contain a whole concept for how to think about Leadership in the small future Boomerang business.

When you are done – name the report document, (the actual digital document, e.g. pdf, word, PP) with your name and the trainingdates. (Example: “Save Boomerang, Rachel Smith, 26-27 Feb 2019.pdf”)If you are a group, then name the report document with (group name, optional) and the training dates. In the mail with the report, please add all of the names from the group.

Send via email to your facilitator: ……………………………………………………………………………

YOUR GOAL(S) FOR THE WORKSHOP

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1. Please take a couple minutes and think of your goal(s) / objectives for this training again

2. Share with the rest of the team after writing them down on a sticky note

NOTES

PSYCHOLOGICAL SAFETY

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CONNECTION: CAN I BE MYSELF

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NOTES

Have you ever held back from sharing anything at work (something you were working on, an idea you had, a complaint, etc.) because you were worried about how people might react to it? Take 1 or 2 minutes and discuss with the person next to you.

CONCRETE PRACTICE: THE PSYCHOLOGICAL SAFETY GAME

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PurposeThe purpose of the game is to increase psychological safety in a person / team / company by opening up and sharing thoughts around areas that could increase or decrease how safe people feel to make mistakes in the organization.

How to PlayOn one side there is a statement and on the other a picture. A smiling person on the picture mean that it would increase psychological safety, and a sad person means that it would decrease psychological safety. On 3 cards you can see both a smiling and a sad person, which means that depending on how you perceive the text on the other side, you can interpret it as both increasing or decreasing psychological safety.

• If you are a group of people who have not previously worked as a team: Spread the cards on the table with the text faced up (or down, if you prefer to be surprised). Take turns to pick a card and read the text. Tell a story or tell why you think thecard is important. You might have a special experience related to any of the cards that could be shared and discussed.

• If you have been working together in this team for some time: Spread the cards on the table with the text faced up (or down, if you prefer to be surprised). Take turns to pick a card and read the text. Discuss & document in the group if this issomething you have experienced in this particular team. Also discuss what actions that you would like to take to increase safety based on what issues you are experiencing and how to further increase the effects from the positive cards.

• Option: Collect points. Minus 2 points if you have experienced one of the negative cards. 1 plus point for every card that has a positive effect. Keep the scores on a flip chart and discuss how you could increase the total score in the end of the game, by turning around some of the negative cards or by increasing the number of positive cards in relation to negative cards.

• For a new team: Pick the cards that you would like to make your guiding stars and make sure to hold each other accountable for living the statements on the cards at all times

PSYCHOLOGICAL SAFETY

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Psychological Danger

Fear of admitting mistakes

Blaming others

Less likely to share different views

”Common Knowledge Effect”

Psychological Safety

Comfortable admitting mistakes

Everyone openly shares ideas

Learning from failure

Better innovation & decision making climate

NOTES

CONCLUSION: FAIL FAST

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What happens if we don’t let people fail?

What kind of effect does it have on culture, working climate, innovation and performance?

NOTES

CONCLUSION: SELF REFLECTION

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NOTES

STRUCTURING THE ORGANIZATIONAL ECO-

SYSTEM

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CONNECTION - MORNINGSTAR

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• How do they make decisions?• What is the most important thing?• How do they hire people?

NOTES

ORGANIZATIONAL STRUCTURES

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Flatter organizationHierarchical organization Flat organization

Flatarchies Holocratic organization

PRINCIPLES FOR AGILE ORGANIZATIONS

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From…

1. Top-down2. Upfront org. Design3. Communication via managers4. Sub optimizing5. Machine metaphor6. Complex bureaucracy7. Project based8. Functional teams9. Decision making by management10. Central control11. Human view X12. Resource optimization

To…

Based on stable teams Bottom up AND top-down Cross-functional teams Trust local variety Flow optimization Optimizing for the whole Network metaphor Keep it simple Emerging org. Design Communication flow free between everybody Everyone involved in decision making Human view Y

Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order

BUDDY SYSTEM

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BEYOND BUDGETING - THE ADAPTIVE MANAGEMENT MODEL

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Leadership principles

1. Purpose - Engage and inspire people around bold and noble causes; not around short-term financial targets

2. Values - Govern through shared values and sound judgement; not through detailed rules and regulations

3. Transparency - Make information open for self-regulation, innovation, learning and control; don’t restrict it

4. Organization – Cultivate a strong sense of belonging and organize around accountable teams; avoid hierarchical control and bureaucracy

5. Autonomy - Trust people with freedom to act; don’t punish everyone if someone should abuse it

6. Customers - Connect everyone’s work with customer needs; avoid conflicts of interest

Management processes

7. Rhythm - Organize management processes dynamically around business rhythms and events; not around the calendar year only

8. Targets - Set directional, ambitious and relative goals; avoid fixed and cascaded targets

9. Plans and forecasts - Make planning and forecasting lean and unbiased processes; not rigid and political exercises

10. Resource allocation - Foster a cost conscious mind-set and make resources available as needed; not through detailed annual budget allocations

11. Performance evaluation - Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only

12. Rewards - Reward shared success against competition; not against fixed performance contracts

PICK A MOVIE

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Go to Beyond Budgeting and pick one of the twelve movies

https://bbrt.org/the-beyond-budgeting-principles/12-beyond-budgeting-principles-explained-members-core-team/

(“Easy” walk in – bbrt.org > About > The Beyond Budgeting Principles > The 12 Beyond Budgeting Principles…)

Share with the rest of the team – make a short presentation of ”your” movie

NOTES

TRADITIONAL PERFORMANCE APPRAISALS VS. SYSTEMS THINKING

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Trad. appraisals:

• Forced process• Individual accountability• Motivate with incentives• One size fits all• Controlling structures• Annual event approach• Rely on inspection• Improve the parts (people)

Systems thinking:

• Empower people• Collaborative teams• Unleash intrinsic motivation• Respect diversity• Emerging structures• Just in time• Improve processes• Improve whole system

OBJECTIVES AND KEY RESULTS

What is your most important objective for the next month(s)?

• # O:

What the two to three measures that would indicate that you are moving in that direction?

• # KR 1

• # KR 2

• # KR 3

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Test your OKRs

O:

• Inspiring?

• Within your area of responsibility?

• Should not be measurable!

• Is there a connection to higher company goals and / or vision?

KR:

• Is there a figure in each Key result?

• Is it expressed as an outcome, not an activity?

• Is the KR challenging?

• Does it lead to the O (if not, then change)?

GROWING AN AGILE CULTURE

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CONNECTION

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What do you already know about company culture and how to build it?

Take a few minutes to reflect and then share in your groups

Notes

THE COMPETING VALUES PARADOX

Agile Business Consortium. Adapted from Competing Values Framework, OCAI Model, Denison Culture Model & Schneider’s Culture Matrix & McKinsey Agile People ® 30

STRUCTURE CULTURE MISFIT

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1. Let's say we value the importance of trust between people. It does not fit well with structures of control. If you really trust somebody, why would you need to control that same person by requiring detailed reports every week or month? If you trust somebody, you give them the possibility to succeed by providing the tools, the competence and all other prerequisites that are necessary for that person to grow and perform. And then you get out of their way and trust them to get the job done.

2. Imagine your company values are creativity and innovation. And then the structured, detailed job descriptions limit people by describing what they are supposed to do and not. This is not a very effective way to create a foundation for being innovative. If we use job descriptions and roles, we need to make them as wide and flexible as possible and to let people go outside their role if this is what makes them tick (it's also a good way of knowing if people are really thriving in their current role). Only when you are free to think and do and not restricted by detailed instructions, you can release creativity in people.

3. Let's say that cooperation is an important organizational value. But the performance framework rewards individual performance. If collaboration is important, you need to reward collaboration, not individual performance (simple, right? :)) A way to do that is to reward the team instead of the individual. And if individuals should be rewarded within the team for extraordinary performance, you can leave that to the employees to decide who should get the biggest part -they know very well who made the most effort and this way of rewarding individuals will not hurt cooperation.

4. Imagine that the organization want people and teams to engage with their whole selves for the greater good of the whole organization and then they give them numerical targets, broken down from numbers created by the management team. Instead, if you want employees whole engagement, let them create their own objectives and link their own measures to them and then link them to overall company targets.

5. Let's imagine that equality is an important value. They say that all employees have the same value, and we are all equally valuable to the organization (or at least that's what people are told). Then they promote certain persons to a better title or a higher bonus according to the succession process, behind the back of the rest of the team. Instead, involve the peers in the process of nominating managers and specialists. You will create a lot less envy, competition and social pain.

6. Let's say diversity is extremely important for us, but where are the women in top management? And where are the different ethnic people that we see in marketing campaigns spread about our company?

7. Let’s say you value performance and that employees are living the "right" behaviors in the company. And then you reward them on a scale from 1-5 in a formal performance rating exercise with a fixed distribution. "My manager says I did a great job last year, but there aren't any fives left, so I got a four". Guess who is disengaged instead of motivated?

Purpose: For any organization to be successful, you need to have a fit between the culture (values and behaviors) on one hand, and the structures (methods, processes, systems) on the other hand. If not, you will experience confusion around what is said and what is really done. Regardless if you value winning, money, status and competition or teamwork, higher purpose, whole people and collaboration, you need to have this fit between the values that you say you want, and the structures that make up the business "way of working", often consisting of different tools, processes and IT-systems. Unfortunately, too often, I have seen the misfit in large companies. The kind of behaviors that we say we want and need for success, don't match the kind of behaviors that are rewarded and built into control mechanisms, processes and systems. Instead, we say one thing with our mouths and do another with our hands.

THE BUREAUCRACY TRAP

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The problem with organizing a thing is that pretty soon, folks will be paying more

attention to the organization than to what they are organized for

4 ORGANIZATIONAL WINDOWS

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Intrinsic motives, basic desires, needs

and values

Behaviors, skills, knowledge and

competence

Norms, culture, org. values

(communicated or not)

Structures, systems, processes,

methods, tools

Individual

Organizational

(not visible) Internal External (visible)

“4 organizational windows”

SHARE WITH A (NEW) PARTNER

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• What was your key take away from the Structure / Culture misfit role play exercise?

• And how can you use that in your work?

Notes

DON’T MANAGE PEOPLE – MANAGE THE SYSTEM

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NOTES

CREATING CONDITIONS FOR CHANGE

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AGILE PEOPLE BEHAVIORS TO INCREASE

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… what kind of people are we looking for?

1. People Who Collaborate

2. People Who Ask for Help

3. People Who are Willing to Take Small Steps and Get Feedback

4. People Who are Willing to Do Something That Is Good Enough for Now (safe enough to try )

5. Adaptable People

6. People Willing to Work Outside Their Expertise

7.

8.

9.

10.

FIXED OR GROWTH MINDSET

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Growth Mindset

Fixed Mindset

NOTES NOTES

MINDSET SLIDER

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Mindset sliders100%

onLean

toLean

to100%

onLeft Left Right Right

Our company exists to provide a return to shareholders? Our company exists to delight our customers?

Customer comes first? Employee comes first?

Our focus is on resource & cost efficiency? Our focus is on the efficiency of the "end to end" process?

Processes and tools are keys to our success? People & interactions are keys to our success?

We improve through standardization & best practice? We improve through failure and experimentation?

Decision making needs to be hierarchical? Decision making needs to be distributed?

Success is achieving our own individual goals & purpose? Success is achieving our team goals & purpose?

Most issues are caused by individuals? Most issues are caused by the overall "System of Work"

Put an x where you think your org. is on the mindset slider and maybe also where you think you should be in the future.

Share & discuss with your group!

THE FAST LEARNER ADVANTAGE

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NOTES

How can we create prerequisites for organizations to continuously learn and develop so that we can stay competitive and innovate new products and services that the customers want and need all the time?

The world is changing at an exponential pace when it comes to technology, economy, and everything else. Globalization is all around us. New business models are invented by new players. Disruption is all around when customers start acting in new ways.

In a world where all the knowledge in the world is available all the time to everybody via Google and the Internet, you need to learn all the time. The capacity to learn faster than the others become the only remaining competitive advantage – so innovation and creativity become one of the most important skills when you hire new people.

The organizations that can learn faster than the others are the winners in the future.

THE CHANGE JOURNEY

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The old blame and shame culture is likely to emerge at this pint. When people resist change, others tend to blame them for being an obstacle and diminish their role in the new process.

Organizations must learn that resistance is good and necessary part of the process. Without sufficient resistance to test and challenge the new ideas, true buy-in and commitment to the new order will be elusive at best.

From ON DEATH AND DYING by Dr Elisabeth Kubler-Ross. Copyright © 1969 by Elisabeth Kubler-Ross; copyright renewed © 1997 by Elisabeth Kubler-Ross.

NOTES

HOW TO MAXIMIZE WASTE

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If you want to produce maximum possible amount of waste, you need to disable every form of organizational learning. To achieve this, make sure that:

• enterprise plans are detailed, long-term and feature one and only right course of action • adherence to such long-term plan is ingrained in all metrics and KPIs • leaders never immerse into execution environment, instead using dashboards with aforementioned metrics • teams and units have strong boundaries, so that temptations to regroup to better manage dependencies would

never occur • you have proxy roles everywhere that won't let the actual customer nowhere near the development process • leaders at all levels are evaluated based upon the good news / bad news ratio (GNBNR) that they bring upstairs;

maximizing GNBNR is key to successfully following a detailed, long-term plan If you are an ambitious enterprise that would like to use every opportunity to create waste, use this list as self-assessment to identify the remaining, overlooked areas where learning may still be happening, and take bold action to eliminate them.

Nobody gets there overnight, but if you persistently follow the advice above, you will be soon creating waste at a monumental scale!

30 REASONS FOR FAILING TO TRANSFORM

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1. It's a culture change for most and culture change is hard2. Believing it's about process and tools over individuals and

interactions3. Believing it’s all about speed when it's really about maximizing value4. In short not understanding what problem you're really solving5. Company politics6. Not practicing servant leadership7. Not hiring coaches to assist with the transformation8. Believing that non-agile managers can foster an agile transformation

when all their management instincts, behaviors, and practices are non-agile

9. Having a traditional project plan for it and a big bang approach10. Using a traditional manager to "manage it“11. Compromising at the first hurdle, instead of solving impediments12. Window-dressing or compliance-agile to look good13. Seeing it as a cost-saving exercise14. Hiring the wrong coaches, e.g. hands-off, fluffy, single framework

evangelist coaches (usually 2-day Scrum only)15. Having no organizational change strategy (as the coaches under 14

just know Scrum, for example)

16. Not visualizing real improvement in key business metrics17. Over-focus on (2-day) "certification18. Mass-training but no doing and learning from doing19. Thinking it is "just a framework change"20. Underestimating the time and solidness it takes and expecting

miracles in 3 or 6 months21. No real, concrete senior management support22. Passive aggressive resistance from middle-management, or even

them hijacking agile once the first success shows23. Thinking agile is a milestone - "we are agile now!"24. Changing the outside looks but not the DNA of the organization25. Taking advice from large, monolithic (non-agile) consultancies26. Never starting at the Why27. Only care about the outcome, not the journey28. No plan for role change29. Blindly listening to agile evangelists that tell you to follow all the 10+

agile commandments, turning your brain off and outsourcing responsibility

30. Replacing all common sense by "evangelistic new agile" as nothing before made sense

CONCLUSION

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Did you experience any of the reasons for failing in the 30 reasons?

Reflect and write down some notes

WRAP UP

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RETROSPECTIVE FROM MY TRAINING GOAL

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NOTES

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LAST BUT NOT LEAST

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• We now invite you to join the Agile People community:

• Agile People Slack group – let’s continue discussing and exchanging experiences there!

• Agile People Member area on agilepeople.com: Training material on PDFs / YouTube playlists / links, discount in the Shop

YOUR NOTES

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NOTES