Blueprint for an Agile Enterprise

Transcription

1 Blueprint for an Agile Enterprise AgileNYC October 20, 2010 Michael K. Spayd Collective Edge Coaching

2 Michael K. Spayd Enterprise Transformations 9 years Teams Coached / Trained 40+ Execs/Mgrs Trained / Coached 90+ Lived to tell about it - priceless

3 Agile Enterprise Model Seven Dimensions Level Key Question Primary Discipline ORGANIZATION What is trying to happen? Systems Change Model What type of Culture do we have? Does Agile focus or diffuse it? LEADERSHIP Does my leadership expand or contract others? BUSINESS (Strategic) PROGRAM (Process) Core Culture Alignment Leadership Agility How can we optimize our business? Lean-Agile Business What consistency do we need in process and products? The Principled PMO MANAGEMENT How can management add value to selforganized teams? Agile Manager Competencies TEAM Will this group become a performing team? Conscious Teaming INDIVIDUAL Will I be responsible for, or a victim of, my work world? Self-Leadership / Self Responsibility

4 Agile Enterprise Model Team Configuration E-Configuration Business Unit Exe c Lea der Management Businesse s Teams Product Owners B-Configuration Individual T-Configuration Business Unit Enterprise Culture & Vision Business Unit Business Unit Manager Team Business Unit

5 Agile Enterprise Model Business Unit Configuration E-Configuration Business Unit Business Unit Business Unit Enterprise Culture & Vision Business Unit Management Exec Leader Businesses Teams Product Owners Manager B-Configuration T-Configuration Individua Tea m B l

6 ORGANIZATION CULTURE How important is it? What kinds are there? Which is mine?

7 How Important is Culture? Collins & Porras Built to Last What s the difference between visionary and comparisons? A Strong, Integrated and Consistent Culture Most critical factor: Alignment where all elements of the organization work in concert $700,000 $600,000 $500,000 $400,000 $300,000 Stock Market Performance of Visionary vs. Comparison Companies ($100 invested) 1990 Visionary Comparison Adapted from Jim Collins & Jerry Porras, Built to Last $200,000 $100, $

8 What types of Culture do organizations have?

9 What s your culture... Survey Instructions: In my unit* at work... Your project community Your department Your business unit / division Company as a whole *Who influences you / who you want to influence

10 What kind of Cultures are there? A Based on William Schneider, The Reengineering Alternative

11 What kind of Cultures are there? Superiority B Based on William Schneider, The Reengineering Alternative

12 What kind of Cultures are there? C Based on William Schneider, The Reengineering Alternative

13 What kind of Cultures are there? D Based on William Schneider, The Reengineering Alternative

14 Four Core Cultures Collaboration Control Cultivation Competence

15 An example Culture profile Core culture is Control Second preference is Competence Control 54% D Collaboration 12% Competence 34% C A B

16 Draw your Culture profile here Collaboration % Control % D C Cultivation % Competence % A B

17 What Culture Type is Agile? Core culture is Collaboration Strong second preference is Cultivation Collaboration 47% Control 3% D A C Cultivation 41% Competence 9% B Based on survey conducted May 2010, 120+ respondents

18 Management Approach & Culture Fit Collaboration Self-directed Teams Management by Consensus Participative Management Agile Control Six Sigma (precision) Statistical Process Control Cultivation Principle-center Leadership Open Book Management Spirit at Work Seeking Employee Commitment Agile Competence Best Practice / Benchmarking Six Sigma (excellence) Knowledge Capital Adapted fom Schneider (C) 2009 Collective Edge Consulting

19 ORGANIZATION CULTURE Given your Culture, what should you do?

20 Implementation Strategy Collaboration Strategic approach Agile Everywhere Good Culture Virus Cultivation Strategic approach Agile spreads Culture values Let Agile spread freely Cautious &Conservative Tactical implementation Agile as a Tool Consider slow change approach Ambitious Maximize Technical Prowess & Superiority Consider technicallydriven change Control Competence 2010 Collective Edge Coaching, llc

21 Teams Collaboration Cultivation Maximal selforganization Nurturing of people People-oriented culture Maximal selforganization Development of people Values-oriented culture Collaboration culture with a more formal feel Boundaryed selforganization Acknowledge expertise Tactical self-organization Control Competence 2010 Collective Edge Coaching, llc

22 Roles & Jobs Collaboration Maximal Role blurring Informal jobs approach Cultivation Aspirational role approach Self-designed job creation Don t expect much role blurring Respect formal roles Emphasize technical challenges Measure team performance Control Competence 2010 Collective Edge Coaching, llc

23 Management Interface Collaboration Informal, personal style People-driven reporting Cultivation Informal style Inviting management participation People & values-driven reporting More formal style Respecting organizational authority Data-driven reports Data-driven reporting Technical/expertise orientation Control Competence 2010 Collective Edge Coaching, llc

24 Thank you for attending! Contact Info MICHAEL K. SPAYD