Promoting Agile in Organisations. Why? How? Examples.

Transcription

1 Promoting Agile in Organisations Why? How? Examples.

2 Promoting Agile in Organisations 1. Wibas 2. Change Management 3. Case Examples 4. Reference Material 5. Output from Discussions

3 wibas: We are specialists for effective and sustainable changes in IT organisations. For this, we apply our solution and change competences. We accompany our customers on two levels: " With Solution Competence in organisational structures and processes in IT departments " Value stream and product orientation (Scaled Agile, Scrum, Lean) " Removal of structural problems (budget overrun, delivery delays, project portfolio management) " Professionalising ways of working (CMMI, ITIL,.) " Providing examples and developing of solutions together with the organisation " With Change Competence to put structures and processes into operation and embed them in the organisation s culture " We manage and structure the change project " We ensure an early acceptance of the change " Wir establish an effective rollout " We coach employees, multipliers and managers 3

4 wibas: For over 17 years we support our customers in strategic changes in their ways of work and in their organisation structures. Large and small corporations, e.g.: In a variety of market segments, e.g.: For profit or non-profit, e.g.: Public and private sector. e.g.: 4

5 Promoting Agile in Organisations 1. Wibas 2. Change Management 3. Case Examples 4. Reference Material 5. Output from Discussions

6 Why change? Why Agile? How can we win over the skeptics? Most of us Agilists embrace a vision of an Agile Organisation with values and principles which are more humane and less industrial. For us Agilists the benefits of the Agile paradigm seem so blatantly obvious that it s a mystery why we still encounter resistance from skeptics. We value more We value less However many of us are trapped in organisations where many key stakeholders believe that Agile is merely an idealistic tool for some tech teams and that it is too rigid to fit into the real world context. 6

7 Why Agile? An Agile Organisation is more capable of reacting nimbly to constant change in the ever more complex digital world. Agile reactivity to market developments " Experimentation (Lean Startup, Design Thinking) " Early and regular delivery (e.g. Tesla) " Inspect and adapt (because too complex to understand everything in advance) " Empowerment for speed What I will share How I ll collaborate V-U-C-A Volatility Uncertainty Complexity Ambiguity What I ll invest of myself Agile = modern leadership " Theory Y or post-heroic leadership " Empowerment and shared direction " Generation Y expectations The Foundations Ken Blanchard Comfort David Rock Source: Building Creative Teams, Motivation, Engagement & Retrospectives Cara Turner Drive Dan Pink 7

8 What does an Agile Organisation look like and how do we get there? Agile Evolution " Every Organisation goes through structural change on its path to becoming an Agile Organisation. " Reference models such as Scaled Agile Framework (SAFe) or Large Scaled Scrum (LeSS) can be used as orientation aids or you can evolve your own completely individual structures. 8

9 An Agile Organisation is based on an Agile culture a transformation requires a change of mindset and behaviour of individuals and teams. Change or not? MINDSET drives BEHAVIOUR leads to We learn from repeated experiences EXPERIENCE 9

10 Some people are faster, others slower to adopt changes to Agile. An overview of levels of adoption helps understand and resolve issues in your transformation. 10

11 Both formal and informal organisational systems provide independent and interacting paths for influencing opinions, for decision-making and for directing work. Hierarchical Line Organisation Informal Network Organisation Resources and legitimation Informal organisations crystallise around a topic of interest AB EF BC CD FG DE New ideas and methods AB BC CD EF FG CD DE Stability Dynamic Repeatability Experimentation Precision Learning Rules Patterns Source: John P Kotter: Accelerate!

12 wibas experience of organisational transformation shows that implementation is most effective by orchestrating eight critical success factors. We use an Agile approach with short inspect & adapt cycles in order to implement changes in individuals way of working and behaviour. 12

13 We have accompanied several Agile transformations; some are driven formally by senior/line management, some are driven informally by individuals and teams. Management-driven Agilisation of mindset and methods (BIT) Management-driven implementation of Scaled Scrum (Wincor Nixdorf) Network-driven multiplication of Scrum (Volkswagen) AB EF BC CD FG DE AB CD BC EF FG CD DE 13

14 Answer the Why Change? Why Agile? questions with interviews and/or workshops to generate a legitimated view of the current state as well as a vision for the future state. CURRENT STATE VISION Right! Yes! Correct That s it. OK Board Board Management BEFORE Management AFTER 14

15 Analyse the current state to identify pains and collect potential Agile solutions to address these. Planning never matches reality Lose market share No time and freedom for innovations Competition always one step ahead Job feels like energysapping task force Detailed status reports with melon-green traffic lights Demotivated employees Decreasing customer satisfaction Inflexible due to bottleneck resources No transparency Source: Bosch C/HMO 15

16 Use an Agile approach and divide the transformation into small improvement packages to allow time to digest i.e. to learn, adapt and adopt for sustainability. Eat the elephant in digestible slices Learning takes time 16

17 Ensure that Line Managers understands that they lead the Transformation project not the Change project manager. 17

18 Implement the improvement packages by developing pragmatic Agile solutions with and for local teams to address their specific challenges. 2-4 weeks Pioneer teams develop pragmatic Agile solutions Change Master Internal Experts/ Managers SMART Goals DEVELOP Change Definition Kanban to organise the work in the transformati on Root Cause Analysis!st Time Implementat ion Gemba: concrete resolution of problems starts at the place of day-to-day work. 18

19 Roll out the locally developed improvement packages systematically across the organisation to multiply the benefits gained. Change Project Identifiy the specific improvem ent needs The team implements the change in its daily work. The discrete improvement/ change is transferred to other teams to leverage the benefit across the organisation. Continual monitoring and improvement. Change Master Internal Expert/ Manager PLAN DEVELOP PILOT ROLLOUT MONITOR EFFECT Successive adoption across the Organisation 19

20 Develop a roadmap with staggered packages to ensure the bottom-up generation of pragmatic solutions is aligned with the top-down strategic vision and business priorities PLANEN PLAN UMSETZEN DEVELOP PILOTIEREN PILOT AUSROLLEN ROLLOUT WIRKUNG MONITOR VERFOLGEN EFFECT Roadmap A1 A2 B1 C1 B2 A3 B3 C2 SPRINTCHANGEMETHODE 20

21 Use Multipliers or Peer Coaches to spread good practices and to further develop the competencies of the staff and leaders. They can also be used to monitor level of adoption. MULTIPLIERS COACHES 21