Agile Transformation eines Telefonieanbieters

Transcription

1 sipgate Agile Transformation eines Telefonieanbieters Ein Best-Practice-Beispiel von sipgate & agile42 All rights reserved. Copyright

2 Who we are Started in 2007, as an international group of passionate people Focussed since then in making every workplace more livable and engaging Completely self-managed, no department, no fixed roles Very high qualified people (highest amount of CECs, CTCs and CSTs in one company worldwide)

3 Experience makes the difference. We recognize that your organization and culture are unique, which implies a unique implementation of any new methods like Scrum or Kanban. Our effective combination of leadership coaching, knowledge transfer, team training, coaching on the job and practical tools is the basis for your success, as it has been for many other international customers. agile42 has helped enterprises such as Nokia, Sony, ABB Group, Ericsson, Avea and Siemens successfully and sustainably transition to agile. agile42 also helped startups to grow faster and healthier, good examples are: Fyber, Babbel and Sipgate.

4 Sipgate in 2010 Sipgater: Wir machen schon Agil es funktioniert bei uns aber nicht wirklich Ich: Schon wieder so ne Sache agile42 the agile coaching company All rights reserved. Copyright

5 Don t copy the tools, copy the principles. - Dr. W. Edwards Deming, 1972

6 1 st Principle: validate changes in small increments Change is difficult and confronting. Validate changes with small safe-to-fail experiments, executed at regular intervals, to reduce resistance and minimize the waste of two coexisting systems, whilst gradually incorporating validated learnings.

7 The traditional approach to change management Design Documentation Rollout Fix Issues > 3-4 months t focused on standardization, before stabilization

8 The agile approach to change management Experimentations allows for better approaches to emerge Design Coach Design Coach Rollout Doc Rollout Doc Rollout Doc Rollout Doc Rollout Doc 12 weeks t focused on stabilization with emergent standardization

9 2 nd Principle: focus on value delivery and adjust accordingly Your organization is a tool to deliver value to your customers. Identify what that value is and adjust the organization to focus on delivering it, whilst removing waste and making adjustments to streamline the simplest path to delivery.

10 The matrix organization Push in the lines PMO Sub System 1 Sub System 2 Sub System 3 Infrastructure Operations Project 1 Project 2 Project 3 Value Client Handovers and coordination optimized for utilization, not value delivery

11 The agile organization Pull on the streams Value Sub System 1 Sub System 2 Sub System 3 Infrastructure Operations Stream 1 Stream 2 Stream 3 Client optimized for value delivery and time to market

12 Opportunity Canvases to create context and focus on Customer Value Opportunity Owner (name) Opportunity Name (title) 1. Opportunity 2. Customer Segments 4. Benefits 5. Business Readiness 6. Measuring Success What is the problem to be solved? What type of customers & users will benefit from this solution? What are the benefits for the customers? What steps are required from the business side to be able to use this capability? What metrics will be best measure the success of the feature? 3. Possible Solution How is the customer solving the problem right now? What are the key points of a possible solution to the presented problem? 8. Costs Structure 7. Cost of Delay 9. Value to Customer and Business How does the cost structure look like for such a feature? One time, ongoing costs, contractors expenses, development costs? Which profile better represent the cost of delay (CoD)? What are the expected incremental revenue for selling this feature, and what are the strategic and tactical benefit? What are the intangible values (usability, performance, customer knowledge obtained...) Lean Portfolio Canvas have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it. agile42 the agile coaching company All rights reserved. Copyright

13 Regular synchronization events in front of the portfolio board, allow for better decision making

14 You ve always had the power my dear, you just had to learn it for yourself - The Wizard of Oz

15 5 th Principle: make culture explicit Organizational culture exists and manifests in the form of behaviors and activities. Make it explicit to allow for better alignment and context creation - its difficult to change what cannot be seen. Once explicit, set a new direction to a more appropriate culture which supports strategic goals whilst supporting the values and behaviors that are important to the people within the organization.

16 This is how we do things around here Culture is the set of behaviors that have been established and accepted within an organization

17 Organizational Culture Profile (CVF) Flexibility & Discretion Internal focus & Integration Culture Type: Clan Orientation: Collaborative Leader Type: Facilitator, Mentor, Team Builder Value Drivers: Commitment, Communication, Development Theory of Effectiveness: Human development and participation produce effectiveness Culture Type: Hierarchy Orientation: Controlling Leader Type: Coordinator, Monitor, Organizer Value Drivers: Efficiency, Timeless, Consistency and Uniformity Theory of Effectiveness: Control and efficiency with capable processes produce effectiveness Culture Type: Adhocracy Orientation: Creative Leader Type: Innovator, Entrepreneur, Visionary Value Drivers: Innovative outputs, Transformation, Agility Theory of Effectiveness: Innovativeness, vision, and new resources produce effectiveness Culture Type: Market Orientation: Competing Leader Type: Hard driver, Competitor, Producer Value Drivers: Market share, Goal achievement, Profitability Theory of Effectiveness: Aggressively competing, customer focus produce effectiveness External focus & Differentiation Stability & Control

18 60 Most of the organization today have a Clan strong Hierarchy oriented profile 40 Agile Values & Ad-hocracy 50 They struggle to introduce a more agile 30 Principles 40 and lean approach to work, because the hierarchical culture is not supportive of agile values and principles Hierarchy Market

19 60 Most of the organization today have a Clan strong Hierarchy oriented profile 40 Ad-hocracy 50 They struggle to introduce a more agile and lean approach to work, because the hierarchical culture is not supportive of agile values and principles To create the right context to move toward a more agile and lean culture, we 10 need to transition toward Clan or Ad Hocracy Hierarchy Market

20 If you can make culture explicit, you can agree where you stand, and where you want to go There are two ways to encourage specific behaviours within an organization: 1. Story telling and role-modeling (e.g: empathy and tradition, walk the talk) 2. Ritualization (e.g: Scrum events, Ritual Dissent, Open Space)

21 Thank you!

22 Copyrights notice All material produced in this presentation is protected by the Creative Common License 4.0 (by-nc-sa). The brands and logos of agile42, Enterprise Transition Framework ETF ( Team Coaching Framework TCF ( and Agile Strategy Map ( are Copy Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can t be reused without written authorization