B U I L D I N G A S E L F - S U S T A I N I N G A G I L E O R G A N I Z A

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1 @SeanDunn10 B U I L D I N G A S E L F - S U S T A I N I N G A G I L E O R G A N I Z A ` T I O N A L E A D E R S H I P - D R I V E N A P P R O A C H S EA N D U NN, C D, P Eng, C S P, P M P s ean.dunn@ihs.c o m 1

2 ABOUT IHS The World s Largest And Most Capital-intensive Industries Rely On IHS We have a proven ability to calibrate to the demands of the marketplace. WE SERVE: More than 75% of the Global Fortune 500 More than 70% of the US Fortune 1000 Businesses and Governments in 150+ countries OUR RESOURCES: 8,500+ colleagues around the world 4,200+ information and industry experts research analysts and economists 1,500+ software developers, IT architects and IT analysts 140+ offices worldwide 2

3 OUR FOCUS IS ON KEY INDUSTRIES IHS AEROSPACE, DEFENCE & SECURITY 100+ years experience delivering unrivaled news, insight and intelligence on defense and security equipment, markets, industries and risk IHS AUTOMOTIVE The world s largest team of automotive analysts with hundreds of experts located in 15 key markets around the world covering the entire automotive value chain IHS CHEMICAL Over 200 leading industry authorities creating integrated views and analysis across more than 300 chemical markets and 2,000 processes for 95 industries IHS ENERGY IHS MARITIME IHS TECHNOLOGY Extensive Oil & Gas well information on 5.5+ million wells worldwide dating back as far as 1860 World s largest maritime database with an information gathering heritage of 250+ years with comprehensive information on all vessels 100 GT and over World s largest electronics component database with more than 350 million parts 3

4 @SeanDunn10 WHY IS THIS STILL HAPPENING? 4

5 @SeanDunn10 CONSIDER: 10 YEARS FROM NOW, YOU RETURN TO YOUR ORGANIZATION WHAT WILL YOU FIND? 5

6 @SeanDunn10 CONSIDER: 10 YEARS FROM NOW, YOU RETURN TO YOUR ORGANIZATION AND DISCOVER A PRACTICE THAT RESEMBLES NEITHER SCRUM NOR KANBAN HOW DO YOU REACT? 6

7 W H AT W I L L S E L F - S U S TA I N? THE PRACTI CES? DOGMATISM T H E P R I N C I P L E S? T H E V A L U E S? L E A D E R S H I P? 7

8 @SeanDunn10 HOW DO WE ENSURE OUR VA LUES A ND PRINCIPLES ERSIST FOR GENERAT IONS? 8

9 @SeanDunn10 MY SUCCESS CRITERIA AS A COACH: TO CONFIDENTLY WALK AWAY FROM AN ORGANIZATION, KNOWING THAT THEY WILL CONTINUE TO DISCOVER NEW AND BETTER WAYS OF DEVELOPING SOFTWARE 9

10 DEVELOPING THE PRODUCT VS. DEVELOPING THE ORGANIZATION 10

11 @SeanDunn10 11

12 @SeanDunn10 Full Metal Jacket, 1987, Warner Bros 12

13 @SeanDunn10 13

14 @SeanDunn10 Mission Command is the conduct of military operations through decentralized execution, using mission orders to enable disciplined initiative within the commander's intent. Done well, it empowers agile and adaptive leaders to successfully operate under conditions of uncertainty, exploit fleeting opportunities, and most importantly achieve unity of effort. Importantly, it helps establish mutual trust and shared understanding throughout the force. Mission Command is fundamental to ensuring that our Army stays ahead of and adapts to the rapidly changing environments we expect to face in the future." - GEN Raymond T. Odierno, United States Army Chief of Staff, 5 May 14 14

15 @SeanDunn10 Q: Where do Generals come from? A: We make them IHS 15

16 DO WE WANT TO BE AGILE? WE NEED A BETTER MENTAL MODEL 16

17 @SeanDunn10 TECHNICAL EXCELLENCE TRANSFORMATIONAL LEADERSHIP INSPIRING OTHERS DEVELOPING LEADERS BUILDING TEAMS LEAD BY EXAMPLE CODING SKILLS DESIGNING SOFTWARE TO ACCOMMODATE CHANGE DEVELOPMENT ECOSYSTEM LEAN PRODUCT MANAGEMENT INCREMENTAL VALUE DELIVERY SHORT-FEEDBACK CYCLES WHOLE-SYSTEM OPTIMIZATION 17

18 WHY I LIKE THIS MODEL TECHNICAL EXCELLENCE LEAN PRODUCT MANAGEMENT TRANSFORMATIONAL LEADERSHIP WHOLE OF ORGANIZATION RESONATES WITH BUSINESS DOMAIN AGNOSTIC PROCESS AGNOSTIC MORE MEANINGFUL CONVERSATIONS 18

19 BUILD PROJECTS AROUND MOTIVATED INDIVIDUALS. GIVE THEM THE ENVIRONMENT AND SUPPORT THEY NEED, AND TRUST THEM TO GET THE JOB DONE. ANTI-PATT.ERN PATT.ERN 19

20 @SeanDunn10 Hack (noun): A solution that solves the immediate problem, at the cost of long-term sustainability. Scrum A collection of organizational hacks? 20

21 @SeanDunn10 CONVENTIONAL SCRUM WISDOM: SCRUMMASTERS SHOULD NOT BE MANAGERS. RIGHT? MANAGERS AREN T SERVANT LEADERS PEOPLE DON T TRUST MANAGEMENT AND CAN T BE OPEN ORGANIZATIONAL HACK? 21

22 MANAGER DIRECTOR VP CEO TIME, CAREER PROGRESSION BUT WAIT, DON T WE WANT THEM TO BE SERVANT-LEADERS TOO? 22

23 IF YOUR LEADERS CAN T DEVELOP IT IN OTHERS, HOW WELL (AS AN ORGANIZATION) DO YOU REALLY UNDERSTAND IT? ANTI-PATT.ERN PATT.ERN HIGHER-UP ME 23

24 @SeanDunn10 BUILD PROJECTS AROUND MOTIVATED INDIVIDUALS. GIVE THEM THE ENVIRONMENT AND SUPPORT THEY NEED, AND TRUST THEM TO GET THE JOB DONE. but, how? 24

25 DEVELOPING A CULTURE OF LEADERSHIP ANTI-PATT.ERN PATT.ERN HIGHER-UP NEW MANAGER 25

26 A HUMBLE LEADER: exudes self-confidence and recognizes that the best ideas come from those closest to the problem. puts the organization first recognizing that he/she is merely a temporary steward of our profession. shows that he/she cares by investing in the people they serve. assumes blame for failure and focuses praise on subordinates. creates a culture of disciplined initiative by underwriting risk and supporting bold action. seeks to flatten organizations and break down stovepipes creating a free flow of information and ideas. creates a learning environment where people are not afraid to fail 26 Lt. Gen. Robert B. Brown and Col. Robert M. Taradash - See more at:

27 BUILDING LEADERS WHO UNDERWRITE RISK ANTI-PATT.ERN PATT.ERN 27

28 @SeanDunn10 IN CONCLUSION Building a self-sustaining organization requires deliberate thought, effort, and investment Agile values are organizational values Sustain the values and the principles not the practices Take ownership of developing your people. Develop leaders at all levels to be Agile coaches. Bring leadership into the conversation early in careers Underwrite risk. 28

29 @SeanDunn10 More Resources Turn the Ship Around, Capt (US Navy) David Marquet Team of Teams, General Stanley McChrystal Leaders Eat Last, Simon Sinek Leadership, General Rick Hillier The Generals, Tom Ricks 29

30 Hemant Elhence

31 Synerzip in a Nutshell Software product development partner for small/mid-sized technology companies Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase By definition, all Synerzip work is the IP of its respective clients Deep experience in full SDLC design, dev, QA/testing, deployment Dedicated team of high caliber software professionals for each client Seamlessly extends client s local team offering full transparency Stable teams with very low turn-over NOT just staff augmentation, but provide full management support Actually reduces risk of development/delivery Experienced team uses appropriate level of engineering discipline Practices Agile development responsive yet disciplined Reduces cost dual-site team, 50% cost advantage Offers long-term flexibility allows (facilitates) taking offshore team captive aka BOT option 31

32 Synerzip Clients 32

33 Next Webinar Grassroots Kanban An Evolutionary Approach to Change Complimentary Webinar: Wednesday, March 23, Noon CST Presented by: Jay Paulson Software Development Manager At Drillinginfo 33

34 Connect with linkedin.com/company/synerzip Hemant Elhence facebook.com/synerzip 34