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This gives you a hint at what my talk will be about and the Agile Transformation approach that I use. There is a a lot missing, but feel free to download and get a feel for it as well.
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Taking Flight
From Aspiration to Transformational Action
Your Aviator…Software Leadership Coach w/
22 years IT Experience/20 years S/W Development24 years Management Experience
Deming, Reengineering, Agile/Lean
Military/Federal(Inside & Outside)
Product Companies
Multiple Industries
16 years Acquisition Experience
Active Agile Community Member(Agile Coach Camp/Agile Influencers of DC)
(GLASScon/LeanCoffeeDC)
Lean Start-up & Product Mgmt
Agile Transformation isstrategic in
nature.
(Transition, Adoption, etc.)
“Culture eats Strategy for breakfast.”- Peter Drucker
Taking Flight Approach• Set an aspirational target• Examine possible routes• Select the best route and the first waypoint(s)– Consider each leg an experiment– Work details/make decisions operationally – Inspect & Adapt at each waypoint– Make course corrections– Squadron mates
Many Things to Change Depending on What’s Next in Priority
• New Strategies• New Org Structures• Find/Establish New Support Networks• New Practices• New/Streamlined Processes• Rewards for Δ in Behaviors• Create/Eliminate Ceremonies• New Habits The Hardest to Do
& the most crucial
Some ofthese will be Experiments
Current State
Aspiration
Next State
Process Δs
Org Structure
Δs
NewPractices
Habit Δs
Vision
Adapted from Organizational Transitions,by R. Beckhard & R.T. Harris
Chosen Δs
Decisions Δ Habits Δ Culture
Current State
Aspiration
Next State
Process Δs
Org Structure
Δs
NewPractices
Habit Δs
Vision
Manage the Δ
Adapted from Organizational Transitions,by R. Beckhard & R.T. Harris
Inspect + Adapt
Status Quo
New Status Quo
disruption amount
disruption time
Understand the Impact of the Satir Change Curve
A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
To-Do In Work Done
Organizational Change CapacityWIP Limit =
Limit Change in Progress
AspirationStarting
Point
Promotes
Restricts
Low Risk ToleranceGrand Unclear Vision
Hiring to FitInsular Communication
Employee Indoctrination
Successes Only
Promotion/Restriction based on Limits to Organizational Change
by Herbert Kaufman& Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure ToleranceClear Vision
Employee Orientation
ExperimentationTransparency
New Employees
Specialized Silos
Group Think
Squadron Mates
• Create a support network• Find like minds and pair– Sounding board for pragmatic decisions
• Better yet, form a triad– Third person holds the commitments of the other
two to each other accountable• Grow network as pairs/triads– Net-Map Technique is a great tool here
Triads come from The Culture Game by Daniel MezickNet-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
Bewareof
andHidden Assumptions
Biases
Drawing: Alex Hughes
AgileCultu
re
Satir Δ Cur ev
this wayAgile
Paul M. Boospaul.boos@santeon.compmboos@yahoo.com
@paul_boos 703-307-4322 (mobile)
Look for a ‘workbook’ on this in the near future…
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