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@tweetandshort http://www.slideshare.net/MichaelShort1/abc-webinar-3rd-september-2014
Cultural Change: Agile is about People
The Innate Ability of the Team
© 2014 RADTAC Ltd.
Radtac Culture
1
Michael Short Head of Radtac:Culture
@tweetandshort @Radtacltd
@tweetandshort http://www.slideshare.net/MichaelShort1/abc-webinar-3rd-september-2014
Radtac - 16 Years of learning continues
© 2014 RADTAC Ltd. 2
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3
Webinar “Why”
Ice© 2014 RADTAC Ltd.
Purpose
The webinar will address some organisational development and motivational models in producing
the 'vertical slice’ of the organisation
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RADTAC Why
Ice
We believe in challenging the status quo and in the innate ability of people
to rise to the challenges of their organisation.
© 2014 RADTAC Ltd.
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RADTAC How
Ice
We do this by helping our clients achieve sustainable continuous improvement and by unlocking their human
potential. We do this with our great people and unparalleled practical industry experience.
By doing this we have come to value….
Evolution over revolutionCollaborative partnerships over supplier relationshipsPragmatic transformation over fundamentalist dogma
Transformational leadership over transactional management
That is while there may sometimes be a value associated with the statements on the right, we value the statements
on the left more
© 2014 RADTAC Ltd.
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Agile Manifesto – The Missing Value
Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan
And the missing part
Leadership over Management
“…without change on the part of people in leadership positions .. (is) .. why many change efforts are doomed from the start” Edited from Peter Senge
© 2014 RADTAC Ltd.
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Leadership is central to Change
Results
Actions
Intrinsic Behaviours
Beliefs
Good measurement reinforces actions as successes
Clear short iterations provide fast wins and easy adjustment to
shape success
© 2014 RADTAC Ltd.
“People don’t resist change; they resist being changed” Peter SengeYou cannot manipulate people’s beliefs, therefore their intrinsic behaviours can only be adjusted through their own observation of results You create “pull” by leading actions that meet a vision that is supported by resultsYou create enablement through toolboxes e.g. Agile, Lean, KanbanPeople will drive change themselves when given the tools and leadership
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Change Challenges Leadership
Efficiency Effectiveness
Managed Led
Innovation
Status Quo
>80% of Organisation
<20% of Organisation
Managed Led
The status quo is safe, it is how I got hereMy status is based on the status quo, why should I change what isn’t brokenIf I really try and change this I am going to upset my executive colleaguesVision is hardPeople follow leaders who have vision © 2014 RADTAC Ltd.
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Empirical and Defined Processes
9© 2014 RADTAC Ltd.
“Complexity and Organisational Reality” – Ralph D Stacey
Technology
Close To Certainty Far from Certainty
Clo
se T
o C
ert
ain
tyFa
r fr
om
Cert
ain
ty
Complicated
Simple
AnarchyComplex
Req
uir
em
en
ts
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Leadership and Uncertainty
© 2014 RADTAC Ltd.
Innova
tio
n
Statu
s Quo
>80% of
Organ
isatio
n
<20% of
Organ
isatio
n
Managed Led
Managed
Led
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Motivated and Talented Individuals
“Drive: The Surprising Truth About What Motivates Us” – Dan Pink (2012)
© 2014 RADTAC Ltd.
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Horizontal Stripe
Horizontal Stripe
Good Change with Evolution
‘T’ Shaped People – ‘T’ Shaped Organisation• Horizontal Stripes are where most people would recognise Agile
implementations – IT Teams and departments• Vertical Slice is where true change is required to effect sustainable
Transformation• Why Most Transformation is unsuccessful is because it doesn’t have
this model (60-70% fail – McKinsey – “Inconvenient Truth About Change Mang’t “ http://bit.ly/16HRxlZ)
Layer 1
Layer 2
Layer 3Horizontal Stripe
Vert
ical slice
thro
ug
h
org
an
isati
on
© 2014 RADTAC Ltd.
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Lencioni Model
© 2014 RADTAC Ltd.
Inattention to
resultsAvoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
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Absence of Trust – here Lencioni focuses on the leadership role in the team, the principle is based on the need for the team to trust each other by being ‘venerable’
Fear of Conflict – the principle is that people ‘fear to rock the boat’ as this is indicative of a disruptive and ‘non-collegiate’ colleague. This creates the psychological phenomenon of ‘group think’.
Lack of Commitment – this is also sometimes referred to as “Cabinet Responsibility”
Avoidance of Accountability – this is about the collective holding the individuals to account, it is not about blame
Inattention to Results – This is about the team being accountable for the overall result and the leader keeping focus on that,
© 2014 RADTAC Ltd.
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5 Behaviours of Successful Teams
© 2014 RADTAC Ltd.
Focussed on
ResultsStepping up and
being Accountable
Team Committed
Good Conflict
Trust your Colleagues
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Summary - 5 Functions of Good Teams
Trust your colleagues
Passionate and unfiltered debate on important issues
Team and all individuals committed to goals for this period
Team holds itself and members accountable for commitments
Collective set of results that are common and well understood
© 2014 RADTAC Ltd.
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Thank you for your time
Cultural Change: Agile is about People
The Innate Ability of the Team
© 2014 RADTAC Ltd.
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