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Großgruppenarbeit ARGE Bildungsmanagement 2009 Agile Sigi Kaltenecker LOOP Consultancy 2010 Change Changes Agile Change Sigi Kaltenecker LOOP Consultancy 2010

Agile, Change, Management 2010

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Some thoughts on agile, change & management as presented during a Business Breakfast in Cape Town, hosted by ScrumSense.

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Page 1: Agile, Change, Management 2010

Großgruppenarbeit

ARGE Bildungsmanagement 2009

Agile

Sigi KalteneckerLOOP Consultancy 2010

ChangeChangesAgileChange

Sigi KalteneckerLOOP Consultancy 2010

Page 2: Agile, Change, Management 2010

Großgruppenarbeit

ARGE Bildungsmanagement 2009

Agile

Sigi KalteneckerLOOP Consultancy 2010

ChangeChangesAgileChanges

Sigi KalteneckerLOOP Consultancy 2010

Page 3: Agile, Change, Management 2010

Großgruppenarbeit

ARGE Bildungsmanagement 2009

Agile

Sigi KalteneckerLOOP Consultancy 2010

ChangeChangesAgileChanges

Sigi KalteneckerLOOP Consultancy 2010

Management

Page 4: Agile, Change, Management 2010

The Gravity of Agile Change

Rules of Thumb & Known Issues

Page 5: Agile, Change, Management 2010

Agile change is complex

Page 6: Agile, Change, Management 2010

Genaue Vorbereitung It took a long while to realize that this is not just about how developers work.

Head of Software DevelopmentInsurance Company

It requires change across the whole organization.

Page 7: Agile, Change, Management 2010

…and emotions

Agile change is a matter of cognition

Page 8: Agile, Change, Management 2010

Agile change challenges the corporate culture

Page 9: Agile, Change, Management 2010

Agile change normally doesn´t happen without 

conflict

Page 10: Agile, Change, Management 2010

Agile change challenges teams

‐ and line managers

Page 11: Agile, Change, Management 2010

How to handle Agile Change?

What about

?

Page 12: Agile, Change, Management 2010

What leaders really do is prepare organizations for change and help them cope as they struggle through it.

John Kotter

Page 13: Agile, Change, Management 2010

Which skills, tools, mindsets are needed

to cope successfully with Agile Change?

Page 14: Agile, Change, Management 2010

Systems thinking

Page 15: Agile, Change, Management 2010

Strategic recognitionStrategic recognition

Page 16: Agile, Change, Management 2010

Vision

Page 17: Agile, Change, Management 2010

of the post‐heroic kind

Leadership

Page 18: Agile, Change, Management 2010

Recover from command‐and‐controlism by

ObservingActive listeningHelpful questioningProviding feedbackReceiving feedback

Make communication a two‐way street

Page 19: Agile, Change, Management 2010

Courage

Page 20: Agile, Change, Management 2010

Trust

Page 21: Agile, Change, Management 2010

Patience