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Culture eats Agile for Breakfast
Sigi KalteneckerPeter Hundermark
Scrum Gathering, Paris, 2013
Organizational Culture...“...is both a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our interactions with others and shaped by leadership behavior, and a set of structures, routines, rules, and norms that guide and constrain behavior”.
Organizational Culture is...…the way we do things around here
…a pattern of shared basic assumptions how to behave, lead, solve problems and succeed
…seen as kind of the nature of our business
…both a mental model and a set of emotionally rooted activities
WTF is
water?
Blub
3 Levels of CultureArtifacts: Visual structures and processes
Underlying assumptions: Taken-for-granted beliefs, thoughts and feelings
Espoused values: Official strategies, goals, philosophies
?
Agile Culture
Artifacts:
Underlying assumptions:
Espoused values:
“Trust is good, control is better” “You can´t let the monkeys run the zoo”“I won´t pay anyone for slack”
Artifacts:
Underlying assumptions:
Agile Culture
Espoused values:
We are brilliant alone and idiots together
Leadership is a trait of great managersInternal efficiency comes first
People are still rewarded individually
“We believe in team work”
“We support self-organization”
Line Managers are ScrumMasters
“Our focus is on customer value”
Bureaucratic cost controlling
Why these contradictions?
Mind your blind spots
Conclusions
...detect and provide feedback on cultural dysfunctionalities
...be mindful how to introduce Agile
....increase the level of psychological safety to let go
...decrease the anxiety to learn new things
Client S
Stage 1 – “Burning Platform”
STAGE 2 – “COMPLIANCE”
Stage 3 –“Continuous
Improvement”(just starting)
Unsuccessful intervention?
1.“Controlling” culture overtook everything
2.Loss of Sponsor’s trust3.Failure to build other
support4.Tide is turning?
Client M
“Continuous Improvement”from the start
•“Pop-corn” work arrival
•No visibility or predictability
•Too much work-in-process
•Executive goal is sustainability
Progress & Challenges•Visibility and
limiting WIP
•Flow?
•PMO & portfolio board?
•Group organisational restructure?
ObservationsTrust vs fear
Support for change
Long- vs short-termism
Top-down vs bottom-up
“Controlling” vs “Cultivative” culture
Thank you!@sigikaltenecker@peterhunderm28 Mitarbeitern
www.loop-beratung.atwww.scrumsense.com