Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
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Jim Highsmith ThoughtWorks, Inc.
An executive consultant at ThoughtWorks, Inc., Jim Highsmith has more than thirty years of experience as an IT manager, product manager, project manager, consultant, and software developer. Jim is the author of Agile Project Management: Creating Innovative Products; the Jolt Award winner Adaptive Software Development: A Collaborative Approach to Managing Complex Systems; and Agile Software Development Ecosystems. He is a co-author of the Agile Manifesto, a founding member of The Agile Alliance, co-author of the Declaration of Interdependence for project leaders, and co-founder and first president of the Agile Project Leadership Network. Jim has consulted with IT and product development organizations, and software companies worldwide.
“88% of executives cite organisational agility as key to global success.”
“50% say that agility is not only important, but diff ti t ”a core differentiator.”
Source: The Economist, Special Report on Agility, March 2009
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exploit the changeOpportunity
…exploit the change
5
…survive the changeDanger
Are We at an Inflection Point?
“Every decade• 2000 ‐ the Web
• 2012‐mobility (individuals), cloud (system) plus big
Every decade or so since the beginning of the computer age there comes a
data and social mediaplatform change...”
Source: “The Impact of Technology Mega‐Trends on Corporate IT and Business Models,” Tuck School of Business at Dartmouth.
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Social Business is Big Business
Dell’s Social Media Command Center monitors Facebook, Twitter, and more in the blogosphere. In 13 languages, effectively in every country. “It’s really 24/7, and you can’t even take a tea break.”
Source: “The Impact of Technology Mega‐Trends on Corporate IT and Business Models,” Tuck School of Business at Dartmouth
“Organizations that focused on performance AND health simultaneously were nearly twice as successful as those that focused on health alone, and nearly three times as successful as those that focused on performance alone.”
Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, Scott Keller & Colin Price (McKinsey & Co.)
Extensive Beyond Performance Research
Surveys: 600,000 respondents, 500 companies6 800 CEO’s & senior executives6,800 CEO s & senior executivesReviews: 900 books & academic journals
Personal interviews: 30 CEO’sData from: >100 McKinsey clients
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Agenda20
Envision a Responsive Envision a Responsive Enterprise
2% of code used as written$35 Billion, DOD Software
Crosstalk Journal 2002
< 5% of code used19%
64% of code never or rarely used
Standish Group Study, reported by CEO Jim Johnson,
XP2002
Commercial Software400 projects over 15 years IEEE
conference 2001
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“Everyone tries to do too much: solve too many problems, build products with too many features. We say ‘no’ to almost everything. If you include every decent idea that comes along, you’ll just wind up with a half-assed version of your product. What you want to do is build half a product that kicks ass.”
Quotes from the founders of 37signals in Practically Radical by William Taylor, 2011)
White paper: “Adaptive Leadership: Accelerating Enterprise Agilit ” Jim Highsmith A ailable on Enterprise Agility,” Jim Highsmith, Available on www.thoughtWorks.com. My blog: www.jimhighsmith.com.Twitter: @jimhighsmith