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Creating Your Agile EnterpriseCreating Your Agile EnterpriseCreating Your Agile EnterpriseCreating Your Agile EnterpriseA Seven Layer Framework for Agile Adoption
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Michael K. SpaydCollective Edge Coaching & Consulting
www.Collective-Edge.com
Overview of TodayOverview of TodayOverview of TodayOverview of Today
The The The The ‘‘‘‘BigBigBigBig’’’’ PicturePicturePicturePictureWhat What What What EveryoneEveryoneEveryoneEveryone Needs to KnowNeeds to KnowNeeds to KnowNeeds to Know
� Key Question◦ Is your core culture consistent with Agile?
� Discipline◦ CultureTek™ Four Core Cultures
� Practices◦ Organization Culture Assessment
◦ Aligning Strategy, Culture and Leadership
How Important is Culture?How Important is Culture?How Important is Culture?How Important is Culture?Collins & Collins & Collins & Collins & PorrasPorrasPorrasPorras –––– Built to Last
• “What’s the difference between “visionary and comparisons?”
• A Strong, Integrated and Consistent Culture
• Most critical: Alignment –
• where all elements of the organization work in concert
Stock Market Performance of Visionary vs. Comparison Companies
($100 invested)
1926
1990
1926
1990
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
1926
Visionary
Comparison
Adapted from Jim Collins & Jerry Porras, Built to Last
Pursuit of ExcellenceAutonomy / Indiv. FreedomContinuous Improvement
CraftsmanshipFrom Schneider, Aligning Strategy, Culture and Leadership
How Important is Culture?How Important is Culture?How Important is Culture?How Important is Culture?William Schneider William Schneider William Schneider William Schneider –––– CultureTekCultureTekCultureTekCultureTek™™™™ ROIROIROIROI
• 81 Organizations / 14 Industries
• Ranked on:
• Profitability
• Cash flow strength
• Debt-equity ratio
• Bottom-line difference makers:
• Focus
• Alignment
• Integration
Degree of Degree of Degree of Degree of IntegraIntegraIntegraIntegra----tiontiontiontion
The The The The ‘‘‘‘LocalLocalLocalLocal’’’’ ViewViewViewViewWhat What What What TeamsTeamsTeamsTeams & & & & CoachesCoachesCoachesCoaches Need to KnowNeed to KnowNeed to KnowNeed to Know
Individual Layer
Team Layer
Layer OneLayer OneLayer OneLayer One
IndividualIndividualIndividualIndividual� Key Question◦ Can I find satisfaction:� a) if ‘team’ becomes more important than ‘me’?
The The The The ‘‘‘‘MiddleMiddleMiddleMiddle’’’’ ViewViewViewViewWhat What What What Middle MgmtMiddle MgmtMiddle MgmtMiddle Mgmt / / / / Agile Agile Agile Agile ProgProgProgProg MgrMgrMgrMgr Need to KnowNeed to KnowNeed to KnowNeed to Know
Management Layer
Program Layer
Layer ThreeLayer ThreeLayer ThreeLayer Three
ManagementManagementManagementManagement
� Key Question◦ Does middle management have a place in your adoption?
� Discipline◦ Eight Competencies of an Agile Manager
The The The The ‘‘‘‘ExecutiveExecutiveExecutiveExecutive’’’’ PerspectivePerspectivePerspectivePerspectiveWhat What What What ExecutivesExecutivesExecutivesExecutives Need to KnowNeed to KnowNeed to KnowNeed to Know
Business Layer
Leadership / Strategic Layer
Layer FiveLayer FiveLayer FiveLayer Five
Business / StrategicBusiness / StrategicBusiness / StrategicBusiness / Strategic� Key Question: Will the business drive? What is the relationship between business & IT? Does Agile support or hinder business strategy?
� Discipline◦ Lean Thinking
� Practices◦ Lean Tools (e.g., Value Stream Map, Kaizen, Kanban, etc.)◦ Strategy Analysis◦ Agile Business Projects◦ Product Owner career path
� Key Question: Do we want to become an Agile Enterprise?◦ What can happen if the organization becomes Agile, not just delivery teams?◦ Does Agile focus the culture, or diffuse it?
� Discipline◦ Envisioning the Agile Enterprise◦ Leadership Agility
� Practices◦ Strategic vs. Tactical Adoption◦ Culture Assessment◦ Strategy Alignment
(C) 2009 Collective Edge Consulting
Four Core STRATEGIES
SynergyClose partnership * High
customization * Total solution * High personalization * Co-development * Incremental
relationship
CertaintyDependability * Efficiency
* Commodity * Predictability * Convenience
Enrichment* Growth of Customer * Raising of human spirit *
Realization of ideals, value, higher-order purposes * Take customer to another plateau
SuperiorityOne of a kind * Unmatched
Product or Service * Excellence * Constant
Innovation * Product Leadership
From Schneider, Aligning Strategy, Culture and Leadership
Cultivation• Principle-center Leadership• Open Book Management
• Spirit at Work• Seeking Employee
Commitment• Agile
Competence• Best Practice / Benchmarking
• Six Sigma (excellence)• Knowledge Capital
• XP ?
Adapted fom Schneider
The The The The ‘‘‘‘BigBigBigBig’’’’ PicturePicturePicturePictureWhat the What the What the What the Senior SponsorSenior SponsorSenior SponsorSenior Sponsor Needs to KnowNeeds to KnowNeeds to KnowNeeds to Know