Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives. I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out). Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.

1. March 11, 2020 - Dubai, UAE
“In Agile Transformation, C comes before A”
- Syed Riyazuddin

2. SUPPORTERS
PLATINUM PARTNERS
GOLD PARTNER BRONZE PARTNERS

4. Know your Speaker
Agile practitioner since 2009, CSM, CSPO, PMI-PMP, PMI-ACP, CAL
Masters in Computer Science, & Bachelors in Mathematics (hons.)
Currently working with Emirates NBD for over 2 years now as
Associate VP, heading Agile Delivery across Retail Banking portfolio,
focusing on Online and Mobile Transformation.
Prior to ENBD, been part of Leadership team at Healthdirect Australia,
Commonwealth Bank of Australia, AMP Capital and Infosys Australia.
Over 14 years of experience, with 8+ years in leading and delivering large
scale enterprise IT transformation with focus on Digital transformation,
scaled Agile delivery practices, and people & culture.

5. Source: stateofagile.com
Challenges Experienced Adopting & Scaling Agile

6. Adoption vs Transformation
Disclaimer: There is nothing wrong in “Adopting” Agile! Just don’t misinterpret it.
Adoption
Practices, processes, and frameworks.
Delivery team-focused
Easier, quicker, predictable, linear
Improves team’s productivity and efficiency
Short term benefits
E.g. chain around the tire
Transformation
Holistic Organizational Agility (cultural, process,
business, technical, and change management
All peripherals contribute to the “Customer Value”
as well
Harder, slow, unpredictable, nonlinear
Improve long term sustainability, innovation,
competency
Long term gains
E.g. Engine, tires, transmission etc.
Requires Cultural change!!

7. Culture and Agile Transformation
Culture
Values &
Beliefs
Leadership
Practices &
Processes
Communication
Relationships
But the Irony is,
• Over-commercialization of Agile
• Doing Agile vs Being Agile
• Agile is perceived as practice, rather than a
methodology
• Transformation without a Soil test
Agile has values and beliefs that defines a
Culture

8. Source: stateofagile.com
Schneider Culture Model
Reality Oriented
Possibility Oriented
Company OrientedPeople Oriented
Control
“We succeed by
getting and
keeping control”
Collaboration
“We succeed by
working together”
Competence
“We succeed by
being the best”
Cultivation
“We succeed by
growing people
who will fulfill our
vision”

9. Agile Culture Type
Agile Culture is about Collaboration & Cultivation, and also Competence.

10. Schneider Culture Model
Reality Oriented
Possibility Oriented
People Oriented
Collaboration Control
Cultivation Competence
Company Oriented
Design Thinking
Design sprint
Scrum
XP
SAFe
Lean
Software Craftsmanship
Kanban
Lean startup
DevOps
DevOps

11. Concluding remarks
• Agile transformation Agile adoption
• Agile transformation is a Cultural transformation
• Assess your culture, create your transformation roadmap
• Agile transformation is not a destination, it’s a vehicle

12. Thank you!