7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 by Dipesh Pala
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Dipesh PalaFolgen
26. Jun 2016•0 gefällt mir•1,811 views
7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 by Dipesh Pala
26. Jun 2016•0 gefällt mir•1,811 views
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Leadership & Management
One of the keys to a successful enterprise Agile transformation is the support of executive leadership, which is more than simply providing approval. The Agile executive enables, empowers and engages rather than controls. According to one recent survey, more than one in three organisations claim that the lack of leadership engagement within their businesses is plaguing their journey towards sustainable organisational agility. With a special focus on executives and leaders, this presentation will be draw upon more than a decade of Agile transformation experiences in multiple organisations across eight countries, and will share real-life case studies and insights to illustrate the key things that Agile leaders need to do differently. Be inspired by knowing what serves to catalyse and nourish progress – and what does the opposite.
Dipesh PalaFolgen
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7 Things Agile Leaders and Executives Do Differently - Agile Australia 2016 by Dipesh Pala
- 1. @DipeshPala @DipeshPala 7 Things That Agile Leaders and Executives Do Differently Dipesh Pala Agile Capability Leader - Asia Pacific Agile Australia 2016
- 3. @DipeshPala Cannot change the Organisational Culture Lack of Agile Experts or Experience within the organisation Lack of Management Support for Agile Concerns around implementing non-IT programs using Agile Cannot Change Pre-existing rigid Waterfall Framework No Barriers Concerns around Scaling or Distributed Agile Which one is the number 1 Barrier?
- 4. @DipeshPala Source: VersionOne.com -‐ state-‐of-‐agile-‐report-‐agile-‐2016-‐survey-‐results Barriers for Agile Adoption
- 5. @DipeshPala What Makes Changes Challenging * IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners world-‐wide
- 6. @DipeshPala * IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners world-‐wide What Makes Change Successful
- 7. @DipeshPala Can’t Create or Change Culture It just happens…
- 8. @DipeshPala • Stop Starting, Start Finishing • Slow Down to Go Faster • One Team, One Dream • Foster Fully Capable Teams • Fail Early & Fail Small • Deliver Business Value, not just Projects • Servant Leadership 7 Things Agile Leaders and Executives will do differently
- 9. @DipeshPala
- 10. @DipeshPala P P P P P P P P P P P P PP Done In Progress Backlog PP P P P P P P P P P PP P P P P PP P P P P PP P P P PP PP P PP PP P P P P P P P P P PP P P P P PP P P P P P P P P P P P Minimize WIP Slow down to go faster! 1. Stop Starting, Start Finishing
- 11. @DipeshPala 2. Slow Down to Go Faster
- 12. @DipeshPala If you can’t fly, Run. If you can’t run, Walk. If you can’t walk, Crawl. But, by all means keep moving. -‐ Dr. Martin Luther King, Jr.
- 13. @DipeshPala 3.One Team, One Dream
- 14. @DipeshPala Doing The Right Work Doing The Work Right
- 15. @DipeshPala Doing The Right Work Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Strategic Programs 4 56 7 3 1 2 8 Customer Requests
- 16. @DipeshPala Team 1 Pull Pull Team 2 Team n Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Customer Requests
- 17. @DipeshPala Team 1 Pull Pull Team 2 Team n Strategic Programs 4 56 7 3 1 2 8 Program Pattern Operations Pattern Governance 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Doing The Right Work Doing The Work Right Objectives & Goals Mission & Vision Strategy Pattern Portfolio Funnel of Work Strategic Initiatives Customer Requests
- 18. @DipeshPala Using Agile practices to “cascade” strategy
- 19. @DipeshPala 4. Foster Fully Capable Teams
- 20. @DipeshPala AS IS Capability that has both depth and breadth across the domain providing greater scalability and flexibility
- 21. @DipeshPala IDEAL More Accountability Less Coordination More Transparency Reduced Cycle Time Capability that has both depth and breadth across the domain providing greater scalability and flexibility
- 22. @DipeshPala 5.Fail Early & Fail Small
- 23. @DipeshPala Teams thrive and innovate when they are provided environments where they feel safe to trial things Promoting anonymity actually underscores the risk of speaking up Source: HBR Jan-‐Feb 2016 Issue – Can your employees really speak freely?
- 24. @DipeshPala 6. Deliver Business Value rather than just Projects
- 25. @DipeshPala PDD Points Driven Development
- 26. @DipeshPala 7. Servant Leadership Shift from managing for results to designing environments that create results
- 27. @DipeshPala The power of our greatness lies in matching our words and language to our destination The words you use impact the attitude of others Inspired by: Tanya Lacy – How to change your world with your words
- 29. @DipeshPala Progress Setbacks Daily Checklist for Agile Leaders Toxins Nourishers Catalysts Inhibitors www.ibm.com/au/devops/agile_checklist
- 30. @DipeshPala Dipesh Pala Agile Leader IBM GBS Asia Pacific dipeshpala@au1.ibm.com @DipeshPala slideshare.net/DipeshPala au.linkedin.com.com/in/dipeshpala