Company Culture talk @ ProductCamp Berlin 2018

www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Company Culture
A strategic approach to assess and influence company culture using Competing Values
Framework, leveraging agile values and principles…

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Konrad Pogorzala
Agile Coach & Trainer
konrad.pogorzala@agile42.com
@agile42/coaches

Who we are
• Started in 2007, as an international
group of passionate people
• Focussed since then in making every
workplace more livable and engaging
• Completely self-managed, no
department, no fixed roles, no HR, no
Controlling…
• Very high qualified people (highest
amount of CECs, CTCs, CSTs and CAL
Educators in a single company
worldwide)

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Experience makes the difference.
We recognize that your organization and culture are unique, which
implies a unique implementation of any new methods like Scrum or
Kanban.
Our eﬀective combination of leadership coaching, knowledge transfer,
team training, coaching on the job and practical tools is the basis for your
success, as it has been for many other international customers.
agile42 has helped enterprises such as Nokia, Sony, ABB Group, Ericsson,
Avea and Siemens successfully and sustainably transition to agile.
agile42 also helped startups to grow faster and healthier, good examples
are: Fyber, Babbel and Sipgate.

The World around us is changing
faster than we think…

Technology is often one of the main
drivers in this change…

To survive organizations need to be
adaptable, flexible, nimble… agile!

https://www.youtube.com/watch?v=JOq-5D4gm0U

“The best requirements, architecture and
designs, emerge from self-organizing
teams”
(Agile Manifesto, 2001)

Self-organizing teams require a new
type of leadership, with core capabilities
of: focusing, designing, facilitating,
changing

Experiences
Beliefs
Actions
Results
Culture
Manage
Lead
The “Results Pyramid” is copyright of Partners in Leadership LLC
shift
the
balance
coaching is an ongoing
long term investment

“Don’t copy the tools, copy the
principles.”
- Dr. W. Edwards Deming, 1972

1st Principle: increase cultural
awareness and coherence
Organizational culture exists and manifests in the form of behaviors, habits, parables,
sacred stories, failure stories. By making these explicit, awareness will increase and
coherence will emerge. Culture is a lagging indicator, and can be used to measure the
behaviors which are successful the stories which are followed and the habits which stick. If
these qualities are measurable we can act aiming and promoting more of the stories we
like, and less of those stories we don’t like. The same applies to behaviors, and habits.
These can be fostered through rituals

“This is how we do things around here…”
Culture is the set of behaviors that have been
established and accepted within an organization

Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator, Monitor,
Organizer
Value Drivers: Efficiency, Timeless,
Consistency and Uniformity
Theory of Effectiveness: Control and
efficiency with capable processes produce
effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver, Competitor,
Producer
Value Drivers: Market share, Goal
achievement, Profitability
Theory of Effectiveness: Aggressively
competing, customer focus produce
effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator, Entrepreneur,
Visionary
Value Drivers: Innovative outputs,
Transformation, Agility
Theory of Effectiveness: Innovativeness,
vision, and new resources produce
effectiveness
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator, Mentor, Team
Builder
Value Drivers: Commitment,
Communication, Development
Theory of Effectiveness: Human
development and participation produce
effectiveness
Flexibility & Discretion
Stability & Control
Internalfocus&Integration
Externalfocus&Differentiation
Organizational Culture Profile (CVF)

Agile Values &
Principles
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan Most of the organization today have a
strong Hierarchy oriented proﬁle
They struggle to introduce a more agile
and lean approach to work, because the
hierarchical culture is not supportive of
agile values and principles

Most of the organization today have a
strong Hierarchy oriented proﬁle
They struggle to introduce a more agile
and lean approach to work, because the
hierarchical culture is not supportive of
agile values and principles
To create the right context to move
toward a more agile and lean culture, we
need to transition toward Clan or Ad-
Hocracy
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan

“If you can make
culture explicit, you
can agree where you
stand, and where you
want to go…”
There are two ways to encourage speciﬁc behaviours within an
organization:
1. Story telling and role-modeling (e.g: empathy and
tradition, walk the talk, common jargon)
2. Ritualization (e.g: Scrum events, Ritual Dissent, Open
Space)

Clan
Hierarchy
Ad-hocracy
Market
Leader Type
Clan
Hierarchy
Ad-hocracy
Market
Quality Strategies
Clan
Hierarchy
Ad-hocracy
Market
Theory of Effectiveness
Clan
Hierarchy
Ad-hocracy
Market
Value Drivers
•Diﬀerent dimensions contributing to
cultural development can be
compared
•It is possible to clearly see the
overlapping areas, and understand
how far is the overall culture from
being coherent
•It is easier to find “adjacent possibles”
toward which to shift the culture to
facilitate coherence, before embracing
a transition towards a new profile
•It is possible to compare diﬀerent
areas of an organization including
currently running experiments
OrgScan

Copyrights notice
All material produced in this presentation is protected by the Creative
Common License 4.0 (by-nc-sa).
The brands and logos of agile42, Enterprise Transition Framework ETF (http://agile42.com/etf/), Team Coaching Framework
TCF (http://tcf.agile42.com/) and Agile Strategy Map (http://www.agile42.com/en/agile-transition/agile-strategy-map/) are Copy
Rights and Trademarks of agile42 GmbH, and agile42 International GmbH and can’t be reused without written authorization

Company Culture talk @ ProductCamp Berlin 2018

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Company Culture talk @ ProductCamp Berlin 2018

Ähnlich wie Company Culture talk @ ProductCamp Berlin 2018 (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Company Culture talk @ ProductCamp Berlin 2018