Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
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Rethinking Agile Transformation - Agile Tour Montreal Keynote
1. A New Strategic Direction
Buzz Killington
President & CEO of Global Agile Tour Inc.
2. $0M
$2250M
$4500M
$6750M
$9000M
$11250M
2012 2013 2014 2015
Montreal Toronto GOAT
âsitting all day in a conference made my back hurt.â
- GOAT 2014 Attendee
âThe were no Pokestops at the venue so I sat downâ
- Toronto 2016 attendee
âThere was too much carbs for lunchâ
Montreal 2015 attendee
2%
34%
9%
55%
Happy Meh Unhappy Mad
SatisfactionRevenue
3. Our New Mission
In order to achieve the highest level of performance, scalability,
and mindfulness, we embark on the worldwide mission of
bringing the upmost accessible, simple, fun, happy, and healthy
global brand of conferences that will quadruple projected revenues
allowing us to spread goodness, maximize profits, while reducing
Costs without the need to curtail redundancies in the human
Resources area.
5. @jasonlittle | atmtl2016 | sli.do #2617
1. http://sli.do
2. use code 2617
3. Vote!
Letâs crash the wifi!
6.
7. @jasonlittle | atmtl2016 | sli.do #2617
those who âdo agileâ
those who âbe agileâ
Those who think big-ass
agile frameworks are a good
idea
@jasonlittle | atmtl2016 | sli.do #2617
8. @jasonlittle | atmtl2016 | sli.do #2617
Those who move
Those who are moveable
Those who are immovable
@jasonlittle | atmtl2016 | sli.do #2617
12. @jasonlittle | atmtl2016 | sli.do #2617
The
Change
BELIEFS
âRESISTANCEâ
MOVERS MOVABLES
IMMOVABL
ES
This is dumb
Awesome! Agile all
the things!
might as well,
everyone else is
doing it.
uh, letâs wait an
see what happens
@jasonlittle | atmtl2016 | sli.do #2617
13. @jasonlittle | atmtl2016 | sli.do #2617
Start!
Experime
nts Show
progress
early
Man,
this
change
is really
hard
Uh-ohâŠ
Reboot
Hey, itâs
working
!
Uh-ohâŠ
Intervention
W A V E O F C H A N G E
@jasonlittle | atmtl2016 | sli.do #2617
16. 0%
15%
30%
45%
60%
2010 2011 2012 2013 2014 2015
Failure to Change Culture
Resistance to Change
Lack of Skill
Lack of Management Support
@jasonlittle | atmtl2016 | sli.do #2617
17. MostImportant
LeastImportant
Got Worse
Got Better
87%
78%
83%
73%
78%
Manage Priorities
Time to Market
Increase Productivity
Enhance Quality
Alignment
66%
79%
47%
Team Morale
Engineering
Discipline
Manage
Distributed
Teams
Are organizations seeing the benefits they seek? It is
interesting that Team Morale isnât an important
consideration for choosing Agile, yet the 10 year
average shows it increases substantially.
Overall, organizations tend to feel they are seeing
benefits that they thought they would.
19. @jasonlittle | atmtl2016 | sli.do #2617
âWe donât need to
embrace uncertainty,
we need to figure out
how to reduce it.â
Me.
(unless someone more famous already said it.)
20. @jasonlittle | atmtl2016 | sli.do #2617
Passive
Observing
from afar
Active
Interacting
with 3rd
parties
Interactive
Interacting
directly with
people
involved
https://en.wikipedia.org/wiki/Uncertainty_reduction_theory
22. @jasonlittle | atmtl2016 | sli.do #2617
Active: case studies, talk to other companies, community
23. @jasonlittle | atmtl2016 | sli.do #2617
Interactive: All hands on deck retrospectives
Uncertainty Reduction Theory
https://en.wikipedia.org/wiki/Uncertainty_reduction_theory
24. @jasonlittle | atmtl2016 | sli.do #2617
Start!
R E M E M B E R T H I S ?
Emergence
Coalescence
Bureaucratization
Success Failure Repression Co-Optation
Emergence
Coalescence
Bureaucratiz
Dec
Decline
25.
26. @jasonlittle | atmtl2016 | sli.do #2617
12-week year
Mastering the Rockefeller Habits
4 Disciplines of Execution
http://12weekyear.com/
https://gazelles.com/
http://the4disciplinesofexecution.com/
27.
28. Spotify Installation Process
Please wait while the system copies the DNA of all Spotify employees, and
invents a way to replicate how people think and interact from a company
that is completely different from the utterly fucked company that is yours.
Renaming Communities of Practices to GuildsâŠ
Purchasing enterprise JIRA because stickies donât work hereâŠ
Implementing punishment scheme for squads that underperformâŠ
Installing mandatory innovation time at 1pm every tuesdayâŠ
Renaming functional departments to ChaptersâŠ
done
Critical Error: Tried Doing Agile instead of
Being Agile. Installation will now revert.
done
done
done
29. Firing Agile CoachesâŠ
Preparing bad performance reviews for managers and staffâŠ
Preparing year end bonuses for executive teamâŠ
Unable to un-install Agile. Teams have gone
rogue. Run for your life.
Spotify Un-Installation Process
Please wait while the system exercises the demonsâŠ
30. Agile
An error has occurred. To continue:
Press Enter to download SAFe, or
Press CTRL-ALT-DEL to restart your organization.
The people who get agile will quit, and all the PMP
certified people will say âI TOLD YOU SOâ
Press any key to continue _
Fancy chartsâŠ.due to a decline in revenue globally, we have defined a new purpose for this brand of conference. We need to stay on point, keep our eye on the prize, and do it right the first time. We hired BACF Inc to help us with our new corportate objectives.
slido this was dumb, it wasnât clear why we were doing this, other people were doing it, so what the heck, it was fun!
LiveSlide Site
https://wall.sli.do/#/event/s5b7upbf/section/105543/polls
Movers, movables, immovablesâŠ.âdo agileâ, âbe agileâ, and those that think SAFe is a good idea
Movers, movables, immovablesâŠ.âdo agileâ, âbe agileâ, and those that think SAFe is a good idea
had to create tablature to document his musicâŠdestroyed many guitars while experimentingâŠamp story. without disruption, things arenât likely to change.
those that want evidence and want to wait for others to take the bullet first.
those that are going to dig in their heels no matter what.
the further away a persons belief are with respect to the change, the more likely they wonât want to contribute to it. Refer back to the profiles from the People section (lone nut, 1st follower, movers etcâŠ)
how change actually happens.
Common thread is uncertainty. our brains crave it, some more than others but instead of embracing uncertainty, we an focus on reducing it
passive: who reads books, linked in posts and research different ideas, topics etc for âgetting agile to work?â another example, you hear a new manager is starting so you can stalk them on social media.
so letâs install agile! so because Craig is more awesomer than me, he drew this in real time.Me? I had to spend some time writing a program to install agileâŠ
we know change takes some time so letâs let this run itâs courseâŠ
ah dammit, it didnât workâŠoh crap! now it wonât uninstall! Now your good people leave for a better company!
just do retros every month will all the agile teams, take insights, look for patterns and start to figure out where the right changes re.
cooperators - okrs, review quarterly, weekly standupsâŠjust do retros every month will all the agile teams, take insights, look for patterns and start to figure out where the right changes re.
Nordea story
national leasing story
national leasing story
national leasing story
ch Robinson story
if all else fails, here my agile installation diskâŠ
Summarize and references
LiveSlide Site
https://wall.sli.do/#/event/s5b7upbf/section/105543/polls