Windows on Transformation: Four Pathways to Grow a more Agile Enterprise

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It is easy to envision a more Agile enterprise, yet we have found as a community it is quite difficult to accomplish. The transformation process goes on in many dimensions and unless we have a framework that helps us see from each of those perspectives, our efforts are much more likely to fall short. Based on Michael Spayd's upcoming book, Coaching the Agile Enterprise, this session will (literally) walk you through each of the four fundamental perspectives and the power and limitation of each. We will explore together approaches that are suitable to each perspective and how to activate them in your team, division or organization.

Business

Windows on Transformation:
Four Pathways to Grow a More Agile Enterprise

Michael K. Spayd
@mspayd
Lyssa Adkins
@lyssaadkins

from

Coaching the Agile
Enterprise:
A Handbook for
Emerging Transformation Leaders, Change
Artists and Benevolent Trouble-Makers
©2011-13 Michael K. Spayd

Today
we’re
going to
talk
about
windows
©2013 Michael K. Spayd

AQAL
All Quadrants
All Levels
Ken
Wilber

The Integral Operating System (IOS)
INTEGRAL: “possessing everything
essential or significant; complete; whole.”
An integral approach incorporates
all of the essential perspectives,
schools of thought, and methods
into a unified, comprehensive and
accurate framework.

adapted from Brett Thomas, AQAL Elements Applied to Leadership
©2013 Michael K. Spayd

IOS & AQAL framework are based on the work of Ken Wilber and others

Collective vs. Individual

AQAL – The Four Quadrants

I

It

We

Its

Subjective vs. Objective
©2013 Michael K. Spayd

The Integral Operating System (IOS)

The Four Quadrants
EQ, leadership development,
personality profiles,
introspection, reflection, meditation,
solitude,
Window
self-awareness

Psychological
The “I” Perspective
The “I” Perspective

Corporate vision, mental
models analysis, stakeholder
consultation, diversity,
transformational change,
Window
culture management

Cultural

The “WE” Perspective
The “WE” Perspective

©2013 Michael K. Spayd

Scientific method, metrics,
analysis, observation, financial
controls, statistics, quality
programs, productivity
measurement, financial targets,
Window
product (singly)
The “IT” Perspective
The “IT” Perspective

Behavioral

Systems thinking, portfolio
analysis, strategic planning, trend
forecasting, empirical
management systems,
Window
lifecycle analysis
The “ITS” Perspective
The “ITS” Perspective

Systems

adapted from Brett Thomas, AQAL Elements Applied to Leadership

The Integral Operating System (IOS)

Integral Example from Medicine
-- treating depression -Psychotherapy
• introspective
• cognitive

Medications /
physical
treatments
“I”

“IT”

“WE”

“ITS”

• Available support
systems
• Support from family
• Prayer / good intentions

©2013 Michael K. Spayd

• Socioeconomic status
• Availability of
insurance, treatment
options

Applying IOS to Agile

Agile Approaches (and Biases)
Software Craftsmanship philosophy
Leadership Agility (Joiner)
The Leadership Circle (Anderson)
Professional Coaching (Co-active)
Focus on agile values
„Being‟ Agile!

Following a technical practice
Using the scientific method
Kanban (single team)
Agile behaviors / practices

“I”
“WE”
Schneider culture model
Collaborative culture
Systems Coaching / RSI™
Examining mental models
(Senge)
Having an Agile culture

©2013 Michael K. Spayd

“IT”

“ITS”
Scaled Agile Framework™
Beyond Budgeting
Kanban Portfolio System
“Systems Thinking”
Theory of Constraints
Holacracy

Collective vs. Individual

What’s Your Preference?

?

?
“I”
“WE”

?

“IT”
“ITS”

?

Subjective vs. Objective
©2013 Michael K. Spayd

Applying IOS to Agile

Integral Agile - Team View
Engaged
Individual
Agilists

Healthy
Practices &
Agile Behavior
“I”

“WE”

Team Spirit &
Complexity
©2013 Michael K. Spayd

Team

“IT”
“ITS”

Flow &
Delivery of
Business Value

Applying IOS to Agile

Integral Agile - Organizational View
Technological,
Scientific &
Behavioral

Leadership &
Engagement
“I”
“WE”

Culture &
Shared Vision
©2013 Michael K. Spayd

Org

“IT”
“ITS”

Organizational
Architecture

Applying IOS to Agile

Integral Agile – Evolving Complexity

Leadership &
Engagement

Culture &
Shared Vision
©2013 Michael K. Spayd

Technological,
Scientific &
Behavioral

Organizational
Architecture

Upgrade to the IOS
Secret Activation Code:

We

I

It

Its

Community Practice:
Cross-Window Conversations
©2013 Michael K. Spayd

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The default use of an "estimate-driven" approach is pervasive in software development efforts. While estimates can be useful, it is worthwhile to scrutinize our use of estimates, and to seek better ways to manage the development of software when estimates are not appropriate. [NOTE: For this session, I am referring to the use of estimates of cost, time, or effort for software projects, features, or tasks.] There are a number of things to explore. For example, do we really need estimates for everything we currently use them for? Are we getting a reasonable benefit from them? Is it possible to manage software development without them? In this session we will start with an information gathering exercise to help us gain a shared idea of our current understanding of the purpose and use of estimates. From here we'll move on to examine the nature of software development projects and a few possible other ways to approach our work. More details: https://confengine.com/agile-india-2019/proposal/8277/beyond-estimates-estimates-or-noestimates Conference link: https://2019.agileindia.org

Beyond Estimates: Estimates or NoEstimates? by Woody Zuill at #AgileIndia2019

Agile Software Community of India

Five people at one computer? How can that possibly be productive? While this seems like a reasonable question, it's not easily answered - until we begin to understand the power of flow. Mob Programming grew from the quest of one team to learn how to work well together. Once we started We almost immediately noticed that working this way provided better results in a variety of ways: We were getting more done, and they were the more important thing The quality of our work was increasing dramatically Our Knowledge, skills, and capabilities were improving rapidly And all while we were having a lot of fun as well! While we noticed these benefits and more, and it was clear this was in a large part due to working well together throughout the day - we didn't have an understanding of why this was working so wonderfully for us. A hint came early on when we recognized we were achieving a one-piece flow - but we didn't realize the importance of this until we started exploring the meaning and power of "flow". In this presentation, we'll share the results of that exploration, and see if we can get a better understanding of Mob Programming and the power of flow. More details: https://confengine.com/agile-india-2019/proposal/8275/mob-programming-and-the-power-of-flow Conference link: https://2019.agileindia.org

Mob Programming and the Power of Flow by Woody Zuill at #AgileIndia2019

Agile Software Community of India

This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches. Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement: Understand the system Manage the flow of value Balance Demand and Capacity Limit WIP to improve predictability Find and address bottlenecks Make Policies Explicit Incremental improvement through experiment and measurement Double loop learning (process improvement & product improvement) Scale through the enterprise More details: https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset Conference link: https://2019.agileindia.org

The Kanban Mindset by Todd Little at #AgileIndia2019

Agile Software Community of India

The talk is to share experiences and learnings with the digital transformation at the company Siemens. All of us who work in large, traditional cooperation can undoubtedly learn a lot from agile showcase companies like Spotify and Airbnb. But we also understand that these approaches are not easy to transfer in every context. Large companies with structures, processes and culture that evolved over decades have very special challenges in such a transformation. A few years ago, Siemens embarked on its transformation journey. We are in the middle of the transformation from a classic industrial company of the 20th century to a digital company of the 21st century. Some typical questions addressed by specific Siemens examples What scaling framework to apply; if any? Top-down or bottom-up transformation? What are the pillars of a transformation initiative? How to become efficient and adaptable at the same time? How to accelerate leadership development on all levels? More details: https://confengine.com/agile-india-2019/proposal/8188/travel-notes-from-the-journey-of-a-170-year-old-industrial-company-to-a-digital-company-siemens-case-study Conference link: https://2019.agileindia.org

Travel notes from the journey of a 170 year-old industrial company to a digit...

Agile Software Community of India

Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed. When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users! We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral.. As quality cannot be compromised we quickly decide that Agile is fine, but as we work in regulated environment we need to be pragmatic and adjust Agile to our needs. What comes out is unfortunately not much different to Waterfall or V-Model, we still keep sprints and do reviews, but realize that only form is left. I am directly responsible for IT in Eurofins Genomics so will share experience from the field on how did we overcome this and reanimated Agile. More details: https://confengine.com/agile-india-2019/proposal/8187/regulations-eat-agile-for-breakfast Conference link: https://2019.agileindia.org

Regulations eat Agile for breakfast by Gaitis Kasims at #AgileIndia2019

Agile Software Community of India

In 2008 I was member of a leadership team at Ericsson starting the transformation towards agility for a 2000 people organization. Soon we heard, that agile is a mindset and somehow that sounded right. But it was so hard to get: for me that full mindset change journey took about a year. Through it, I have become one of the transformation drivers at enterprise level. Today I am driving the transformation of a 15000 people business unit as organizational coach/inhouse consultant. Having worked with all kinds of people in all kinds of roles on all levels in the hierarchy across the company gave me a lot of experience with how to get the mindset across. One key learning is, that there is no one-size-fits all approach to it. People are different and different groups of people react in different ways through the group dynamics. In this talk I will share my 10-year-experience with facilitating mindset change. I will share several examples of different kinds of people and groups of people I encountered and what I found working to facilitate the mindset change. More details: https://confengine.com/agile-india-2019/proposal/8182/10-years-of-transforming-mindset Conference link: https://2019.agileindia.org

10 years of transforming mindset by Hendrik Esser at #AgileIndia2019

Agile Software Community of India

Adaptive handling and flow of financials are an important ingredient to business agility. Essentially what we want to achieve is, to have the money in a company flow to where it creates most value. In the modern dynamic business environment this is an increasing challenge as we on one side see the need to be very adaptive throughout the year to cope with the changes in the business and on the other side people in enterprises as well as suppliers and partners would like to have sufficient financial stability to plan their work. On top of that come regulatory requirements. For ICAgile I led an international team of professionals in 2018 to create a learning curriculum outlining the most important things you need to know about finance in an agile enterprise. This curriculum is published under creative commons license. In this talk you will get an overview of finance agility based on the professional knowledge of this team. More details: https://confengine.com/agile-india-2019/proposal/8181/agile-finance-enabling-business-agility Conference link: https://2019.agileindia.org

Agile finance enabling business agility by Hendrik Esser at #AgileIndia2019

Agile Software Community of India

Modifying the schema of a production database is hard. If something goes wrong, the impact on both customers and the team can be enormous. And it can be hard or even impossible to rollback a database schema change if things go wrong. And the same is true for any architectural change for a production application. The Branch by Abstraction and Strangler Pattern makes significant application changes easier. Are there any similar patterns we can use to make production database changes less risky? Indeed, there are. The Expand/Collapse pattern is a blueprint for making the database migration. It makes the remodelling both reversible and safe. By expanding the application to accommodate both the old and the new schemas in parallel, we can give ourselves time to: Migrate any downstream dependencies on the old database schema Gain confidence that the migration is safe We contract the application to the new version, once we’ve satisfied that the old schema is no longer needed. The pattern helps to make significant, but necessary refactorings to your data model in a continuous delivery way. Most importantly, without threatening the robustness of your production applications. While working with our product, I’ve successfully applied this pattern to make major changes to the core of the application, all while serving customers in production. I’ve learned some important lessons about how to best implement the Expand/Contract pattern. In this session, I’ll share my experiences on how to avoid pitfalls and succeed at these kinds of major data remodelling with hardly any downtime. More details: https://confengine.com/agile-india-2019/proposal/8174/expand-contract-pattern-for-continuous-delivery-of-databases Conference link: https://2019.agileindia.org

Expand Contract Pattern for Continuous Delivery of Databases by Leena S N at ...

Agile Software Community of India

I'll present how the dynamics of today's world means that old ways of organizing power in businesses are no longer working. We need to re-look at our organization structures so that the emerging culture allows for more effective ways of using power. I'll cover: The Decay of Power and What It Means For Your Organization Current Structures Make it Difficult to Get Things Done Holacracy — A New Social Technology To Organize Power in Pursuit of Purpose 5 Ways Holacracy Organizes Power to Thrive in a Rapidly Changing World 1. The purpose is the new Boss 2. Autonomy: Everyone is a Leader (but lead roles not people) 3. Create Fractal structures (not Hierarchical or Flat) 4. Power vested in rules (not people) 5. Dynamic org structure that evolves (instead of rigid top-down ones) More details: https://confengine.com/agile-india-2019/proposal/8145/re-thinking-how-power-is-organized-in-businesses-to-thrive-in-a-rapidly-changing-world Conference link: https://2019.agileindia.org

Re-thinking how power is organized in businesses to thrive in a rapidly chang...

Agile Software Community of India

Do you want to hire the best? I suppose yes. Do you want them to grow, to improve their skills continuously and to develop your company? Hope so? But what happens if people grow quicker than the company itself? That might be an issue and you need serious changes in your company to keep employees interested to stay, to grow and to develop your company. We are using open salaries, money transparency and an advice process in ScrumTrek company to retain interest, to have a new source of enthusiasm and motivation of our employees. We started our journey 2.5 years ago and we are happy to share how it feels from inside. More details: https://confengine.com/agile-india-2019/proposal/8090/open-salaries-from-employees-to-managing-partners Conference link: https://2019.agileindia.org

Open Salaries: from employees to managing partners by Alexey Voronin at #Agil...

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Windows on Transformation: Four Pathways to Grow a more Agile Enterprise

1. Windows on Transformation: Four Pathways to Grow a More Agile Enterprise Michael K. Spayd @mspayd Lyssa Adkins @lyssaadkins

4. AQAL All Quadrants All Levels Ken Wilber

5. The Integral Operating System (IOS) INTEGRAL: “possessing everything essential or significant; complete; whole.” An integral approach incorporates all of the essential perspectives, schools of thought, and methods into a unified, comprehensive and accurate framework. adapted from Brett Thomas, AQAL Elements Applied to Leadership ©2013 Michael K. Spayd IOS & AQAL framework are based on the work of Ken Wilber and others

7. The Integral Operating System (IOS) The Four Quadrants EQ, leadership development, personality profiles, introspection, reflection, meditation, solitude, Window self-awareness Psychological The “I” Perspective The “I” Perspective Corporate vision, mental models analysis, stakeholder consultation, diversity, transformational change, Window culture management Cultural The “WE” Perspective The “WE” Perspective ©2013 Michael K. Spayd Scientific method, metrics, analysis, observation, financial controls, statistics, quality programs, productivity measurement, financial targets, Window product (singly) The “IT” Perspective The “IT” Perspective Behavioral Systems thinking, portfolio analysis, strategic planning, trend forecasting, empirical management systems, Window lifecycle analysis The “ITS” Perspective The “ITS” Perspective Systems adapted from Brett Thomas, AQAL Elements Applied to Leadership

8. The Integral Operating System (IOS) Integral Example from Medicine -- treating depression -Psychotherapy • introspective • cognitive Medications / physical treatments “I” “IT” “WE” “ITS” • Available support systems • Support from family • Prayer / good intentions ©2013 Michael K. Spayd • Socioeconomic status • Availability of insurance, treatment options

9. Applying IOS to Agile Agile Approaches (and Biases) Software Craftsmanship philosophy Leadership Agility (Joiner) The Leadership Circle (Anderson) Professional Coaching (Co-active) Focus on agile values „Being‟ Agile! Following a technical practice Using the scientific method Kanban (single team) Agile behaviors / practices “I” “WE” Schneider culture model Collaborative culture Systems Coaching / RSI™ Examining mental models (Senge) Having an Agile culture ©2013 Michael K. Spayd “IT” “ITS” Scaled Agile Framework™ Beyond Budgeting Kanban Portfolio System “Systems Thinking” Theory of Constraints Holacracy

11. Applying IOS to Agile Integral Agile - Team View Engaged Individual Agilists Healthy Practices & Agile Behavior “I” “WE” Team Spirit & Complexity ©2013 Michael K. Spayd Team “IT” “ITS” Flow & Delivery of Business Value

12. Applying IOS to Agile Integral Agile - Organizational View Technological, Scientific & Behavioral Leadership & Engagement “I” “WE” Culture & Shared Vision ©2013 Michael K. Spayd Org “IT” “ITS” Organizational Architecture

15. fin

Hinweis der Redaktion

Lyssa’s introThis talk from Michael’s bookACI: team to enterprise
Michael’s struggle with right viewL&M experiences with agile coaches and what they struggle with
Michael identified with Ken
L&M’s preference examplesLyssa: deep dive into coaching (1:1, bringing prof coaching into agile world, wanting to inspire best agilists). Bhuvana story. “I” preference.Michael: Schneider culture model. Systems coaching: died and went to heaven. “We” preference.
Teach hand raise.Pair convo.Hand poll – “Where are my I’s?” …
Lyssa’s story of how the IOS helps her see what she does when she coaches an agile team.
Michael’s story of how he works with leaders to help them see how to get an agile org.
Michael: what’s coming, they don’t evolve at the same rate

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