The document outlines how leaders can move their organizations to become more agile. It discusses four key steps for agile leadership: 1) incubating transformational leadership qualities, 2) developing a transformational leadership team, 3) expanding as a leader from expert to achiever to catalyst, and 4) leading organizational change. The presentation provides examples of how leaders can live agile values, develop shared vision, guide growth and change, and anchor new approaches through modeling behaviors and celebrating successes.

1. Niranjan Nerlige V, Founder, Chief Consultant, Coach and
Trainer
CSP,CSM, PMI-­ACP,SPC4
Exelplus Services
/
How will I move the Cheese as
Agile Leader for Enterprise Agility
©2017 1

2. Agenda
ØIntroduction
to
the
Characters
in
a
Fable
“
Who
Moved
my
Cheese”
ØAgile
Leadership
in
21st Century
ØHow
will
I
move
my
Cheese
as
an
Agile
Leader
ØQ&A
©2017 2

3. Have
you
read
this
book?
An
amazing
way
to
deal
with
Change
in
Your
Work
and
in
Your
life
©2017 3

4. ©2017 4

5. ©2017 5

6. Barriers
for
Agile
Adoption
Company
Culture
at
odds
with
agile
values
46%
Management
concern
about
loss
of
control
38%
Organizational
resistance
to
change
42%
10th State
of
Agile
report-­‐Version
One-­‐ 2016
©2017
6

7. Agile
Leadership
The World of
Agile
The World of
Leadership
What
is
It?
The World of
Agile
Leadership
Leaders need
to be agile
Agile
Organizations
need Leadership
©2017 7

8. Demands
on
Leaders
in
a
fast-­‐changing
World
©2017 8
The Demand on Leaders
Leadership & Management
Innovation
Strategy
Culture
Learning & Change
Structure
Organizational
Agility
Leadership
Agility
Transformational
Leadership
How
Agile
Leaders
can
move
the
cheese?

9. #1-­‐Incubate
Transformational
Leadership
©2017 9
Agile
Leaders

10. Leaders
go
first
• Live
the
values
• Lead
by
example
• Seek
to
truly
understand
their
culture
• Be
as
transparent
as
the
teams
they
lead
See
presentation:
Agile
From
the
Top
Down:
Executives
&
Leadership
Living
Agile
by
Jon
Stahl
©2017 10

11. Scrum=Agile?
• Does
your
company
think
following
“agile
practices”
therefore
they
are
agile.
• They
have
to
recognize
agile
is
set
of
value
and
principles
©2017 11

12. Agile
from
top
down
practices
• Clear
communication
is
the
foundation.
“
I
am
glad
we
all
agree”
• Genuine
shared
understanding.
– “
I
am
glad
we’re
all
agreed
then”
• Create
BVR(Big
Visual
room)
• Put
your
values
on
the
wall,
agile
manifesto,
XP
values
and
Lean
(kaizen)
• Visualize
what
you
manage
– Application
assets
– Leadership
– Financial,
operation
etc.
• Transparent
leadership-­‐ doesn't’t
mean
you
have
all
answers.
©2017 12

13. Standard
work
practices
Source:
Define
Core
competencies,
matrix
and
ownership
Standard
work:
Agile
Practices
©2017 13

14. #2-­‐Develop
Transformational
Leadership
Team
©2017 14

15. Agile
Leaders
Provide
Transformational
Leadership
“The
ability
to
transcend
many
visions
into
compelling
shared
vision
across
the
organization
is
the
key
stone
what
Temenos
offers
organizations”
©2017 15
Temenos Transformation
Model

16. Integrity
and
Sacredness
of
Leadership
Team
Personal
visions
of
many
Compelling
organization
shared
vision
“ Continued commitment to maintaining integrity and sacredness of
leadership team”
©2017 16

17. #3-­‐ Expand
as
a
Leader
from
Expert-­‐Achiever-­‐Catalyst
©2017 17

18. Task-­‐focused
Do
the
work
Results-­‐focused
Direct
the
work
Drive
and
measure
Growth-­‐focused
Guide
people/change
Share
Leadership
Creative
&
Adaptive
Expert
Leader
Achiever
Leader
Catalyst
Leader
Agile
Leadership
Journey
Source:
Developing
Agile
Leadership
presentation
by
Peter
Behrens
©2017 18

19. Catalyst
Leader
Habits
GROWTH MINDSET CATALYST HABITS
Awareness of self Experiments on self
Reflects cognitively Coaches for growth
Open to
perspective
Shares ownership
" We need more agile leaders who demonstrate
Growth mindset and Catalyst Habits
Source:
Developing
Agile
Leadership
presentation
by
Peter
Behrens
©2017 19

20. Catalyst
Leaders
are
not
too
anxious
with
Change
20
A
catalyst
Leader
let
go
of
control
and
deal
with
uncertainty
and
change
without
being
too
anxious
Source:
Leadership
in
Agile
Organizations
by
Eva
Norman,
Sofia
,
Ann-­‐Christine
Agility
Dimensions
matched
with
Leadership
Styles

21. Discovering
Agile
culture
(Local.CH)
"Discovered agile culture and explored their values
iteratively through visualization and collaboration
Source: local.ch engineering manifesto -©2017 21

22. Develop
Agile
Culture
Iteratively
©2017 22
Source:
Developing
Agile
Leadership
By
Peter
Behrens

23. Spreading
the
Agile
Culture
©2017 23
Source:
Developing
Agile
Leadership
By
Peter
Behrens

24. #4
– Lead
the
change
©2017 24

25. It
is
upto you
It is not enough that management
commit themselves to quality and
productivity, they must know what it
is they must do.
Such a responsibility cannot
be delegated.
—W. Edwards Deming
©2017 25

26. Anchor
new
approaches
in
the
culture
• Leaders
and
managers
own
habits
and
behaviors
• Culture
is
realized
in
the
habits
of
the
organization
• New
culture
requires
new
habits
• Celebrate
short
wins
• Consolidate
gains;
produce
more
wins
“people are already doing their best. It’s the
system that’s flawed.”- Deming
©2017 26

27. What
it
takes
to
be
leading
a
change?
“We
focused
the
pilots
on
digital
capabilities,
and
we
soon
expanded
beyond
that”
– Capital
One
CIO
Rob
Alexander
“We
live
agile
culture
“– Philipp
Engsltler of
Local.ch
“
It
was
also
a
bit
chaotic
to
think
about
refactoring
the
entire
organization
so
that
testers
are
collocated
with
developers
but
it
was
clearly
right
thing
to
do
for
the
business”-­‐ Susan
Morrison,
P
&
V
Manager,
John
Deere
ISG
©2017 27

28. Conclusion
©2017 28

29. References
©2017
29

30. ©2017 30

31. ©2017 31