This is a revised deck for my Path to Agility Presentation. Please see this web page to understand how you may use this material: http://paulmboos.com/about/creative-commons-license/

1. Taking Flight
From Aspiration to
Transformational Action

2. Your Aviator…
IT Executive Leadership Coach
24 years IT Experience/21 years S/W Development
27 years Management
Deming, Reengineering, Agile/Lean
Military/Federal
(Inside & Outside)
Product Companies
Multiple Industries
18 years Acquisition
Active Agile Community Member
(Agile Coach Camp/Agile Influencers of DC)
(GLASScon/LeanCoffeeDC/GALE)
Lean Start-up & Product Mgmt

3. WHY
WHAT
HOW
Better ROI, Changing market/mission needs
Increased competition, Workforce demands
Change ‘approach’ used to produce software
Introduce Agile/Lean
Business Reasons
(for Agililty)
BOTTOMLINE
There is always one or more REAL business
reasons for introducing change.
Don’t ignore these, harness them.

4. Business Value Stream(s)
Business Value Stream(s)
Business Reason(s)

5. WHY
WHAT
HOW
Want better results for our business (& us)
Change to get these results
Operationalize & sustain change
Agile Transformation
(Transition, Adoption, etc.)

6. Agile Transformation
is
strategic in
nature.
(Transition, Adoption, etc.)

7. Business Value Stream(s)
Business Value Stream(s)
One Possible Strategy

9. Top 5 Reasons Agile Projects Failed
Lack of experience w/agile methods
Company philosophy/culture at odds w/core agile values
Lack of Management Support
External pressure to follow traditional waterfall processes
Lack of Support for Cultural Transition
Ability to Change Org Culture 44%
Personnel w/Agile Experience 35%
General Resistance to Change 34%
Pre-existing non Agile Framework 32%
Management Support 29%
Top 5 Barriers to Agile Adoption
Sources: VersionOne State of Agile Survey 2014
Culture

10. 2012
Ability to Change Org Culture 52%
General Resistance to Change 41%
Trying to fit Agile into into
non-Agile framework 35%
Personnel w/Agile Experience 33%
Management Support 31%
Top 5 Barriers to Agile Adoption
2011
Ability to Change Org Culture 52%
Personnel w/Agile Experience 40%
General Resistance to Change 39%
Management Support 34%
Project Complexity 30%
2010
Ability to Change Org Culture 51%
General Resistance to Change 40%
Personnel w/Agile Experience 40%
Management Support 34%
Project Complexity 31%
Sources: VersionOne State of Agile Surveys 2010-13
Culture
2013
Ability to Change Org Culture 53%
General Resistance to Change 42%
Trying to fit Agile into into
non-Agile framework 35%
Personnel w/Agile Experience 33%
Management Support 30%
Culture

11. “Culture eats Strategy for breakfast.”
- Peter Drucker

12. Culture
Behaviors That Are Not Tolerated
Tolerated Behaviors
Preferred Behaviors

13. We’ll start
3 models
with

14. Accredited to Michael Sahota & Olaf Lewitz

15. Collaborative Control
CompetencyCultivation
Schneider Cultural Model
RealityOrientedPossibilityOriented
People Oriented Org Oriented
The Reengineering Alternative, William Schneider

16. Using the Schneider Model
• Plot organizational characteristics onto its grid
– Subjective in nature (acknowledgement)
• Where the largest cluster occurs, this is the dominant
culture
• There may be “sub-cultures” that are different
• A culture may straddle borders (this is a continuum)
• A new organization may not yet have a dominant culture
• Recommend also plotting where you want your
dominant culture to be…

17. Adapted from Dr. Ahmed Sidky’s
Unlocking the Blackbox of Agile

18. Decisions  Habits  Culture
Evolutionary Theory of Economic Change,
Richard Nelson & Sidney Winder, 1982

19. Many ‘solution’ decisions
are captured in
the organizational
and its
paths
structure
communication
Conway’s Law is alive and well.

20. Business Value Stream(s)

21. Business Value Stream(s)

22. Business Value Stream(s)
SDLC Value StreamSDLC Value Stream
Value Stream

23. Customers
Line
(Mission)
Support
Strategy
Value Streams
become
entangled
in the
hierarchy
Ops
Mgmt

24. Customers
Line
(Mission)
Support
Strategy
Value Streams
become
entangled
in the
hierarchy
Ops
Mgmt
-- truly --
(Only one truly tangled value stream shown…)

25. Most organizations don’t make fully rationale decisions
those decisions are unknowingly steeped in their habits.
Evil is committed
by
the well-meaning
The Power of Habit, Charles Duhigg

26. Decisions  Δ Habits  Δ Culture

27. Taking Flight Approach
• Set an aspirational target aligned with the
business value stream
• Examine possible routes
• Select the best route and the first waypoint(s)
– Consider each leg an experiment
– Work details/make decisions operationally
– Inspect & Adapt at each waypoint
– Make course corrections
– Squadron mates

28. Establish an Aspirational Vision
of your future

29. Aspiration ::
(noun)
1. strong desire, longing, or aim; ambition
2. a goal or objective desired

30. End State ::
(noun)
1. The set of required conditions that defines
achievement of the commander's objectives.

31. Aspirational vs End State
• Any end state you choose may be wrong (don’t use
BUFD for your Org Change)
• No defined end state = never done  assists mindset Δ
– Revisit aspiration and progress towards it regularly
– Use interim states that move you in the right direction and
are more concrete
– Continual experiments/Contained failures
– Measure relative performance improvements
– It’s how you apply Product Thinking to your organization
• Aspirations can more easily balance between the soft
and hard skills needed

32. In terms of
A vision
Aspirations
Organizational Transformation,
are…
not too complex
The set of characteristics based on this vision

33. Why is Setting an Aspiration Important?
• Casts what the ‘agile’ means to the organization;
personalizes it – includes a ‘business’ (or mission)
view
• Determines what the most relevant principles
from Agile (or Lean, or Software Craftsmanship)
mean to the organization
• Guides decisions within the organization;
achieves alignment (include the business!)
• Provides guidance for course corrections once we
go in-flight
Avoids Imposed Agile…

34. Whoare the
customersof your
organization’s
change effort?

35. The
in the
people
organization

37. 4 Types of Co-Creation (mapped to
Culture types of Schneider Model)
Collaborative Cultivating
Competency Controlling

38. How
do I
determine
which one?

39. By Asking…
Controlling  Invitation/Encouragement to ‘Influencers’
Competency  Invitation/Inclusion of Relevant/Knowledgeable
Collaborative  Invitation for Those Interested
Cultivating  Invitation/Reach out to Network of Interest

40. 4 Types of Co-Creation (mapped to
Initial Engagement Activities )
Open Space|World Café Open Space|World Café
Workshops|World Café Workshops

41. Over time…
the Culture will evolve…
choose a
different
co-creation approach for decisions
aligned with the new Culture
review it with a Retrospective

42. Lots of Approaches to Creating One
Lego for Serious Play
KrisMap
Vision Statements
Cover Story Innovation Game
We want common agreement & understanding…
Participatory Creation > Clear Communication > Proclamation

43. A Federal Government Example

44. “Deliver mission value daily.”
“Constantly improve delivery, by
reducing waste and through new ideas.”

45. Collaborative Control
CompetencyCultivation
Aspirational Characteristics on Schneider Cultural Model
RealityOrientedPossibilityOriented
People Oriented Org Oriented
Collaborative
Innovative
Resourceful/Can-Do
Optimistic
Pragmatic
Adds Value
Cost ConsciousConsiderate
Organized
Risk Taker
Responsive
Decisive
Flexible
Positive Attitude
Sense of Humor Speedy
Stamina
Motivated
Integrity
Reader
Focused on Business Results
Confident
Empathetic
Reliable
One Voice

46. we have a
how do we
Target Aspiration,
Now that
incremental step?
determine
the next

47. the
Current State
Understand

48. Lots of Approaches to This Too…
Process Models
SWOT Analysis
Customer Personas
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation

49. Aspiration
Starting
Point

50. and
Operational Actions
Prioritize
Determine
to
achieve
the Next State
congruent
Vision
with the

51. Take
simple
steps
P
PSimple does not imply easy…

52. Lots of Approaches to This Too…
Forcefield Analysis
Strategy Maps
Priority vs Energy Exercises
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation

53. Goal: Roadmap of Prioritized Δs
for
Incremental, Relative Improvement

54. Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Adapted from Organizational Transitions,
by R. Beckhard & R.T. Harris

55. Many Things to Change Depending on
What’s Next in Priority
• New Strategies
• New Org Structures
• Find/Establish New Support Networks
• New Practices
• New/Streamlined Processes
• Rewards for Δ in Behaviors
• Create/Eliminate Ceremonies
• New Habits  The Hardest to Do
& the most crucial
Some of
these will be
Experiments

56. Reminder…

57. Decisions  Δ Habits  Δ Culture

58. Find Key Practices to avoid being eaten…
Habits

59. What Might Be Some of the Habits We
Want to Change?
• Ways meetings are conducted
• Ways meetings are scheduled
• How managers give feedback
• What agreements are explicit or implicit
• How decisions are made and owned
• Whether people show vulnerability
• How people learn new skills  Fed example
Note: want org habits reinforcing an Agile mindset

60. Habit Loop
Habit
Trigger RewardCraving
The Power of Habit – Charles Duhigg
OldNew

61. Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Federal Org Habit Around
Training

62. Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Federal Org Habit Around
Training
self-study/experimentation=Learning

63. Finding Leverage Points
• The habit to change is formal training to
learning
• Step 1: Habit Loop  Causality Diagram
• Habit Loop will reveal underlying complexity
– More Steps
– Reinforcing Loop
• Step 2: Look for Limiting Conditions & Side
Effect Loops
self-study/experimentation=

64. Training
Request
Need to Know
Something New
Recognition
Formal
Training
Full Causal Diagram
Fulfill IDP or
Certification
Easy to
Measure
Statement
of Intent
Self-Study
Experiment
Absorb
& Share
Learning
Learn the
Lingo to
“Look Smart”
Get By/
Impress
Lack of
Failure
Shows
Vulnerability
Avoids Showing
Vulnerability
“The
Recognized Expert”
“The
Self-Made Expert”
“Whew,
Passed the Test!”

65. What Does This Show?
• 2 Leverage Points:
– Remove Pain of Showing Vulnerability to Learning
– Remove Value of IDP Based on Courses
• 1 Side Effect:
– Lack of Failure makes formal training easier than
experimentation
• There is an expected delay between absorbing
the real learning and then receiving recognition
– Decided to reward the experiment itself regardless of
whether it was successful or failed

66. Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Adapted from Organizational Transitions,
by R. Beckhard & R.T. Harris

67. “No plan survives contact
with the enemy.”
- Helmuth von Moltke the Elder

69. Inspect + Adapt

70. Value Stream(s)
Org
Retro
What So What
Now
What
Measures
Retrospectives for Organizational Change,
Jutta Eckstein
Measures

71. Org
Retro
What So What
Now
What
Gather
Data
Generate
Insights
DecideData
(Measures/
Perspectives) Execute Δs
Open
Close

72. Status Quo
New Status Quo
disruption
amount
disruption
time
Satir Change Curve
A detailed depiction of the Satir Change model -
http://stevenmsmith.com/ar-satir-change-model/

73. How can we promote
Sustainable Change?

74. Definitions
Sustainable :: Able to be maintained at a certain
rate or level. Synonym: Supportable
Change :: The act or instance of making or
becoming different. Synonyms: Alteration, Shift, Mutation
“Change Capacity”

75. +
= limit to change
> disruption
amount
Capacity is the WIP

76. +
net effect
time
tolerance to time-lag
defined by environment
=

77. +net effect
time balance limit vs lag

78. To-Do In Work Done
Organizational Change Capacity
WIP Limit =

79. Aspiration
Starting
Point
Promotes
Restricts
Promotion/Restriction based on
Limits to Organizational Change
by Herbert Kaufman
& Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement

80. Aspiration
Starting
Point
Promotes
Restricts
Low Risk Tolerance
Grand Unclear Vision
Hiring to Fit
Insular Communication
Employee Indoctrination
Successes Only
Promotion/Restriction based on
Limits to Organizational Change
by Herbert Kaufman
& Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement
Specialized Silos
Group Think

81. Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Δ Kanban
Δ Validation Board
Adapted from Organizational Transitions,
by R. Beckhard & R.T. Harris

82. Determine
the
Change Domain
Make change,
Monitor for results
Retrospect,
Decompose
Experiment
for Solutions
Solve,
Observe patterns
Cynefin Framework, David Snowden

83. Transformation Kanban
Next Up In-WorkBacklog CompleteReady Measure Done
Based
On
Org
Capacity
Based
On
Org
Capacity
Based
On
Org &
Capacity
To
Measure
Based
On
Org &
Capacity
To
Measure
Based
On
Org
Capacity

84. Next Up In-WorkBacklog Complete
Transformation Kanban
Ready Measure Done
Based
On
Org
Capacity
Based
On
Org
Capacity
Based
On
Org &
Capacity
To
Measure
Based
On
Org &
Capacity
To
Measure
Based
On
Org
Capacity
Organizational WIP
Team has
• Capacity
• Charter
• Measures
• Expected
Outcomes
Team has
• Completed
Actions
Team has
• Measured
Results

86. Validation Board
Assumptions
Benefactor
Issue
Solution
P1 P2 P3 P4 P5
Riskiest
Assumption
Experiment
Result
Invalidated Validated
Hypothesis

87. Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions
• Better yet, form a triad
– Third person holds the other two accountable to
their commitments
• Grow network as pairs/triads
– Net-Map Technique is a great tool here
Triads come from The Culture Game by Daniel Mezick
Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com

88. of
and
Hidden Assumptions
Biases

89. A Couple of Typical
Biases or Assumptions
• People just don’t want to change
– So explain to me why people will take up a new hobby
later in life or move across country?
(Hint1: it is in their interest – find mutual desire)
(Hint2: involve them – co-creation)
• Agile has issues scaling to large programs
– Why do you have a large program? Could this be solved in
a different manner with sets of smaller applications?
(Hint1: most “programs” are put together for reasons other than
actual size & complexity, such as ability to get budget, the
size/complexity is an outcome from these reasons/decisions)
(Hint2: descale to individual applications before adopting a scaling
framework – look to scale agility horizontally 1st, vertically 2nd)

90. Adding Bureaucracy
Will Not Create Success

91. Agile Teams
Tend to be here!
Adapted by Jurgen Appelo from the Cynefin framework;
posted on his blog at http://noop.nl

92. Most Policies
Tend to be here!
Adapted by Jurgen Appelo from the Cynefin framework;
posted on his blog at http://noop.nl

93. Most Programs
Adapted by Jurgen Appelo from the Cynefin framework;
posted on his blog at http://noop.nl
Tend to be here!

94. Complicated + Complex
Overrides Ordered + Simple
+ =
Process Team Result

95. …
1
2
3
n Worse Case
Best Case

96. Strive to decomplicate…
Help teams operate as simple and ordered as possible.

97. Apply the pants principle…
Simple process adopted by the team
doing the work in a simple structure.
+
Process Team

98. Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support
Line
(Mission)
Team

99. Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support
Line
(Mission)
Teams

100. Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support

101. Customers
Line
(Mission)
Teams
Support
Services
Strategy
Value Streams
of
a Network
Portfolio
Support
to

102. Thanks!and
Have a
Good Flight!

103. Paul M. Boos
http://paulmboos.com
pmboos@yahoo.com
@paul_boos
703-307-4322 (mobile)
Games for Agility, Learning,
and Engagement (GALE)