The Challenge of the next decade... Transforming Corporate Managers... into Agile Leaders

The Challenge for the next
Decade...
transforming Corporate Managers... into Agile
Leaders...

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com


Why is that needed?

Let’s have a look at what happens at our businesses...

Time to Market
.5 years
13

3
we
e ks

1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 2006
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California


mo re &
Pro d ucts
co m plex
m ore


too slo w too too
exp en$ive
c om p le x

No more Mediocrity


Customers can
change ...

... and they will!

ate
lu
eva
s
er vic es
st om ser
Cu our Cus
tom
oth ers
er c infl
ust uen
ome ce
rs

Customers are in
control of the business

Customer Capitalism

as Corporate Managers...

What are we doing about it?


Corporate

Individual
Hierarchy

Compliance

We change the
structure ...

... every 6-9 months

We expect
to gain
more


Chaos
Dispirit
Demotivation

Symptom ≠ Problem

Why?

I am...

an ag er
?? ?M
EM EA n
por atio
Cor
Tr ade
ide
Wo rldw

... my position

The Enemy is ...

... out there

The
Illusion
to ...

... take
charge

The
Fixation ...

... on events

The Parable ...

... of the boiled frog

The delusion
of ...

... learning
from experience

The Myth of the
Management Team


Mana!ment


ways been
It is al
th ere...

Immutable Truth

command &
control

hierarchy
impersonal
communications

competition through economies
of scale and cost reduction

w ork
nn ed
tly pla
t igh

cial &
So

Why? E
co
con
nd
om
i t io
ic
ns


“In the past, Man has been first. In
future, the system must be first”
(Frederick Taylor, The Principles of Scientific Management, 1911)

“The goal of the system is to make
individuals as predictable and
controllable as the capital assets
for which they are responsible”
(Harold Geneen ITT, 1965)

The System Has
Stopped
Delivering

knowledge

semi-skilled

orkforce
Co m mitted W

20th century 21st century

Customers take charge

What we should do about it
instead!
as Agile Leaders...


Em p i
rical P
roces
s Contr
ol

inc i p le
Iter

ul l pr
ativ

P
e

king
&

Thin
Inc

Lean
rem
ent
al

Agile Reading Glasses

Empirical Process control
Agile is based on empirical control, through transparency, inspection and
adaptation the best processes are emerging while doing, and only retrospectively it
is possible to recognize successful adaptation from non successful ones


Deﬁned Process Control Production-based process


Empirical Process Control R&D based process


Pull Principle
Agile approaches are based on pull principle which allows self-organizing teams to
pull in work and knowledge as needed in order to deliver valuable quality software


Pu

Pull
sh

C ti on

Focus on value
om ra
bo
pl lla
En

i an o
C
for

ce
cem
ent

Individual Team


Lean Thinking
Lean Thinking inspired process improvement through constant observation of the
unevenness in a ﬂow, resources or people overburdening and elimination of
wasteful activities


do not overload your
Overburden
People
(無理: muri)


Unnecessary
Variations
(斑: mura) keep the Flow
Even


Wasteful
Activities
(無駄: muda)
remove non value adding

Activities

Iterative & Incremental
Delivering a product in subsequent iterative releases, not only improves the explicit
quality of it, it also allows everybody involved in its development as well as every
stakeholder, to learn better what is really needed to support a business vision


it
e
lu

y
Do

d
it

Va

ea
ve
ne
ea

d

R
o
Id

pr

d
!

A
fy

Im
ri
Ve

1 2 3 4 5

0% 100%
Iterative & Incremental

Every Increment:
✓is inspect-able
✓adds value
✓it’s high quality
✓it’s ready to ship


sta rt
a NEW


Br eak
e I ron
th
ang le!
Tri

rs

W
me

or
to

k
er
s
Cu

Organization s


Agile Leadership Progression Timeline (1/5)

Leader’s Skills
• Technical Expert Hierarchical
• Planner & Organizer
• Delegator
• Controller
Characteristics
• Controlling
• Individual Evaluation
• Individual Reward



Leader’s Skills
• Group Communication Enlightened
• Problem Solver
• Conﬂict Resolution
• Group Dynamic
Characteristics
• Participative
• Individual Evaluation
• Individual Reward



Leader’s Skills
• Facilitator Shared
• Leader
• Conﬂict Resolution
Characteristics
• Participative
• Collaborative
• Team Evaluation
• Team Reward



Coordinated
Leader’s Skills
• Coach
• Benchmarking
Characteristics
• Collaborative
• Peer Evaluation
• Team Reward



Agile
Leader’s Skills
• Strategic Planner
Characteristics
• Empowered
• Peer Evaluation
• Team Reward
• Team Recruitment


Who is responsible?

Pyramid of Results

g e
na Results
Ma

Culture
nc e
h
e
ba t t

Actions
if
la
ad sh

Beliefs
Le

coaching is an ongoing
long term investment

Experiences
The “Results Pyramid” is copyright of Partners in Leadership LLC

D irection
E nvironment
C onstraints
K nowledge

Relationship Behavior

Participating Selling

DECK
Delegating Telling

Leaders Behavior

Actuality

Collaboration Control

Impersonal
People

Cultivation Competence

Possibility William Schneider - The four Core Cultures


De
lig
ht

on
s si
es s
c c a
S u P

What’s the recipe?

1) Focus on Value, not
compliance!


2) Encourage and nurture
engagement


3) Work with Self-Organizing
Teams, so to use all the brain-
power you have available
instead of only 1 on 5!


4) Use empirical control, focus
on outcome not on output!


5) Start to shape your new
organization by changing
yourself first!


6) Understand it is a cultural
change... and it’s not about you

Y ou!
h an k
T

More food for thought...

http://slideshare.net/tumma72

The Challenge of the next decade... Transforming Corporate Managers... into Agile Leaders

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The Challenge of the next decade... Transforming Corporate Managers... into Agile Leaders