2017 agile for execs
TRANSCRIPT
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Riina Hellström, twitter @extemporea [email protected] www.peoplegeeks.net
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How does it feel being the emperor without clothes?
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Because that is where many executives are
heading towards in the midst of your
Agile Transformations.
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You. Have.
No. Idea.
Whatsoever. What. Agile.
Means.
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You are trusting your experience and management
skills, which brought you this far.
Of course you are. Who would not?!
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Guess what?
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The exact thing you regard your strength,
your long business experience and through that,
the behavior based on that experience is what is breaking the
agile system.
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Obnoxious, you say?
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Ignorant, I say.
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I am sharing some thoughts here.
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What I am learning… listening to most Agile coaches and agilists…
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Is that many people talk about “Agile”
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But very few have deep understanding of
what it means
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And guess what I heard, too?
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You are making large-scale
organizational design decisions on the basis of that
(limited) knowledge.
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Whoops.
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My question for you is…
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Would you want to have a strong common understanding in
your executive team about agile, before deciding on
organization restructuring, investments, infrastructure for work and management roles?
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Agile is not…
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Faster
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A methodology
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A form of organization
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“Not planning”
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“Working as you want” Unstructured
Without controls
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“modern offices” or “working distantly”
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I dare you. Try this out:
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Ask your Executives to explain Agile in 10 sentences
or less, individually, in writing.
Are you getting a coherent answer?
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I thought so.
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Still want to make long lasting plans on how to build the organization
based on your common (mis)understanding?
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Maybe time to revise your way forward?
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Agile is different than you are used to
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Agile is a different way of
being, thinking, behaving, acting, working, agreeing, planning, deciding following up, investing time & money, communicating, reporting, resourcing
managing, leading, following.
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Agile is holistic
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If I told you Digital & Agile
is the biggest change in organizations, management and
work behavior….
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… Since the year 1911…
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Would it change how you approach this?
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Would you stop to learn?
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You can’t delegate it.
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You have to understand agile to
lead it.
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You can’t ask fish to make plans on how to climb up a tree
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Because the fish have never seen a tree
or never been climbing.
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You have very talented fish
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Smart fish
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Who have been swimming and have been amazing fish
all their careers
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You are hearing that that all the other digital fish are
starting to climb trees now.
Companies are going “agile”
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But that fishy experience of yours is of no good use for climbing trees.
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You’ll go visit companies and see artifacts of agile work.
Whiteboards
Burn-down charts Org talk about “squads”, “chapters”, “trains”, “PI-planning”
Coaches Post-its Demos
Executives explaining how “agile” their organization is
Looks good from the outside.
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Now your brain wants to tell you that you get it. Because you saw the
whiteboards and the big four* corporation slides on
the Spotify organization model. (*The consultants who you expect to sort this out for you)
“Now I know what agile is about”
you say.
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But there is so much more to it, than
The “Spotify” organization or
SAFe® as a scaled agile framework
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Tampering with organizational models
or frameworks is just your usual way
of thinking about changing behavior.
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The big four consultants (*) are playing a cheap trick on you.
They are showing you the large scale artifacts of truly agile organizations.
But what they are not telling you…
* Exaggerated and dramatized a bit, to induce emotional reactions, good or bad.
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…is that these organizations have been building
the agile culture for YEARS.
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I haven’t seen a McKinsey-, Deloitte-, EY- or BCG speaker in a single agile conference I attended.
In fact – I met my first (and only so far)
Deloitte agile people in an agile conference in Toronto 2016.
In 6 years.
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Well enough about that. Let’s get to the point.
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For me, it sounds like many organizations and
executives are…
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… driving head on into the usual
traps of agile transformations.
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The one where the word “agile” is used everywhere.
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But where it means…. absolutely nothing.
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Or, even worse..., “Agile” means anything.
Such as “flexible”, “fast”,
“reactive”, “customer focused”, “unstructured” “self-organized”, “empowered”, or a new organization model.
(It does not)
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To understand AGILE…
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You have to STOP
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(Because, man, you guys are overloaded with unprioritized
projects clogging your organization.)
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Take out focused time
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And learn.
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No. I’m not talking about the “management bullshit bingo-”
level-learning
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Where you sit in a boardroom, listening to a consultant
showing you pretty slides for two hours.
You giving smart comments
and nodding your heads.
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Nothing ever changed with that learning.
And will never change.
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Learning agile takes you 3 years of mindful practice.
And even then you will continue to learn.
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I’m talking about
Learning as you learn to play a new sport. Playing the piano. Learning to build.
It includes taking out time. For learning.
Daily. Weekly. Experiential insight.
Really understanding.
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I’m talking hands on. Common understanding.
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Clarity.
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Focus.
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Priorities.
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Fun!
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Aha-moments!
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Pain of letting go of certain things, you considered “normal”.
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Transparency so it hurts your head.
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Letting go of you status, building it up again with new pieces.
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Ouch. I know.
It does not sound tempting seen from the corner room.
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Realizing the options.
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What is agile for?
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What is agile NOT for? (Just as relevant, if not more important)
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Ask yourself…
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How will I, as an executive / director / manager,
change my behavior now when we are going to “be agile”?
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Only when you know the concrete* answer to that
(*Concrete = You know which behaviors and choices change in your
daily and weekly schedules and actions)
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…Only then you can lead
agile.
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Agile is a learning journey
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You need to learn how to climb the tree
by actually climbing.
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Understand WHAT
Agile is on team level
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Understand WHY
Agile exists
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Understand HOW
Agile changes management…
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And Then TRY.
PLAN. DO. ACT.
LEARN ITERATE. REPEAT.
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Peoplegeeks are happy to support you on this learning journey.
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Because you know what?
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It will be awesome.
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Mostly tough.