agile transformation and cultural change
TRANSCRIPT
Agile Transformation and Cultural ChangeA Lean approach to Change Management
Ágiles 2015
Johnny Ordóñez
Johnny Ordóñez
And now, What shall I say after Angel Medinilla??Ágiles 2015
Agile Transformation and Cultural ChangeA Lean approach to Change Management
FamilyHusband(of(a(great(woman
Father(of(two(wonderful(kids
InterestsHappiness(&(Culture
Enterprise(Agility
Management(3.0
Design(Thinking(&(UX
CommunityEcuadorian(Agile(Community
Lean(StartUp Quito
Latam Agile(Community
JobLeanHAgile(Coach(at(Cobiscorp
SAFe Trainer(&(Consultant
Education5&5CertificationsKanban(Methodologist(Certified
Certified(Scrum(Professional
Certified(Scrum(Master
Certified(Product(Owner
Certified(Scrum(Developer
Master(of(IT(Management
My pleasure!A little bit about me
Experience+6(years(in(Agile
Seriva
Intergrupo
ThoughtworksJohnny Ordóñez
Bringing Agile to organizations is like dancing inside
a train wagon...
Why are we here?
Porquesomos como este amigo
ChangeAgent
Porque somos como este amigo
What do we mean by culture?
“It is the acquired pair of glassesthrough which we see life.”
– Mbarek A.
“I understand culture as a treasure that is part of our collective memory, of our perception of ourselves.”
– Lidija N.
“Culture is something that unites people.”– Anastasiya O.
“Culture issimply a shared
way of doingsomething with
passion.”– Brian Chesky
¿What is Culture?based on William Ouchi’s approach, Theory Z
BEHAVIOURS & ARTIFACTSJust what we see
BELIEFS & VALUESIn what we believeThe right oneOur education
MENTAL MODELSHow we rationalize somethingCognitive structures
feelings emotions
expectatives
family
childhood
hope parents
motivationfaith
Agile as a Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairingstandup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitmentface to face
PRACTICES
PRINCIPLES
VALUES
BEHAVIOURS & ARTIFACTSJust what we see
BELIEFS & VALUESIn what we believeThe right oneOur education
MENTAL MODELSHow we rationalize somethingCognitive structures
¿Change starts here?
Agile as a Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairingstandup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitmentface to face
Doing Agile
Being Agile True Change starts here!
Organizational Cultureby Michael Sahota & Olaf Lewitz
The changemust be made by
many sides
Why is it so hard to change?
Agile Culture
individuals interactions
working software
courage
respect
satisfy the customer
tdd
pairingstandup
quality
simplicity
feedback
service
transparency
adapt
evolutionary design
inspect
commitmentface to face
PRACTICES
PRINCIPLES
VALUES
BEHAVIOURS & ARTIFACTSJust what we see
BELIEFS & VALUESIn what we believeThe right oneOur education
MENTAL MODELSHow we rationalize somethingCognitive structures
Each element in the Culture is a Meme
MEME
All memes together form a Memeplex
MEMEIdea that reinforces itself
MEMEPLEXSystem of Memes that operatingin coordination
Foreign Idea(like Agile)
The systemdefends againtsthe foreignelement
Organizational Culture is a Memeplex
Organizational Culture is a Memeplex“Now there is something called Agile...”
"But it's only for swdevelopment...”
"It's just the current fad
methodology...”
"With that it does not affect my job...”
"But our contracts are fixed scope..."
“Culture is the organization’simmune system.”
– Michael Watkins
Is it possible to change a person oran organization?
Perspectives of the MindsetPHYSIOLOGICALHow works our brain at biochemicallevel (Neuroscience)
COGNITIVEHow our brains receives & process
the information, How we learn
Perspectives of the Mindset
The ability of our brains to find new ways and “rewire” itself.
Neuroplasticity
PHYSIOLOGICALHow works our brain at biochemicallevel (Neuroscience)
PHYSIOLOGICAL How works our brain at biochemicallevel (Neuroscience)
COGNITIVEHow our brains receives & process
the information, How we learn
Perspectives of the Mindset
COGNITIVEHow our brains receives & process
the information, How we learn
Growth MindsetBelieve that we can learnanything if we put in the work, practice, and effort to learn it.
Fixed MindsetThink that we cannot increaseour skills or knowledge in a particular area.
Carol Dweck,Stanford psychologist
Perspectives of the Mindset
PHYSIOLOGICAL How works our brain at biochemical level (Neuroscience)
COGNITIVEHow our brains receives & process
the information, How we learn
The ability of our brains to find new ways and “rewire” itself.
Neuroplasticity Growth MindsetBelieve that we can learnanything if we put in the work, practice, and effort to learn it.
Perspectives of the Mindset
Change begins with oneself
IndividualMindset
Group
Communities
Companies
So, how can we influence theculture?
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
Okay, what so "Agile" we are now?
AGILITYBusiness Agility + Organizational Agility
“COSMETIC” AGILE
Okay, what so "Agile" we are now?
AGILITYBusiness Agility + Organizational Agility
“COSMETIC” AGILE
Okay, what so "Agile" we are now?
AGILITYBusiness Agility + Organizational Agility
Avoid this!
Agile is about People
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHYFocus on Transformation, not just adoptionAvoid the "Cosmetic Agile”Create sustainable business resultsAgile is about People
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHYFocus on Transformation, not just adoptionAvoid the "Cosmetic Agile”Create sustainable business resultsAgile is about People
Ways to "manage" the change
Lean Change Managementby Jason Little
JASON LITTLE
Fortunately, this guy wrote this book!
Lean Change Managementby Jason Little
Lean Change Management by Johnnybased on Jason Little’s model
INSIGHTS
INITIATIVES
MINIMUN VIABLE
CHANGE
PREPARE
INTRODUCE
REVIEW
DELIVER
ASSESSMENT
SYNTHESIZECultural AssessmentFeelingsPerceptionsPolls
DEFINEVisioningStrategiesBlast RadiusCore Team
PRIORITIZEby Value/Impact and CostAlignment with corporate goalsCreate a MVC
LEARNValuable metricsFeedbackMore feelings
OBSERVE, LEARN, REFLECTSchneider's Culture ModelPLAi model based on Reinventing OrganizationsSerious GamesInceptionInterviews
Change Agent as an organizational anthropologist
Change Canvasby Jason Little
People Process Tech5&5Tools Environment
Skills Motivación Framework Prácticas XP ALM Automated5Testing
Continuous5Delivery
ConocimientoCompartido Espacio Físico
Curso
SAFe
Coaching(
Historias
POs
Coaching(
Marketing
OneHToH
One
Hapiness
Index
Initiative
Initiative
Initiative
Initiative
Initiative
TFS(Pilot
Initiative
Initiative
Junit(
Pilot
Initiative
Initiative
Initiative
Initiative
Coding(
Dojos
Lightening(
Talks
Open(
Spaces
MVC 1
MVC 2
MVC 3
Equipos
en(una
mesa
Mensajes
en(las
paredes
Cucumber
Contratos
Ágiles
+
H
Prio
rity
H
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHYFocus on Transformation, not just adoptionAvoid the "Cosmetic Agile”Create sustainable business resultsAgile is about People
HOWLean Change ManagementExperimentation and learning cycles
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHYFocus on Transformation, not just adoptionAvoid the "Cosmetic Agile”Create sustainable business resultsAgile is about People
HOWLean Change ManagementExperimentation and learning cycles
Enterprise Adoption Board
Enterprise Agile Coach
Executive
PMO Leader Tech & XP PracticesCoach
Agile Coach
ENTERPRISE AGILE COACHPortfolio & Program Level Executive Staff
AGILE COACHTeam levelCoaching into process and practices Scrum / Kanban
EXECUTIVE SPONSORSHIPAlignment with organizational and
business perspectives.Proxy with other areas if it is required.
It helps manage formality.TECHNICAL COACH / CD CONSULTANT Team and Program levelWorking with DevOps, ArchitectsCoaching into technical qualityPMO
Support the Change processFrom Project Management Office
to Change Management Office.
Human Talent
HUMAN TALENT On-Boarding process.
Professional career development.
just an example of an Enterprise-level adoption team
Change CoalitionChange network through the Organization
VALU
E ST
REA
MS
VALU
E ST
REA
MS
Change CoalitionChange network through the Organization
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHYFocus on Transformation, not just adoptionAvoid the "Cosmetic Agile”Create sustainable business resultsAgile is about People
HOWLean Change ManagementExperimentation and learning cycles
WHOChange coalitionChange agents like an Agile team
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHYFocus on Transformation, not just adoptionAvoid the "Cosmetic Agile”Create sustainable business resultsAgile is about People
HOWLean Change ManagementExperimentation and learning cycles
WHOChange coalitionChange agents like an Agile team
1. Create a SAGAbased on High Altitude Leadership
BELIEFS
WHATStructure
PlansMetrics
HOWProcesses and proceduresPoliciesFrameworks
RESULTS
BEHAVIUORS
TOOL SEDUCTIONThink that the tool is the solution.It gives us security.
1. Create a SAGAbased on High Altitude Leadership
BELIEFS
WHATStructure
PlansMetrics
HOWProcesses and proceduresPoliciesFrameworks
RESULTS
BEHAVIUORS
TOOL SEDUCTIONThink that the tool is the solution.It gives us security.
SAGASomething that inspires and evokes action.
Something in difficult times.
Avoid this!
2. Meeting Canvasbased on Amazemeet.com
3. Internal talks with special guests
3. Internal talks with special guests
4. Happiness Index
4. Happiness Index
5. Culture of Feedback“Talk with Bill”,(CEO,,20,min)One to,One sessionsBetter retrospectives
Golden Circle of Change
¿WHY?
¿HOW?
¿WHO?
¿WHAT?
based on Simon Sinek
WHYFocus on Transformation, not just adoptionAvoid the "Cosmetic Agile”Create sustainable business resultsAgile is about People
HOWLean Change ManagementExperimentation and learning cycles
WHOChange coalitionChange agents like an Agile team
WHATInitiatives at all levelsOptions and experiments
“Never trust a spiritual leader change agentwho does notdance.”
– Mr. Miyagi & Johnny !
Recommended books
What Is Organizational Culture? And Why Should We Care?https://hbr.org/2013/05/what-is-organizational-culture
Culture over Processhttp://blog.crisp.se/wp-content/uploads/2013/09/culture-over-process.pdf
Culture over Process - Videohttps://www.youtube.com/watch?v=Rb0O0Lgs9zU
What is Organizational Culture — and Why Does it Matter?http://www.organicworkspaces.com/pdf/What_is_Organizational_Culture.pdf
You can’t change culture; you can’t change attitudes.http://www.iedp.com/Blog/you_cant_change_culture
Understanding and Working with Agile Culturehttp://www.slideshare.net/michael.sahota/understanding-and-working-with-agile-culture-pmisoc
Adoptando Scrum y no morir en el intentohttp://www.slideshare.net/kleer_la/adoptando-scrum-y-no-morir-en-el-intento-agile-bolivia-day-2012
Don’t Fuck Up the Culturehttps://medium.com/p/597cde9ee9d4
The Culture Deckhttps://medium.com/@pullnews/the-culture-deck-c4126ec63b18#.uwnh477mp
Exec Summaries High Altitude Leadershiphttp://es.slideshare.net/james3b/exec-summaries-high-altitude-leadership
The Competing Values Framework: Creating Value Through Purpose, Practices, and Peoplehttp://competingvalues.com/competingvalues.com/wp-content/uploads/2009/07/Competing-Values-Leadership-Excerpt.pdf
The Agile Holocracyhttp://www.drdobbs.com/architecture-and-design/the-agile-holocracy/240166629
Agile es cultura, pero cultura viva!http://johnnyordonez.com/2014/06/10/agile-es-cultura-viva/
William Ouchi, Organizational Culturehttps://vimeo.com/18404649
What is a Mindset?https://flowchainsensei.wordpress.com/2012/07/24/what-is-a-mindset/
Critical Agile Memeshttps://flowchainsensei.wordpress.com/2011/05/17/critical-agile-memes/
Fortalezas y debilidades – Culturas organizacionaleshttp://www.fuerzatres.com/2013/08/fortalezas-y-debilidades-culturas-organizacionales/
Implicancias del cambio organizacionalhttp://www.fuerzatres.com/2013/08/implicancias-del-cambio-organizacional/
Killing Hierarchy: Organization Design for Startupshttp://www.skillshare.com/classes/marketing/Killing-Hierarchy-Organization-Design-for-Startups/465270004?refId=3633976
Culture at Work: The Tyranny of 'Unwritten Rules‘http://www.forbes.com/sites/rodgerdeanduncan/2014/02/13/culture-at-work-the-tyranny-of-unwritten-rules/
How do you accelerate your enterprise agility?http://www.slideshare.net/ThoughtWorks/slideshare-agileleadership130507030700phpapp01
Organizaciones enfermashttp://johnnyordonez.wordpress.com/2012/08/02/organizaciones-enfermas/
The House of Agile & Lean Transformationshttp://www.emilianosoldipmp.info/tag/business-agility/
What is Culture?https://www.youtube.com/watch?v=57KW6RO8Rcs
Thank you!Johnny Ordóñez
johnnyordonezortiz
@johnnyordonez
johnny Ordóñez