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Agile Leadership: The Quest for Creating High-
Performing Organizations FedAgile 2016
Presented By Stacey Louie
slouie@brattoninc.com www.hyperdriveagile.com
• Former CIO/ CTO of Verisk Analytics, ComplianceEase, Stewart Technology
• Product Management at Oracle • Led Product Management, Software
Development, Network Operations, DevOps, and PMO
Stacey Louie Enterprise Agile Coach and Trainer slouie@brattoninc.com @epicstart
Who Are You?
www.hyperdriveagile.com
Why is Agile Important?
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www.hyperdriveagile.com
How Do We Get There?
www.hyperdriveagile.com
What is an “Agile Organization”?
• Why it exists • For whom it exists for • Has the expertise to accomplish that task • Has the ability to adapt to change for the
purpose of improving performance
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• Strategy • Market/ Channels • Vision • Innova6on • Partners • Revenue/ Cost/ Profit • Investment Por<olio Por$olio Management, Capabili3es, Lean Startup, Innova3on
Business Drivers
• Leadership Behaviors • Communica6ons • Culture • Organiza6onal Design • Change Management • Coaching • HR • Objec6ves/ Goals Intent-‐Based Leadership, Integral, Theory U, Kaizen, Con3nuous Improvement. OKR
Human Systems
• Technical Prac6ces • Architecture • Technology
Accelerator • Delivery Infrastructure • DevOps DevOps, Clean Code, Con3nuous Integra3on/ Delivery, Development Tools, Automa3on
Technology Enablers
• Products/ Features • Team Structure • Process Frameworks • Roles • Team Structures • Program Structures • Planning Scrum, Kanban, Lean, SAFe®, LeSS, Scrum@Scale, Nexus, Lean Startup, Design Thinking, SoS, Meta Scrum
Processes & Practices
Balanced Agility
www.hyperdriveagile.com © Hyperdrive Balanced Agility Model
How are teams and Agile related?
Where does one end and the other start?
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www.hyperdriveagile.com
Think of a team that you were a part of that worked well. Maybe even a top performer. What made it great?
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www.hyperdriveagile.com
2009
“Do we need Managers?”
2002
“We don’t need managers!” 2012
“What makes great teams?”
2015
“Let’s tell the world about this!”
1998
Google Founded!
PROJECT ARISOTLE
PROJECT OXYGEN
1 Team members feel safe to take risks andbe vulnerable in front of each other.
PROJECT OXYGEN “Oxygen 8” Behaviors for Great Managers
2 Empowers team and does not micromanage.
3 Expresses interest/ concern for team members’ success and well-being.
4 Is productive and results-oriented.
5 Is a good communicator – listens and shares information.
6 Helps with career development.
7 Has clear vision/ strategy for the team.
8 Has key technical skills that help him/ her advise team.
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www.hyperdriveagile.com
Psychological Safety1 Team members feel safe to take risks and
be vulnerable in front of each other.
DependabilityTeam members get things done on time and
meet Google’s high bar for excellence.
2
Structure & ClarityTeam members have clear roles,
plans, and goals.
3
MeaningWork is personally important to
team members.
4
ImpactTeam members think their work matters
and creates change.
5
“What causes GREAT teams?”
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Custom
er Driv
en
Inno
va6o
n
Prod
uct F
ocus
Agile Prac6ces
Metrics
Product Growth
PayPal Organiza6on & Leadership $6.0 B
$7.0 B
$9.0 B
$8.0 B
2013 2012 2014
Revenu
e
+60% Growth (~$3.5 Billion)
2015
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www.hyperdriveagile.com
Lessons Learned • Agile amplifies other
practices including innovation.
• Measure progress and make it open & visible.
• Engage Leadership continuously
• Agile is not IT alone… its Business & Product too!
ü “Agile” was calibrated ü Shared common cadence. ü Agile developed as a
‘capability’ supported by an Agile Practice.Structure “value” by products – not Projects.
ü The environment mattered. ü Senior Leaders had roles. ü Frequent collaboration
everywhere.
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What Does Agile Leadership Look like?
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“Agile Leadership”… is it bigger than
sohware? Is it bigger than we think?
Leader- Leader • Marquet’s sought to use “intent” as a
method to enable “ownership”. • Pillars to transfer control: – Competency – Clarity
Intent-Based Leadership 1. People to feel valued and
proud of being a part of something bigger than themselves
2. People to know the organization's goals and thoughtfully contribute toward their accomplishment
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Intent-Based Leadership 3. Push control and decision-
making down the organization where people take responsibility and have the authority to rise to the occasion.
4. The organization's success be on the shoulders of all people and not simply the "leaders”.
5. Leaders to be at all levels. Captain David Marquet and Stephen Covey
Intent-Based Leadership • In Agile, where can
you apply intent based leadership?
• What holds you back? • What can you do to
improve your situation?
Intent-Based Leadership Principles
1. People to feel valued and proud of being a part of something bigger than themselves
2. People to know the organization's goals and thoughtfully contribute toward their accomplishment
3. Push control and decision-making down the organization where people take responsibility and have the authority to rise to the occasion.
4. The organization's success be on the shoulders of all people and not simply the "leaders”.
5. Leaders to be at all levels.
www.hyperdriveagile.com
www.hyperdriveagile.com
In High School Coaching… • Massive turnover (50% or more every year). • Immature & undisciplined. • Part-‐6me focus. They are in School. • No Experience • You’re not the boss (parents are) • The kids think they know more than you • And those teenage hormones…
Bob Ladouceur, Coach of the De La Salle Spartans • Started focusing on the kids and their growth and
not the winning the game itself. • Started winning streak for 151 games (12 years). • Finally lost to a team who had duplicated the
Spartans’ DNA… they copied Coach Lad!
“We measure our success by how well
we have embraced the essence of
accountability and commitment and the
relationships that spawns.”
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- Coach Bob Ladouceur, De La Salle Spartans
Lessons Learned • Amplify a player’s
motivation. • Hold managers to a high
bar of performance and knowledge.
• Values and process dictate culture and results.
• Let players care for each other.
ü Be disciplined and expect discipline.
ü Coach and develop the players.
ü Everyone committed and accountable to each other.
ü Practice practice practice. ü Expect quality. ü Build bonds across
organization.
Commitment Cards 1. Game Goal. 2. Practice Goal.3. Conditioning Goal.
Where can you apply this in your organization?
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www.hyperdriveagile.com
What do “core values” look like?
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What did you no6ce about the coaching
perspec6ve on how they prepare for a game? At your company, how do
you prepare your teams?
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Using these Core Values – how would you
imagine your team changing?
What Is Your Role as an Agile Leader?
• What is my intent? • What patterns do I need to STOP doing? • What patterns can I introduce? • How can I apply to the “system” that I’m in?
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Who Are You?
www.hyperdriveagile.com
I can LEAN on you for your leadership to help me grow.
You’re my worst nightmare,
“Walking Dead” starring Hello Kisy.
Stacey Louie, Enterprise Agile Coach and Trainer
CONTACT INFORMATION: slouie@brattoninc.com
Twitter: epicstart
LinkedIn: www.linkedin.com/in/sylouie
www.hyperdriveagile.com
www.hyperdriveagile.com
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