CLASH OF CULTURES: WHAT AGILE MANAGERS CAN DO TO …€¦ · Source: „The Scrum Culture“ by...
Transcript of CLASH OF CULTURES: WHAT AGILE MANAGERS CAN DO TO …€¦ · Source: „The Scrum Culture“ by...
CLASH OF CULTURES:
WHAT AGILE MANAGERS
CAN DO TO SURVIVE
28.03.2017, OLOMOUC, DOMINIK MAXIMINI
Professional Scrum Trainer & Management 3.0 Facilitator
Degree in Business Information Technologies and
Master of Business Administration
Building up and managing the area “Agile Methods” at NovaTec
Author of articles and books, focusing on organizational
culture
18.10.2016 6
Some Questions
For You
Source: http://www.istockphoto.com/de/foto/viele-h%C3%A4nde-von-der-menge-der-menschen-in-der-luft-gm477852119-26790126?st=_p_melden
7
Who of you
knows, what
organizational culture
is?
8
Who of you
knows, what the
Agile culture
is?
Who of you has
seen a traditional culture
destroy
the Agile culture
?
10
Let‘s talk about
organizational
culture.
Cultural Components, following Schein
Cultural Components, following Schein
Source: Schein, E. H. (2009). The corporate culture survival guide (New and Revised ed.). San Francisco: Jossey-Bass, S. 39-40
Cultural Components, following Schein
Source: Schein, E. H. (2009). The corporate culture survival guide (New and Revised ed.). San Francisco: Jossey-Bass, S. 39-40
Cultural Components, following Schein
Source: Schein, E. H. (2009). The corporate culture survival guide (New and Revised ed.). San Francisco: Jossey-Bass, S. 39-40
Source: Schein, E. H. (2009). The corporate culture survival guide (New and Revised ed.). San Francisco: Jossey-Bass, S. 39-40
Mission, strategy, goals
Means: Structure, systems, processes
Measurement: error-detection and correction systems
Common language and concepts
Group boundaries and identity
The nature of authority and relationships
Allocation of rewards and status
Human relationship to nature
The nature of reality and truth
The nature of human nature
The nature of human relationships
The nature of time and space
The unknowable and uncontrollable
18.10.2016 16
Culture Grows
For a Reason
Source: http://www.istockphoto.com/de/foto/windblown-tree-gm514558416-88154773
Source: http://www.istockphoto.com/de/foto/aufgeregt-baby-f%C3%BCttern-gm186560911-27777578
18.10.2016 18
Culture Eats
Strategy For
Breakfast
Source: http://www.istockphoto.com/de/foto/mittagessen-f%C3%BCr-die-l%C3%B6we-gm533055534-94389315
19
What is the
Scrum Culture
?
A Question For Me
The Study
229
qualified
responses
18.10.2016 21
Predictability
Professionalism
Efficiency
Trained MBA
Personal corner office
Imagine…
Source: http://www.istockphoto.com/de/foto/mann-seine-krawatte-anpassen-gm472667030-63466543
Not committing to scope
Professionalism?
Efficiency?
Any degree?
Working in a bee hive
Imagine…
Imagine…
Imagine…
Imagine…
Dunbar’s number: Nobody can have a relationship with more than 150 people
Imagine…
Source: http://www.istockphoto.com/de/foto/eine-erfolgreiche-f%C3%BChrungskraft-gm120488598-15960121?st=_p_karriereleiter=_p_karriereleiter
18.10.2016 27
Imagine…
Waterfall Rejection:
Authoritarian management
Top-down management
Micro-management
Predictive planning
Power struggles
Information hiding
etc.
People, who do
not “get” Scrum
18.10.2016 30
Remember:
Culture Eats
Strategy For
Breakfast
Source: http://www.istockphoto.com/de/foto/mittagessen-f%C3%BCr-die-l%C3%B6we-gm533055534-94389315
31
What can
you do to survive
?
Become
Agile!
Source: https://en.wikipedia.org/wiki/Rabbit#/media/File:JumpingRabbit.JPG
Some Don‘t Make It
34
What can
an organization
do
?
A Question For Me
Source: „The Scrum Culture“ by Dominik Maximini, 2015
Scrum PRN
Isolated
projects
Virtual Scrum
Software Studio
Staff department
helping with Scrum
development (PMO)
Scrum Software Studio
Scrum development
happens separately to
non-agile development
Profound Scrum
A few people drive the
initiative; whole company
thinks and acts agile
Sustainable Profound Scrum
The whole company
thinks and acts lean and agile
Decide: How Much Agility Do You Need Where?
Many try
Sources: http://www.bosch.com/de/com/boschglobal/research_campus/renningen_researchers/renningen-researchers.html
http://blog.bosch-si.com/categories/internetofthings/2015/06/agility-at-bosch-mission-impossible/
Some try
Many try
Heed Values!
Communication
Teamwork
Trust
Collaboration
Transparency
Honesty
Source: Scrum.org / „The Scrum Culture“ by Dominik Maximini
Your Values Show
Success Factors for Agile Transformations
Trust and courage lead to transparency leads to inspection
leads to adaptation
Credible leaders are #1 success factor
Top down + bottom up are needed both
How much agile do you want?
Do you
want to
survive
as a leader
?
A Question For You
43
How
to change
?
A Question For Me
John Kotter’s Leading Change
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
3. Developing a Vision and Strategy
4. Communicating the Change Vision
5. Empowering Employees for Broad-Based Action
6. Generating Short-Term Wins
7. Consolidating Gains and Producing More Change
8. Anchoring New Approaches in the Culture
A Formula For Success
urgency
+ change of essential processes (hire, fire, demotion, promotion)
+ radical change of leadership team
= successful cultural change
+ solution (agile)
+ credible leaders
47
What
to change
?
A Question For Me
Planning Management
Style & Leadership
Decision Making
Cadence & Speed
Servant Leader
& Change Agent
Team
Centered Fast, Iterative
Improvements
Agile
Planning
Source: „The Scrum Culture“ by Dominik Maximini, 2015
The Scrum Culture I
Source: „The Scrum Culture“ by Dominik Maximini, 2015
The Scrum Culture I
Simple solutions can be planned
Complex solutions can not be planned
Solutions evolve empirically
Long term predictive plans are invalid
Certainty is impossible
Avoid fix priced projects
Budget for iterations, not years
Agile Planning
Involving and democratic
Provides vision and strategy
Role model for Scrum Values
Employee partner
Champion change for
the Scrum Culture
Live and protect the spirit of
the Scrum Culture
Servant Leader & Change Agent
Rapid and circular
Change is welcomed
Short iterations in all processes
One standard iteration has to be enough
Interaction with management every iteration
Iteration is the Scrum culture „heart beat“
Fast, Iterative Improvements
People affected make decisions
Broad empowerment
Teams decide, not individuals
What the team decides stands
New information, new decisions
Democratic process
Consensus not always needed
Team Centered
Planning Management
Style & Leadership
Decision Making
Cadence & Speed
Organization
Structure
Focus on
Productivity
Soft Factors Hierarchy
Source: „The Scrum Culture“ by Dominik Maximini, 2015
The Scrum Culture II
Cellular Product
Organisation
Effective System
> Efficient
Individuals
Flat
Hierarchies
People and
Their
Interactions
are Key
Organization
Structure
Focus on
Productivity
Soft Factors Hierarchy
Source: „The Scrum Culture“ by Dominik Maximini, 2015
The Scrum Culture II
No pyramids
No functional silos
Product focused, cross-functional cells
Management protects team cells
Communication directly between cells
All cells follow same vision
Central functions allowed
Central functions do not dictate
Flat Hierarchies
Cellular Product Organisation
Effectiveness over efficiency
Whole system above individual
Plan for 70-80% workloads
T-shaped over one-topic-experts
Minimize risk of absence
Effective System > Efficient Individuals
Hierarchies are largely obsolete
People talk and think for themselves Line management cares for individuals
Career means personal development
Career means more important projects
Everyone on a team is equal
Strong people focus
People are not resources
Teams shape the organization
Teams are kept constant & colocated
Emotional well being cared for
Changes discussed prior to implementation
Facilitators always available
People make the organization breathe
People &Their Interactions
ONE MORE THING…
Remember this Slide
The journey is never over.
Culture management
is an ongoing task.
Trust building takes long.
Trust destruction can be
quick.
Source: http://www.istockphoto.com/de/foto/rred-k%C3%A4tzchen-in-welpen-gm495274246-77907433?st=_p_cute%20kittended
Questions
THANK YOU FOR YOUR ATTENTION!
WWW.NOVATEC-GMBH.DE
28.03.2017, OLOMOUC, DOMINIK MAXIMINI
THANK YOU FOR YOUR ATTENTION!
WWW.NOVATEC-GMBH.DE