CLASH OF CULTURES: WHAT AGILE MANAGERS CAN DO TO …€¦ · Source: „The Scrum Culture“ by...

transcript

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

Who of you

knows, what

organizational culture

Who of you

knows, what the

Agile culture

Who of you has

seen a traditional culture

destroy

the Agile culture

Let‘s talk about

organizational

culture.

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

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

What is the

Scrum Culture

A Question For Me

The Study

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…

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

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

What can

you do to survive

Become

Agile!

Source: https://en.wikipedia.org/wiki/Rabbit#/media/File:JumpingRabbit.JPG

Some Don‘t Make It

What can

an organization

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

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

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

to change

A Question For Me

Planning Management

Style & Leadership

Decision Making

Cadence & Speed

Servant Leader

& Change Agent

Centered Fast, Iterative

Improvements

Planning

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

The Scrum Culture II

Cellular Product

Organisation

Effective System

> Efficient

Individuals

Hierarchies

People and

Interactions

are Key

Organization

Structure

Focus on

Productivity

Soft Factors Hierarchy

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

CLASH OF CULTURES: WHAT AGILE MANAGERS CAN DO TO …€¦ · Source: „The Scrum Culture“ by...

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