@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt @tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Agile Makes Organisations Work,
Leadership makes Agile Work –
Because it is about Culture
ABC Conference 2013
Slideshare: http://slidesha.re/1fu1cpt
© 2013 RADTAC Ltd.
Radtac:Culture
1
Michael Short Head of Radtac:Culture @tweetandshort
@Radtacltd
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt @tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt © 2013 RADTAC Ltd.
Michael Short
Head of Radtac:Culture and COO
Run businesses from 10s to 100s of people
Have raised £10s millions for vision based businesses
Delivered significant change as President / CEO
Have broad experience at Board level in EU and USA
Have seen what I do that fails and what works
Worked in complex & innovative companies for 30 yrs
Have learnt when to lead and when to manage
Successes have all been achieved as part of a team
About me or Why Listen to Him
2
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Radtac - 15 Years of learning continues
© 2013 RADTAC Ltd. 3
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Outline – Why
Why I am doing this presentation
To illustrate why leadership and the culture are the most
important part of change and transformation and why a
failure of leadership causes failure of transformations
What is Vision and why is it important
The Change Wave – what does good look like
Vertical Slice and the Horizontal Strip - Effectiveness
and Efficiency
Agile Manifesto – Leadership over Management the
missing principle
Thank you to Simon Sinek, Peter Senge, ‘True North - Authentic Leadership’ by Bill George, ‘Drive: The
Surprising Truth About What Motivates Us’ – by Daniel Pink, and Scaled Agile Framework (SAFe) – Dean
Leffingwell amongst many others
© 2013 RADTAC Ltd. 4
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Visioning Change – ‘why’
5
“The fantasy that somehow organizations can change without personal change,
and especially without change on the part of people in leadership positions,
underlies why many change efforts are doomed from the start.”
Peter Senge
What
How
Why
‘Why’ is the Vision If you start from ‘Why’ you
always look outwards
© 2013 RADTAC Ltd.
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt @tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Unsustainable Change
6
The Shallow Wave
• Individual teams adopt their own way of working
• The way of working is compatible with existing method of
programme and project management
• Not a sustainable change outside of the team, when members
depart the way of working is likely to collapse
• Has little Enterprise benefit, in fact is unlikely to deliver any benefit
as it sits in isolation surrounded by Constraints
Layer 1
Layer 2
Layer 3
Vert
ical
slice t
hro
ug
h
org
an
isati
on
Layer model after SAFe
Dean Leffingwell
© 2013 RADTAC Ltd.
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
‘Tsunami’ – powerful & destructive
© 2013 RADTAC Ltd.
The Breaking Wave
• ‘All senior team on Board, ‘gung-ho’ , flavour’ of the month
• It is a managed and ‘driven’ adoption.
• Small project teams at layer 3 embrace ideas
• Layer 2, ‘The Frozen Middle’ not engaged, wave crests, breaks and
collapses, senior team ‘walk away’
• Layer 3 get beaten up by layer 2 for being so ‘stupid’ – don’t do it
again
Layer 1
Layer 2
Layer 3
Ve
rtic
al s
lic
e t
hro
ug
h
org
an
isa
tio
n
7
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
What good change looks like
© 2013 RADTAC Ltd.
The Sustainable Wave
• Change comes from in all layers in a vertical slice through the
organisation
• The change is ‘Led’ through adoption and demonstrable behaviour
• Company starts small and acts fast to expand
• Scalable growth horizontally across the whole enterprise –
horizontal stripe
Layer 1
Layer 2
Layer 3 Ve
rtic
al s
lic
e t
hro
ug
h
org
an
isa
tio
n
8
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Horizontal Stripe
Horizontal Stripe
Good Change with Evolution
© 2013 RADTAC Ltd.
‘T’ Shaped People – ‘T’ Shaped Organisation
• Horizontal Stripes are where most people would recognise Agile
implementations – IT Teams and departments
• Vertical Slice is where true change is required to effect sustainable
Transformation
• Why Most Transformation is unsuccessful is because it doesn’t have this model (60-70% fail – McKinsey – “Inconvenient Truth About Change Mang’t “ http://bit.ly/16HRxlZ)
Layer 1
Layer 2
Layer 3 Horizontal Stripe
Vert
ical
slice
thro
ug
h
org
an
isati
on
9
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt © 2013 RADTAC Ltd.
Change Challenges Leadership
Efficiency Effectiveness
Innovation Status Quo
>80% of
Organsation
<20% of
Organsation
Managed Led Managed Led
The status quo is safe, it is how I got here
My status is based on the status quo, why should I change what isn’t broken
If I really try and change this I am going to upset my executive colleagues
Vision is hard
People follow leaders who have vision
10
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Leadership is central to Change
© 2013 RADTAC Ltd.
“People don’t resist change; they resist being changed” Peter Senge
You cannot manipulate people’s beliefs, therefore their intrinsic behaviours can only
be adjusted through their own observation of results
You create “pull” by leading actions that meet a vision that is supported by results
You create enablement through toolboxes e.g. Agile, Lean, Kanban
People will drive change themselves when given the tools and leadership
Results
Actions
Intrinsic Behaviours
Beliefs
Good
measurement
reinforces
actions as
successes
Clear short iterations
provide fast wins and
easy adjustment to shape
success
11
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Agile Manifesto – The Missing Part
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
And the missing part
Leadership over Management
“…without change on the part of people in leadership positions .. (is) .. why
many change efforts are doomed from the start” Edited from Peter Senge
© 2013 RADTAC Ltd. 12
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Agile Culture – It’s about the people
© 2013 RADTAC Ltd.
47%
41% 09%
03%
“The Reengineering Alternative” - William Schneider
13
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt
Radtac’s experience
© 2013 RADTAC Ltd.
We are uniquely positioned after 15 years to offer true
effective cultural change that embeds and makes agile
leadership and transformation a reality
The Radtac Culture team has experience with major
companies, executive and senior management teams, to
deliver leadership programmes e.g. Consumer and
Pharmaceutical Cos
Radtac is uniquely positioned to offer; Culture, Consulting,
Delivery and Training in the Agile Transformation market as
the specialist company that provides a ‘soup to nuts’ for
understanding, planning and implementation for our clients
14
@tweetandshort @Radtacltd Slideshare: http://slidesha.re/1fu1cpt © 2013 RADTAC Ltd.
Thank you for your time
Where now?
Radtac Booth / ABC Conf App
https://twitter.com/RADTACLtd
https://twitter.com/tweetandshort
http://www.linkedin.com/in/michaelshortradtac
Slideshare http://slidesha.re/1fu1cpt
or
We can talk in person on 07711 875 909
or
15