bridging the management gap

bridging themanagement gap

Tiago Garcez30/11/2012

agile coach & change agent

but what am I changing?

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

Org.Leadership

MiddleManagement

Delivery& Support

Vision & Goals

Processes & Plans

Delivery

is it a hierarchical gap?

Agile Coaches& Consultants

Delivery& Support

Vision & Goals

Processes & Plans

Delivery

The Gap

is it a hierarchical gap?

CollaborationTransparency

People

Organizational Leaders

or is it a communication gap?

Agile Coaches& Consultants

Organizational Leaders

Speed & EfficiencyIncreased Controls

Lower Costs

or is it a communication gap?

Agile Coaches& Consultants

Organizational Leaders

WTF?!?

or is it a communication gap?

Agile Coaches& Consultants

Organizational Leaders

The WTF Gap

or is it a communication gap?

Agile Coaches& Consultants

we know how to fix these gaps though

communication: collaboration, transparency & social norms

hierarchical: top-down change

is there still another,even deeper gap?

let’s back up a little

mule jenny and the revolution

two interesting questions emerging

what happens without central control?

Thomas Hobbes

solitary, poor, nasty chaos

David Hume

spontaneous order

Adam Smith

can spontaneous order be productive?

it is even more productive!

the rise of the large corporations

economies of scale

scientific management

division of labor

processes

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

manufacturing paradigm

two new challenges emerge

how can you thrive in a competitive market?

how can you thrive in a competitive market?

the birth of corporate strategy

Bruce HendersonBoston Consulting Group

can you mass produce with flexibility & quality?

can you mass produce with flexibility & quality?

just-in-time

quality

eliminate waste

people

Taichi OhnoToyota

a new paradigm is emerging

knowledge economy

(enter Agile)

what is an agile organization?

how is it structured?

AgileProduct Owner

Story Points

Product Backlog

Priorities

Sprints

Continuous Improvement

Continuous Delivery

CollaborationFlexibility

RoI

ValueWorking Software

People

TeamsSelf-Management

Commitments

VelocityValue Stream

Retrospectives

Scrum

XP

BDD

TDD

Acceptance CriteriaAutonomation Toyota

LeanKanban

Transparency

Respect

Craftsmanship

Quality

Testing User Stories

Continuous Improvement

CollaborationFlexibility Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Qualityorganizational

culture

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

non-hierarchical

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

non-hierarchical

adhocratic

Adhocratic

Flat

Hierarchical

Bureaucratic

AgileEnterprises

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

Industrial Revolution

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

Industrial Revolution

Adhocratic

Flat

Hierarchical

Bureaucratic

RigidGiants

StructuredSelf-Management

DemocraticCorporations

AgileEnterprises

Knowledge Economy

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

Industrial Revolution

today a leader...

... tomorrow a follower

Adhocratic

Flat

Hierarchical

Bureaucratic

RigidGiants

StructuredSelf-Management

DemocraticCorporations

AgileEnterprises

Knowledge Economy

paradigm shift = “management gap”

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

Adhocratic

Flat

Hierarchical

Bureaucratic

RigidGiants

StructuredSelf-Management

DemocraticCorporations

AgileEnterprises

PARADIGM

GAP

?

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

let’s take a closer look at this

Adhocratic

Flat

Hierarchical

Bureaucratic

what forces are at play here?

Adhocratic

Flat

Hierarchical

Bureaucratic

Structural Power

PEOPLE

Procedural Power

PROCESS

Adhocratic

Flat

Hierarchical

Bureaucratic

Structural Power

PEOPLE

Procedural Power

PROCESS

Adhocratic

Flat

Hierarchical

Bureaucratic

Emergent Leadership

PEOPLE

Collaborative & Learning

PROCESS

how do some market leaders stack up?

Adhocratic

Flat

Hierarchical

Bureaucratic

Semco

salesforce.com

Morningstar

Valve

AppleAmazon

Google

Microsoft

Gore & Associates

GEMcKinsey

ebay

what’s life like on the upper-right?

teamsteams

what’s life like on the upper-right?

no bosses

define your own salary

experimentation is encouraged

transparencydemocratic

teams

freedom as part of company’s DNA

teamsteams

responsibility

change, down in the trenches

Adhocratic

Flat

Hierarchical

Bureaucratic

bpost

best practices adopted at team level: sprints, backlogs, taskboards, CI, ...

hierarchical gap: no support from senior management

no significant organizational change: but best practices remain

Adhocratic

Flat

Hierarchical

Bureaucratic

bpost

Adhocratic

Flat

Hierarchical

Bureaucratic

Belgacom

bpost

application teams: entire application teams working full-time in Scrum

good start: initiative supported at the director level

resistance to change: once we moved beyond development teams, resistance to change starting creeping up

Source: Forrester

Adhocratic

Flat

Hierarchical

Bureaucratic

bpost

Belgacom

how did the paradigm gap manifest itself?

“they just don’t get it”

“fire the managers and this might work...”

“the agile enterprise is a myth”

but... hold on

why does this keep happening?

maybe we’re also guilty

of creating this gap?

?

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

to understand, let’s take a look at our market

“our market” = Agile coaches & consultants

(a) what are we selling ?

(b) how are we selling it ?

(c) how are we delivering our services ?

(d) how are we growing ?

(a) what are we selling?

professional services

the art formerly known as “consulting”

dogs

Market����������� ������������������  ShareLOWHIGH

LOW

HIGH

MarketGrowthRate $

?

Market����������� ������������������  ShareLOWHIGH

LOW

HIGH

MarketGrowthRate Trainings

Certifications

Tools

Publications?

Agile BeyondSoftware?

Agile Consulting/Coaching

Outsourcing

Publications?

Agile BeyondSoftware?

Market����������� ������������������  ShareLOWHIGH

LOW

HIGH

MarketGrowthRate

Agile Consulting/Coaching

OutsourcingTrainings

Certifications

Tools

Publications?

Agile BeyondSoftware??

?Agile Consulting/

Coaching

OutsourcingTrainings

Certifications

Tools

Market����������� ������������������  ShareLOWHIGH

LOW

HIGH

MarketGrowthRate

(b) how are we selling?

some traditional consulting...

... and a whole lot of pimping

pimping?

our “outside in” initiative will

focus on time-to-market and flexibility!

line manager

orgleader

I heard about scrum, 1 or 2 pilots should show results!

but we need some help here...

(enter the “vendor”)

hey baby

“vendor”

I’ve got CSPs, CSCs, PMPs, CSPOs, CSMsI can even hook you

up with a PMI ACP, you know, if you’re into that kinda stuff...

pimp

agile consultants

pimp

agile consultants

pimp

agile consultants

pimp

whose objectives are met in this model?

pimp

Agile Consulting/Coaching

Market����������� ������������������  ShareLOWHIGH

LOW

HIGH

MarketGrowthRate

is this an agile engagement model?

why do we accept it then?

(c) how are we delivering our services?

ikea agile

ikea agile

notstarted

inprogress done

bjorgsjö taskboard

färgrik burndownrotvik backlog

product backlog

varmluft user stories

userstories

ikea agile

notstarted

inprogress done

bjorgsjö taskboard

färgrik burndownrotvik backlog

product backlog

varmluft user stories

userstories

the agile tooth fairy

(d) how are we growing?

Peter Senge

David Hume on theshouldersof giants

Adam Smith

(2,000 years of western philosophy)

Henry Ford

Karl Marx

Taichi Ohno

BruceHenderson

FriedrichHayek

EdwardTufte

Henri Poincaré

Fred Brooks

Richard Sennett

WilliamDeming

Frederick Taylor

Max Weber Emile Durkheim

Socrates

Isaac Newton

HenryMintzberg

Peter Senge

David Hume

Adam Smith

(2,000 years of philosophy)

Henry Ford

Karl Marx

Taichi Ohno

BruceHenderson

FriedrichHayek

EdwardTufte

Henri Poincaré

Fred Brooks

Richard Sennett

WilliamDeming

Frederick Taylor

Max Weber Emile Durkheim

Socrates

Isaac Newton

HenryMintzberg

on theshoulders of

confirmation bias

branching outside our comfort zone

Agile BeyondSoftware?

?

dogs

Market����������� ������������������  ShareLOWHIGH

LOW

HIGH

MarketGrowthRate

so, root causes for the gap?

mis-aligned vision: manufacturing vs. knowledge paradigm

pimping: lone gun-slingers vs. professional services

ikea agile: there are no silver bullets

missing big-picture: we need to reach outside of our comfort zone

so what can we do about it?

understand the context

align expectations & change objectives

Adhocratic

Flat

Hierarchical

Bureaucratic

bestpractices

structuredstart-up

benevolentdictator

continuousimprovement

Adhocratic

Flat

Hierarchical

Bureaucratic

Adhocratic

Flat

Hierarchical

Bureaucratic

Adhocratic

Flat

Hierarchical

Bureaucratic

understand the nature of our market

consulting, not software development

agile consulting

pimps

what would an agile consultancy look like?

agile “consultants”

pimp

line manager

organizationalleader

?

agile “consultants”

pimp

line manager

organizationalleader

listen to our clients

irony is an agilist saying “that’s not how we do things”*

* @davidhussman at Agiles 2009, Florianopolis, Brazil

think beyond software

cross-pollination of ideas

challenge ourselves with bigger questions

challenge ourselves with bigger questions

how do we educate a workforce for this new paradigm?

is agile the best approach for every company?

can agile work outside of software?

what does an agile enterprise look like?

what is the role of management in the knowledge paradigm?

agile in different cultures?

so, actions to address paradigm gap?

aligned vision: understand the context

consulting: no more pimping, rise of the agile consultancies

understand problem: listen to our clients’ needs, no ikea agile

think big: think beyond software and reaching out

other actions?

with great power comes great responsibility

what’s stopping us from bridging the gap?

?