bridging the management gap

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bridging the management gap Tiago Garcez 30/11/2012

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Page 1: Bridging the Management Gap

bridging themanagement gap

Tiago Garcez30/11/2012

Page 2: Bridging the Management Gap

agile coach & change agent

but what am I changing?

Page 3: Bridging the Management Gap

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

Page 4: Bridging the Management Gap

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

Page 5: Bridging the Management Gap

Org.Leadership

MiddleManagement

Delivery& Support

Vision & Goals

Processes & Plans

Delivery

is it a hierarchical gap?

Agile Coaches& Consultants

Page 6: Bridging the Management Gap

Delivery& Support

Vision & Goals

Processes & Plans

Delivery

The Gap

is it a hierarchical gap?

Page 7: Bridging the Management Gap

CollaborationTransparency

People

Organizational Leaders

or is it a communication gap?

Agile Coaches& Consultants

Page 8: Bridging the Management Gap

Organizational Leaders

Speed & EfficiencyIncreased Controls

Lower Costs

or is it a communication gap?

Agile Coaches& Consultants

Page 9: Bridging the Management Gap

Organizational Leaders

WTF?!?

or is it a communication gap?

Agile Coaches& Consultants

Page 10: Bridging the Management Gap

Organizational Leaders

The WTF Gap

or is it a communication gap?

Agile Coaches& Consultants

Page 11: Bridging the Management Gap

we know how to fix these gaps though

Page 12: Bridging the Management Gap

communication: collaboration, transparency & social norms

hierarchical: top-down change

Page 13: Bridging the Management Gap

is there still another,even deeper gap?

Page 14: Bridging the Management Gap

let’s back up a little

Page 15: Bridging the Management Gap

mule jenny and the revolution

Page 16: Bridging the Management Gap

two interesting questions emerging

Page 17: Bridging the Management Gap

what happens without central control?

Thomas Hobbes

solitary, poor, nasty chaos

David Hume

spontaneous order

Page 18: Bridging the Management Gap

Adam Smith

can spontaneous order be productive?

it is even more productive!

Page 19: Bridging the Management Gap

the rise of the large corporations

economies of scale

scientific management

division of labor

processes

Page 20: Bridging the Management Gap

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

manufacturing paradigm

Page 21: Bridging the Management Gap

two new challenges emerge

Page 22: Bridging the Management Gap

how can you thrive in a competitive market?

Page 23: Bridging the Management Gap

how can you thrive in a competitive market?

the birth of corporate strategy

Bruce HendersonBoston Consulting Group

Page 24: Bridging the Management Gap

can you mass produce with flexibility & quality?

Page 25: Bridging the Management Gap

can you mass produce with flexibility & quality?

just-in-time

quality

eliminate waste

people

Taichi OhnoToyota

Page 26: Bridging the Management Gap

a new paradigm is emerging

knowledge economy

Page 27: Bridging the Management Gap

(enter Agile)

Page 28: Bridging the Management Gap

what is an agile organization?

how is it structured?

Page 29: Bridging the Management Gap

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

Page 30: Bridging the Management Gap

Continuous Improvement

CollaborationFlexibility Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

Page 31: Bridging the Management Gap

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

Page 32: Bridging the Management Gap

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Qualityorganizational

culture

Page 33: Bridging the Management Gap

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

non-hierarchical

Page 34: Bridging the Management Gap

Continuous Improvement

Collaboration

Flexibility

Value

People

TeamsSelf-Management

Commitments

Retrospectives

Transparency

Respect

Craftsmanship

Quality

non-hierarchical

adhocratic

Page 35: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

AgileEnterprises

Page 36: Bridging the Management Gap

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

Industrial Revolution

Page 37: Bridging the Management Gap

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

Industrial Revolution

Adhocratic

Flat

Hierarchical

Bureaucratic

RigidGiants

StructuredSelf-Management

DemocraticCorporations

AgileEnterprises

Knowledge Economy

Page 38: Bridging the Management Gap

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

Page 39: Bridging the Management Gap

paradigm shift = “management gap”

Page 40: Bridging the Management Gap

Bureaucratic

LargeOrganizations

Small enterprises

Non-standardized

GlobalCorporations

CreativeOrganizations

NicheCompetitor

LocalBusiness

Adhocratic

Flat

Hierarchical

Bureaucratic

RigidGiants

StructuredSelf-Management

DemocraticCorporations

AgileEnterprises

PARADIGM

GAP

Page 41: Bridging the Management Gap

?

Page 42: Bridging the Management Gap

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

Page 43: Bridging the Management Gap

let’s take a closer look at this

Page 44: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Page 45: Bridging the Management Gap

what forces are at play here?

Page 46: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Structural Power

PEOPLE

Procedural Power

PROCESS

Page 47: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Structural Power

PEOPLE

Procedural Power

PROCESS

Page 48: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Emergent Leadership

PEOPLE

Collaborative & Learning

PROCESS

Page 49: Bridging the Management Gap

how do some market leaders stack up?

Page 50: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Semco

salesforce.com

Morningstar

Valve

AppleAmazon

Google

Microsoft

Gore & Associates

GEMcKinsey

ebay

Page 51: Bridging the Management Gap

what’s life like on the upper-right?

teamsteams

Page 52: Bridging the Management Gap

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

Page 53: Bridging the Management Gap

change, down in the trenches

Page 54: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

bpost

Page 55: Bridging the Management Gap

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

Page 56: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

bpost

Page 57: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Belgacom

bpost

Page 58: Bridging the Management Gap

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

Page 59: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

bpost

Belgacom

Page 60: Bridging the Management Gap

how did the paradigm gap manifest itself?

Page 61: Bridging the Management Gap

“they just don’t get it”

Page 62: Bridging the Management Gap

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

Page 63: Bridging the Management Gap

“the agile enterprise is a myth”

Page 64: Bridging the Management Gap

but... hold on

Page 65: Bridging the Management Gap

why does this keep happening?

Page 66: Bridging the Management Gap

maybe we’re also guilty

of creating this gap?

Page 67: Bridging the Management Gap

?

Page 68: Bridging the Management Gap

1. what is the “management gap” ?

2. what does an Agile organization look like ?

3. how can we bridge that gap ?

Page 69: Bridging the Management Gap

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

“our market” = Agile coaches & consultants

Page 70: Bridging the Management Gap

(a) what are we selling ?

(b) how are we selling it ?

(c) how are we delivering our services ?

(d) how are we growing ?

Page 71: Bridging the Management Gap

(a) what are we selling?

Page 72: Bridging the Management Gap

professional services

the art formerly known as “consulting”

Page 73: Bridging the Management Gap

dogs

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

LOW

HIGH

MarketGrowthRate $

?

Page 74: Bridging the Management Gap

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

LOW

HIGH

MarketGrowthRate Trainings

Certifications

Tools

Publications?

Agile BeyondSoftware?

Agile Consulting/Coaching

Outsourcing

Page 75: Bridging the Management Gap

Publications?

Agile BeyondSoftware?

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

LOW

HIGH

MarketGrowthRate

Agile Consulting/Coaching

OutsourcingTrainings

Certifications

Tools

Page 76: Bridging the Management Gap

Publications?

Agile BeyondSoftware??

?Agile Consulting/

Coaching

OutsourcingTrainings

Certifications

Tools

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

LOW

HIGH

MarketGrowthRate

Page 77: Bridging the Management Gap

(b) how are we selling?

Page 78: Bridging the Management Gap

some traditional consulting...

Page 79: Bridging the Management Gap

... and a whole lot of pimping

Page 80: Bridging the Management Gap

pimping?

Page 81: Bridging the Management Gap

our “outside in” initiative will

focus on time-to-market and flexibility!

line manager

orgleader

Page 82: Bridging the Management Gap

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

Page 83: Bridging the Management Gap

but we need some help here...

Page 84: Bridging the Management Gap

(enter the “vendor”)

hey baby

Page 85: Bridging the Management Gap

“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...

Page 86: Bridging the Management Gap

pimp

Page 87: Bridging the Management Gap

agile consultants

pimp

Page 88: Bridging the Management Gap

agile consultants

pimp

Page 89: Bridging the Management Gap

agile consultants

pimp

Page 90: Bridging the Management Gap

whose objectives are met in this model?

Page 91: Bridging the Management Gap

pimp

Page 92: Bridging the Management Gap

Agile Consulting/Coaching

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

LOW

HIGH

MarketGrowthRate

Page 93: Bridging the Management Gap

is this an agile engagement model?

why do we accept it then?

Page 94: Bridging the Management Gap

(c) how are we delivering our services?

Page 95: Bridging the Management Gap

ikea agile

Page 96: Bridging the Management Gap

ikea agile

notstarted

inprogress done

bjorgsjö taskboard

färgrik burndownrotvik backlog

product backlog

varmluft user stories

userstories

Page 97: Bridging the Management Gap

ikea agile

notstarted

inprogress done

bjorgsjö taskboard

färgrik burndownrotvik backlog

product backlog

varmluft user stories

userstories

the agile tooth fairy

Page 98: Bridging the Management Gap

(d) how are we growing?

Page 99: Bridging the Management Gap

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

Page 100: Bridging the Management Gap

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

Page 101: Bridging the Management Gap

branching outside our comfort zone

Page 102: Bridging the Management Gap

Agile BeyondSoftware?

?

dogs

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

LOW

HIGH

MarketGrowthRate

Page 103: Bridging the Management Gap

so, root causes for the gap?

Page 104: Bridging the Management 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

Page 105: Bridging the Management Gap

so what can we do about it?

Page 106: Bridging the Management Gap

understand the context

align expectations & change objectives

Page 107: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

bestpractices

structuredstart-up

benevolentdictator

continuousimprovement

Page 108: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Page 109: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Page 110: Bridging the Management Gap

Adhocratic

Flat

Hierarchical

Bureaucratic

Page 111: Bridging the Management Gap

understand the nature of our market

consulting, not software development

Page 112: Bridging the Management Gap

agile consulting

pimps

Page 113: Bridging the Management Gap

what would an agile consultancy look like?

Page 114: Bridging the Management Gap

agile “consultants”

pimp

line manager

organizationalleader

?

Page 115: Bridging the Management Gap

agile “consultants”

pimp

line manager

organizationalleader

Page 116: Bridging the Management Gap

listen to our clients

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

* @davidhussman at Agiles 2009, Florianopolis, Brazil

Page 117: Bridging the Management Gap

think beyond software

cross-pollination of ideas

Page 118: Bridging the Management Gap

challenge ourselves with bigger questions

Page 119: Bridging the Management Gap

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?

Page 120: Bridging the Management Gap

so, actions to address paradigm gap?

Page 121: Bridging the Management 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

Page 122: Bridging the Management Gap

other actions?

Page 123: Bridging the Management Gap

with great power comes great responsibility

what’s stopping us from bridging the gap?

Page 124: Bridging the Management Gap

?