Taking Flight

From Aspiration to

Transformational Action

Your Aviator…

IT Executive Leadership Coach 24 years IT Experience/21 years S/W Development

27 years Management

Deming, Reengineering, Agile/Lean

Military/Federal (Inside & Outside)

Product Companies

Multiple Industries

18 years Acquisition

Active Agile Community Member (Agile Coach Camp/Agile Influencers of DC)

(GLASScon/LeanCoffeeDC/GALE)

Lean Start-up & Product Mgmt

WHY

WHAT HOW

Better ROI, Changing market/mission needs Increased competition, Workforce demands

Change ‘approach’ used to produce software

Introduce Agile/Lean

Business Reasons (for Agililty)

BOTTOMLINE There is always one or more REAL business

reasons for introducing change. Don’t ignore these, harness them.

Business Value Stream(s)

Business Value Stream(s)

Business Reason(s)

WHY WHAT HOW

Want better results for our business (& us)

Change to get these results

Operationalize & sustain change

Agile Transformation (Transition, Adoption, etc.)

Agile Transformation is

strategic in nature.

(Transition, Adoption, etc.)

Business Value Stream(s)

Business Value Stream(s)

One Possible Strategy

Top 5 Reasons Agile Projects Failed

Lack of experience w/agile methods

Company philosophy/culture at odds w/core agile values

Lack of Management Support

External pressure to follow traditional waterfall processes

Lack of Support for Cultural Transition

Ability to Change Org Culture 44% Personnel w/Agile Experience 35% General Resistance to Change 34% Pre-existing non Agile Framework 32% Management Support 29%

Top 5 Barriers to Agile Adoption

Sources: VersionOne State of Agile Survey 2014

Culture

2012 Ability to Change Org Culture 52% General Resistance to Change 41% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 31%

Top 5 Barriers to Agile Adoption

2011 Ability to Change Org Culture 52% Personnel w/Agile Experience 40% General Resistance to Change 39% Management Support 34% Project Complexity 30%

2010 Ability to Change Org Culture 51% General Resistance to Change 40% Personnel w/Agile Experience 40% Management Support 34% Project Complexity 31%

Sources: VersionOne State of Agile Surveys 2010-13

Culture

2013 Ability to Change Org Culture 53% General Resistance to Change 42% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 30%

Culture

“Culture eats Strategy for breakfast.” - Peter Drucker

Culture

Behaviors That Are Not Tolerated

Tolerated Behaviors

Preferred Behaviors

We’ll start

3 models with

Accredited to Michael Sahota & Olaf Lewitz

Collaborative Control

Competency Cultivation

Schneider Cultural Model

Rea

lity

Ori

ente

d

Poss

ibili

ty O

rien

ted

People Oriented Org Oriented

The Reengineering Alternative, William Schneider

Using the Schneider Model

• Plot organizational characteristics onto its grid – Subjective in nature (acknowledgement)

• Where the largest cluster occurs, this is the dominant culture

• There may be “sub-cultures” that are different

• A culture may straddle borders (this is a continuum)

• A new organization may not yet have a dominant culture

• Recommend also plotting where you want your dominant culture to be…

Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile

Decisions Habits Culture

Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982

Many ‘solution’ decisions are captured in

the organizational

and its

paths

structure

communication

Conway’s Law is alive and well.

Business Value Stream(s)

Business Value Stream(s)

Business Value Stream(s)

SDLC Value Stream SDLC Value Stream SDLC Value Stream

Customers

Line (Mission)

Support

Strategy

Value Streams become

entangled in the

hierarchy

Ops Mgmt

Customers

Line (Mission)

Support

Strategy

Value Streams become

entangled in the

hierarchy

Ops Mgmt

-- truly --

(Only one truly tangled value stream shown…)

Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits.

Evil is committed by

the well-meaning

The Power of Habit, Charles Duhigg

Decisions Δ Habits Δ Culture

Taking Flight Approach

• Set an aspirational target aligned with the business value stream

• Examine possible routes

• Select the best route and the first waypoint(s) – Consider each leg an experiment

– Work details/make decisions operationally

– Inspect & Adapt at each waypoint

– Make course corrections

– Squadron mates

Establish an Aspirational Vision of your future

Aspiration :: (noun)

1. strong desire, longing, or aim; ambition

2. a goal or objective desired

End State :: (noun)

1. The set of required conditions that defines

achievement of the commander's objectives.

Aspirational vs End State

• Any end state you choose may be wrong (don’t use BUFD for your Org Change)

• No defined end state = never done assists mindset Δ – Revisit aspiration and progress towards it regularly

– Use interim states that move you in the right direction and are more concrete

– Continual experiments/Contained failures

– Measure relative performance improvements

– It’s how you apply Product Thinking to your organization

• Aspirations can more easily balance between the soft and hard skills needed

In terms of

A vision

Aspirations Organizational Transformation,

are…

not too complex The set of characteristics based on this vision

Why is Setting an Aspiration Important?

• Casts what the ‘agile’ means to the organization; personalizes it – includes a ‘business’ (or mission) view

• Determines what the most relevant principles from Agile (or Lean, or Software Craftsmanship) mean to the organization

• Guides decisions within the organization; achieves alignment (include the business!)

• Provides guidance for course corrections once we go in-flight

Avoids Imposed Agile…

Who are the customers

of your organization’s

change effort?

The

in the people

organization

4 Types of Co-Creation (mapped to Culture types of Schneider Model)

Collaborative Cultivating

Competency Controlling

How do I

determine

which one?

By Asking…

Controlling Invitation/Encouragement to ‘Influencers’

Competency Invitation/Inclusion of Relevant/Knowledgeable

Collaborative Invitation for Those Interested

Cultivating Invitation/Reach out to Network of Interest

4 Types of Co-Creation (mapped to Initial Engagement Activities )

Open Space|World Café Open Space|World Café

Workshops|World Café Workshops

Over time…

the Culture will evolve…

choose a

different co-creation approach for decisions

aligned with the new Culture

review it with a Retrospective

Lots of Approaches to Creating One

Lego for Serious Play

KrisMap

Vision Statements

Cover Story Innovation Game

We want common agreement & understanding…

Participatory Creation > Clear Communication > Proclamation

A Federal Government Example

“Deliver mission value daily.” “Constantly improve delivery, by

reducing waste and through new ideas.”

Collaborative Control

Competency Cultivation

Aspirational Characteristics on Schneider Cultural Model

Rea

lity

Ori

ente

d

Poss

ibili

ty O

rien

ted

People Oriented Org Oriented

Collaborative

Innovative

Resourceful/Can-Do Optimistic

Pragmatic

Adds Value

Cost Conscious Considerate

Organized

Risk Taker

Responsive

Decisive

Flexible Positive Attitude

Sense of Humor Speedy

Stamina

Motivated

Integrity

Reader

Focused on Business Results

Confident

Empathetic

Reliable

One Voice

we have a

how do we Target Aspiration,

Now that

incremental step? determine

the next

the Current State

Understand

Lots of Approaches to This Too…

Process Models

SWOT Analysis

Customer Personas

Business Model Canvas

Select the appropriate mix…

Participatory Creation > Clear Communication > Proclamation

Aspiration Starting

Point

and

Operational Actions Prioritize

Determine

to achieve

the Next State congruent

Vision with the

Take simple

steps P

P Simple does not imply easy…

Lots of Approaches to This Too…

Forcefield Analysis

Strategy Maps

Priority vs Energy Exercises

Business Model Canvas

Select the appropriate mix…

Participatory Creation > Clear Communication > Proclamation

Goal: Roadmap of Prioritized Δs for

Incremental, Relative Improvement

Current State

Aspiration

Next State

Process Δs

Org Structure

Δs

New Practices

Habit Δs

Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris

Many Things to Change Depending on What’s Next in Priority

• New Strategies

• New Org Structures

• Find/Establish New Support Networks

• New Practices

• New/Streamlined Processes

• Rewards for Δ in Behaviors

• Create/Eliminate Ceremonies

• New Habits The Hardest to Do

& the most crucial

Some of these will be Experiments

Reminder…

Decisions Δ Habits Δ Culture

Find Key Practices to avoid being eaten… Habits

What Might Be Some of the Habits We Want to Change?

• Ways meetings are conducted

• Ways meetings are scheduled

• How managers give feedback

• What agreements are explicit or implicit

• How decisions are made and owned

• Whether people show vulnerability

• How people learn new skills Fed example

Note: want org habits reinforcing an Agile mindset

Habit Loop

Habit

Trigger Reward Craving

The Power of Habit – Charles Duhigg

OldNew

Training

Need to Know Something New

Recognition

Craving For

Recognition

Example Federal Org Habit Around Training

Training

Need to Know Something New

Recognition

Craving For

Recognition

Example Federal Org Habit Around Training

self-study/experimentation = Learning

Finding Leverage Points

• The habit to change is formal training to learning

• Step 1: Habit Loop Causality Diagram

• Habit Loop will reveal underlying complexity

– More Steps

– Reinforcing Loop

• Step 2: Look for Limiting Conditions & Side Effect Loops

self-study/experimentation =

Training Request

Need to Know Something New

Recognition

Formal Training

Full Causal Diagram

Fulfill IDP or Certification

Easy to Measure

Statement of Intent

Self-Study

Experiment

Absorb & Share Learning

Learn the Lingo to “Look Smart”

Get By/ Impress

Lack of Failure

Shows Vulnerability

Avoids Showing Vulnerability

“The Recognized Expert”

“The Self-Made Expert”

“Whew, Passed the Test!”

What Does This Show?

• 2 Leverage Points: – Remove Pain of Showing Vulnerability to Learning

– Remove Value of IDP Based on Courses

• 1 Side Effect: – Lack of Failure makes formal training easier than

experimentation

• There is an expected delay between absorbing the real learning and then receiving recognition – Decided to reward the experiment itself regardless of

whether it was successful or failed

Current State

Aspiration

Next State

Process Δs

Org Structure

Δs

New Practices

Habit Δs

Manage the Δ

Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris

“No plan survives contact with the enemy.”

- Helmuth von Moltke the Elder

Inspect + Adapt

Value Stream(s)

Org Retro

What So What

Now What

Measures

Retrospectives for Organizational Change, Jutta Eckstein

Measures

Org Retro

What So What

Now What

Gather Data

Generate Insights

Decide Data

(Measures/ Perspectives) Execute Δs

Open

Close

Value Stream(s)

Status Quo

New Status Quo

disruption amount

disruption time

Satir Change Curve

A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/

How can we promote Sustainable Change?

Definitions

Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable

Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation

“Change Capacity”

+

= limit to change

> disruption amount

Capacity is the WIP

+

net effect time

tolerance to time-lag defined by environment

=

+ net effect

time balance limit vs lag

To-Do In Work Done

Organizational Change Capacity WIP Limit =

Aspiration Starting

Point

Promotes

Restricts

Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC

Cross-cutting Teams

Diversity (of thoughts)

Failure Tolerance

Clear Vision

Employee Orientation

Experimentation

Transparency

Hiring to Complement

Aspiration Starting

Point

Promotes

Restricts

Low Risk Tolerance

Grand Unclear Vision

Hiring to Fit

Insular Communication

Employee Indoctrination

Successes Only

Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC

Cross-cutting Teams

Diversity (of thoughts)

Failure Tolerance

Clear Vision

Employee Orientation

Experimentation

Transparency

Hiring to Complement

Specialized Silos

Group Think

Current State

Aspiration

Next State

Process Δs

Org Structure

Δs

New Practices

Habit Δs

Manage the Δ Δ Kanban

Δ Validation Board

Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris

Determine the

Change Domain

Make change, Monitor for results

Retrospect, Decompose

Experiment for Solutions

Solve, Observe patterns

Cynefin Framework, David Snowden

Transformation Kanban Next Up In-Work Backlog Complete Ready Measure Done

Based On Org

Capacity

Based On Org

Capacity

Based On

Org & Capacity

To Measure

Based On

Org & Capacity

To Measure

Based On Org

Capacity

Next Up In-Work Backlog Complete

Transformation Kanban Ready Measure Done

Based On Org

Capacity

Based On Org

Capacity

Based On

Org & Capacity

To Measure

Based On

Org & Capacity

To Measure

Based On Org

Capacity

Organizational WIP

Team has • Capacity • Charter • Measures • Expected

Outcomes

Team has • Completed

Actions

Team has • Measured

Results

Validation Board

Assumptions

Benefactor

Issue

Solution

P1 P2 P3 P4 P5

Riskiest Assumption

Experiment

Result

Invalidated Validated

Hypothesis

Squadron Mates

• Create a support network

• Find like minds and pair

– Sounding board for pragmatic decisions

• Better yet, form a triad

– Third person holds the other two accountable to their commitments

• Grow network as pairs/triads

– Net-Map Technique is a great tool here

Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com

of

and Hidden Assumptions

Biases

A Couple of Typical Biases or Assumptions

• People just don’t want to change – So explain to me why people will take up a new hobby

later in life or move across country? (Hint1: it is in their interest – find mutual desire)

(Hint2: involve them – co-creation)

• Agile has issues scaling to large programs – Why do you have a large program? Could this be solved in

a different manner with sets of smaller applications? (Hint1: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions)

(Hint2: descale to individual applications before adopting a scaling framework – look to scale agility horizontally 1st, vertically 2nd)

Adding Bureaucracy Will Not Create Success

Agile Teams Tend to be here!

Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl

Most Policies Tend to be here!

Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl

Most Programs

Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl

Tend to be here!

Complicated + Complex Overrides Ordered + Simple

+ = Process Team Result

…

1

2

3

n Worse Case

Best Case

Strive to decomplicate… Help teams operate as simple and ordered as possible.

Apply the pants principle… Simple process adopted by the team doing the work in a simple structure.

+ Process Team

Customers

Strategy

Value Streams your

Detangle

Ops Mgmt

Line (Mission)

Support

Line (Mission)

Team

Customers

Strategy

Value Streams your

Detangle

Ops Mgmt

Line (Mission)

Support

Line (Mission)

Teams

Customers

Strategy

Value Streams your

Detangle

Ops Mgmt

Line (Mission)

Support

Customers

Line (Mission)

Teams

Support Services

Strategy

Value Streams of a Network

Portfolio Support

to

Thanks! and

Have a Good Flight!

Paul M. Boos http://paulmboos.com

pmboos@yahoo.com @paul_boos 703-307-4322 (mobile)

Games for Agility, Learning, and Engagement (GALE)