Download to read offline
More Related Content
Similar to Addressing Cultural Anti-patterns in Enterprise transformations
Addressing Cultural Anti-patterns in Enterprise transformations
- 1. © Copyright 2019Pivotal Software, Inc. All rights Reserved. Addressing Cultural Anti-Patterns in Enterprise Transformations Gautham Pallapa Field CTO, Pivotal LinkedIn: https://www.linkedin.com/in/gpallapa/ Twitter: @gpallapa
- 2. Myth around EnterpriseTransformations People Process Technology Yay!
- 3.
- 4. Customer DelightOptimize SDLC Faster Timeto Market More Time to Innovate More Apps/Features Happy Culture Modern Technology
- 5.
- 6. Pivotal Approach toTransformation Culture Continually improve and deliver customer success Pivotal Cloud-native software Methods Learn the necessary practices to build modern software Pivotal Labs and Services Tools Build with products focused on developer productivity Best-in-class products Platform Run every app, on every cloud, on a unified platform Pivotal Platform
- 7. Transformation Drivers: Lean,Agile, DevOps Build–Measure–Learn, FeedbackLoops LeanExperimentation PairProgramming, TDD,CloudNative AgileSoftwareDev Operational Efficiency, CI/CD, Automation Dev Ops
- 8.
- 9. What does “good” look like? 2019Accelerate State of DevOps Report
- 10. What does “good” look like? 2019Accelerate State of DevOps Report
- 13. Reasons for AdoptingAgility 75% Accelerate software delivery 64% Manage changing priorities 55% Increase productivity 49% Better Business / IT alignment 46% Increased software quality Source: https://tinyurl.com/12thagilereport
- 14. But… Only 4% ofcompanies use agile practices to enable greater adaptability to market conditions“ Source: https://tinyurl.com/12thagilereport
- 15. Vision of anEnterprise Transformation
- 16. Reality That OftenOccurs
- 17.
- 18. How Many PeopleAre Comfortable Making that Leap? Waterfall Agile
- 19. Then why arewe slowing down?
- 20.
- 21. Understand the CulturalImpediments
- 22. Culture = A groupof people with a common set of values and beliefs
- 23. Organization = A groupof people with a common set of values and beliefs
- 24.
- 25.
- 26. Not Knowing Why SimonSinek – Start with Why What How Why
- 27.
- 28. Using Definition ofDone – https://tinyurl.com/yak3ph7p
- 29.
- 30. D Dopamine(IncentiveforProgress) Givesussurgeofpleasurewhenachieving goals,desires,needs O Oxytocin(LoveChemical) Createsintimacy, trust,andbuilds healthyrelationships S Serotonin(LeadershipChemical) Feelingofprideandimportance E Endorphins(RunnersHigh) Helpalleviatestressandanxiety,diminishes perceptionofpain.Helpsusfeelgood StressincreasesCortisol AlsoincreasesAdrenaline(Fightor Flight) Paranoia,Fear,ErodesTrustand Empathy Makesteamenvironmentsunhappy
- 31. Journey Map • SuccessMetrics • What the organization achieves Milestone 2 • Things projected to be achieved • Value projected vs gained Checkpoint 1 • Success Metrics • What the organization achieves Milestone 3 • Things projected to be achieved • Value projected vs gained Checkpoint 2 Start Success • Success Metrics • What the organization achieves Milestone 1 • Success Metrics • What the organization achieves Milestone 4
- 32. 08 07 06 04 05 No Senseof Urgency
- 33. Pivotal Cascade: Connectingthe Organization The Pivotal Alignment Canvas: Helps ensure you are Connected, Autonomous, and Measured at every level Each bar is a vertical; same rules cascade throughout organization
- 34.
- 35.
- 36. POWER Start forEvery Meeting P Purpose of the Meeting? Source: Lyssa Adkins and Kat Ferguson – https://tinyurl.com/y94so899 W What’s In It For Me? (WiiFM) O Outcomes/deliverables resulting from this meeting? R Roles and Responsibilities E Engage participants with excitement and passion
- 37. Growth Boards -Leading the Change Everyone has same rules, different levels of fidelity, opacity, risk, complexity Lean governance model throughout Growth boards make this work (and not just one board)
- 38.
- 39.
- 40. Evaluate your Backlog Dueto market shift, changing priorities, etc. Not Valuable Desired features, Market differentiators, Revolutionary Valuable Features that are rarely used, do not move the needle Rarely Used 45% 36% 19%
- 41. Impact – EffortAnalysis
- 42.
- 43.
- 44.
- 45.
- 46. Crossing the Chasm Identifythe Right Change Agents to Drive a Cultural Transformation – http://bit.ly/2cNuhg2
- 47. Crossing the Chasm CriticalMass Identify the Right Change Agents to Drive a Cultural Transformation – http://bit.ly/2cNuhg2
- 48. Identifying the RightChange Agents 1 Belief in Purpose How strongly do they believe in why we are transforming? 2 Commitment How committed are they in the success of the team? 3 Builders, not Heroes Are they firefighters or focus on long term solutions? 4 Ability to Fail Can they fail fast, fail often, and fail cheap? And share their failure publicly? 5 Intrapreneurship How comfortable are they with rapid experimentation and pivoting fast? 6 Technical Attitude How comfortable are they with adapting newer technologies, refactoring, 12 factor apps?
- 49.
- 50. Happy People AreProductive People Primary Belief
- 51. Before embarking ona transformation Not Stressed Comfort Zone
- 52. Building up stress NotStressed Comfort Zone Slightly Stressed Discomfort Zone
- 53. Too much Stresscauses Panic Not Stressed Comfort Zone Completely Stressed Panic Zone Slightly Stressed Discomfort Zone
- 54. Growth is aMotivator But How to Maximize Growth? Not Stressed Comfort Zone Completely Stressed Panic Zone Slightly Stressed Discomfort Zone The Goldilocks range Maximum Growth
- 55. 8 Cultural Anti-patterns NotEnough Communication No Sense of Urgency No Clear Definition of Done Not Knowing Why No Incentives to Transform Not Enough Change Agents No Empowerment Lack of Prioritization
- 56. Your Organization Addressing TheseAnti-patterns Improves
- 57. Generative Performance - oriented ●High Cooperation ● Messengers Trained ● Shared Risks ● Collaboration Encouraged ● Failure ☞ Inquiry and Learning ● Novelty Utilized Bureaucratic Rule - oriented ● Modest Cooperation ● Messengers Neglected ● Opportunistic Responsibilities ● Collaboration Tolerated ● Failure ☞ Justice ● Novelty Caused Problems Pathological Power - oriented ● Low Cooperation ● Messengers Shot ● Responsibilities Avoided ● Collaboration Discouraged ● Failure ☞ Scapegoating ● Novelty Crushed SYMPTOMS SYMPTOMS SYMPTOMS Organizational Culture Shift Source: https://tinyurl.com/westrum-cultures
- 58. Benefits 1 2 3 4 5 Break silos betweenBiz and IT Safe Environments Transparency and Trust More innovation Learning Culture
- 59.
- 60. Transforming How TheWorld Builds Software © Copyright 2018 Pivotal Software, Inc. All rights Reserved.