Rethinking Agile Transformation - Agile Tour Montreal Keynote
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The document outlines a new strategic direction for Global Agile Tour Inc. aimed at enhancing conference experiences and increasing revenue through accessibility and mindfulness. It emphasizes the importance of adapting organizational culture to embrace change, reducing uncertainty, and ensuring meaningful interactions. Additionally, it highlights the need for active engagement and self-accountability among teams to successfully implement agile practices.
Rethinking Agile Transformation - Agile Tour Montreal Keynote
- 1. A New Strategic Direction Buzz Killington President & CEO of Global Agile Tour Inc.
- 2. $0M $2250M $4500M $6750M $9000M $11250M 2012 2013 2014 2015 Montreal Toronto GOAT “sitting all day in a conference made my back hurt.” - GOAT 2014 Attendee “The were no Pokestops at the venue so I sat down” - Toronto 2016 attendee “There was too much carbs for lunch” Montreal 2015 attendee 2% 34% 9% 55% Happy Meh Unhappy Mad SatisfactionRevenue
- 3. Our New Mission In order to achieve the highest level of performance, scalability, and mindfulness, we embark on the worldwide mission of bringing the upmost accessible, simple, fun, happy, and healthy global brand of conferences that will quadruple projected revenues allowing us to spread goodness, maximize profits, while reducing Costs without the need to curtail redundancies in the human Resources area.
- 4. We will Do the Wave
- 5. @jasonlittle | atmtl2016 | sli.do #2617 1. http://sli.do 2. use code 2617 3. Vote! Let’s crash the wifi!
- 7. @jasonlittle | atmtl2016 | sli.do #2617 those who ‘do agile’ those who ‘be agile’ Those who think big-ass agile frameworks are a good idea @jasonlittle | atmtl2016 | sli.do #2617
- 8. @jasonlittle | atmtl2016 | sli.do #2617 Those who move Those who are moveable Those who are immovable @jasonlittle | atmtl2016 | sli.do #2617
- 9. @jasonlittle | atmtl2016 | sli.do #2617 Movers @jasonlittle | atmtl2016 | sli.do #2617
- 10. @ J A S O N L I T T L E Moveables @jasonlittle | atmtl2016 | sli.do #2617
- 11. @jasonlittle | atmtl2016 | sli.do #2617 Immovables @jasonlittle | atmtl2016 | sli.do #2617
- 12. @jasonlittle | atmtl2016 | sli.do #2617 The Change BELIEFS “RESISTANCE” MOVERS MOVABLES IMMOVABL ES This is dumb Awesome! Agile all the things! might as well, everyone else is doing it. uh, let’s wait an see what happens @jasonlittle | atmtl2016 | sli.do #2617
- 13. @jasonlittle | atmtl2016 | sli.do #2617 Start! Experime nts Show progress early Man, this change is really hard Uh-oh… Reboot Hey, it’s working ! Uh-oh… Intervention W A V E O F C H A N G E @jasonlittle | atmtl2016 | sli.do #2617
- 14. @jasonlittle | atmtl2016 | sli.do #2617 Did you ask any questions yet?
- 15. 0 0.25 0.5 0.75 1 2006 2007 2008 2010 2011 2012 2013 2014 2015 Manage Changing Priorities Accelerate Time to Market Align Business/IT Increase Productivity Enhance Quality @jasonlittle | atmtl2016 | sli.do #2617
- 16. 0% 15% 30% 45% 60% 2010 2011 2012 2013 2014 2015 Failure to Change Culture Resistance to Change Lack of Skill Lack of Management Support @jasonlittle | atmtl2016 | sli.do #2617
- 17. MostImportant LeastImportant Got Worse Got Better 87% 78% 83% 73% 78% Manage Priorities Time to Market Increase Productivity Enhance Quality Alignment 66% 79% 47% Team Morale Engineering Discipline Manage Distributed Teams Are organizations seeing the benefits they seek? It is interesting that Team Morale isn’t an important consideration for choosing Agile, yet the 10 year average shows it increases substantially. Overall, organizations tend to feel they are seeing benefits that they thought they would.
- 18. DoneExecutePlan RefreezeChange Future StateTransitionCurrent State Unfreeze Someone’s paying for the change Someone's reporting status on the change Someone needs some level of certainty about the change Separate the logistics and project management with facilitating meaningful change @jasonlittle | atmtl2016 | sli.do #2617
- 19. @jasonlittle | atmtl2016 | sli.do #2617 “We don’t need to embrace uncertainty, we need to figure out how to reduce it.” Me. (unless someone more famous already said it.)
- 20. @jasonlittle | atmtl2016 | sli.do #2617 Passive Observing from afar Active Interacting with 3rd parties Interactive Interacting directly with people involved https://en.wikipedia.org/wiki/Uncertainty_reduction_theory
- 21. @jasonlittle | atmtl2016 | sli.do #2617 Passive: reading books, Linked In, conferences
- 22. @jasonlittle | atmtl2016 | sli.do #2617 Active: case studies, talk to other companies, community
- 23. @jasonlittle | atmtl2016 | sli.do #2617 Interactive: All hands on deck retrospectives Uncertainty Reduction Theory https://en.wikipedia.org/wiki/Uncertainty_reduction_theory
- 24. @jasonlittle | atmtl2016 | sli.do #2617 Start! R E M E M B E R T H I S ? Emergence Coalescence Bureaucratization Success Failure Repression Co-Optation Emergence Coalescence Bureaucratiz Dec Decline
- 26. @jasonlittle | atmtl2016 | sli.do #2617 12-week year Mastering the Rockefeller Habits 4 Disciplines of Execution http://12weekyear.com/ https://gazelles.com/ http://the4disciplinesofexecution.com/
- 28. Spotify Installation Process Please wait while the system copies the DNA of all Spotify employees, and invents a way to replicate how people think and interact from a company that is completely different from the utterly fucked company that is yours. Renaming Communities of Practices to Guilds… Purchasing enterprise JIRA because stickies don’t work here… Implementing punishment scheme for squads that underperform… Installing mandatory innovation time at 1pm every tuesday… Renaming functional departments to Chapters… done Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert. done done done
- 29. Firing Agile Coaches… Preparing bad performance reviews for managers and staff… Preparing year end bonuses for executive team… Unable to un-install Agile. Teams have gone rogue. Run for your life. Spotify Un-Installation Process Please wait while the system exercises the demons…
- 30. Agile An error has occurred. To continue: Press Enter to download SAFe, or Press CTRL-ALT-DEL to restart your organization. The people who get agile will quit, and all the PMP certified people will say ‘I TOLD YOU SO’ Press any key to continue _
- 31. @jasonlittle | atmtl2016 | sli.do #2617
- 32. @jasonlittle | atmtl2016 | sli.do #2617 Cooperators Theme Objective Key Results Actions (visualized, reviewed weekly)
- 33. @jasonlittle | atmtl2016 | sli.do #2617
- 34. @jasonlittle | atmtl2016 | sli.do #2617 17 teams, 17 change canvases, 17 recorded lightning talks
- 35. @jasonlittle | atmtl2016 | sli.do #2617 Real-time feedback
- 36. @jasonlittle | atmtl2016 | sli.do #2617 self-accountability, or peer-pressure…you choose!
- 37. @jasonlittle | atmtl2016 | sli.do #2617@jasonlittle | atmtl2016 | sli.do #2617 “The people who write the plan, don’t fight the plan” Jill Forbes, National Leasing
- 38. @jasonlittle | atmtl2016 | sli.do #2617@jasonlittle | atmtl2016 | sli.do #2617
- 39. @jasonlittle | atmtl2016 | sli.do #2617 Shifting culture through conversation
- 40. @jasonlittle | atmtl2016 | sli.do #2617 More Stories and Examples http://leanchange.org/stories Tools and Techniques http://leanchange.org/resources
- 41. @jasonlittle | atmtl2016 | sli.do #2617
Editor's Notes
- #3: Fancy charts….due to a decline in revenue globally, we have defined a new purpose for this brand of conference. We need to stay on point, keep our eye on the prize, and do it right the first time. We hired BACF Inc to help us with our new corportate objectives.
- #5: http://media.gettyimages.com/videos/crowd-of-football-fans-in-stadium-doing-the-wave-video-id482135602?s=640x640
- #6: slido this was dumb, it wasn’t clear why we were doing this, other people were doing it, so what the heck, it was fun!
- #7: LiveSlide Site https://wall.sli.do/#/event/s5b7upbf/section/105543/polls
- #8: Movers, movables, immovables….’do agile’, ‘be agile’, and those that think SAFe is a good idea
- #9: Movers, movables, immovables….’do agile’, ‘be agile’, and those that think SAFe is a good idea
- #10: had to create tablature to document his music…destroyed many guitars while experimenting…amp story. without disruption, things aren’t likely to change.
- #11: those that want evidence and want to wait for others to take the bullet first.
- #12: those that are going to dig in their heels no matter what.
- #13: the further away a persons belief are with respect to the change, the more likely they won’t want to contribute to it. Refer back to the profiles from the People section (lone nut, 1st follower, movers etc…)
- #14: how change actually happens.
- #20: Common thread is uncertainty. our brains crave it, some more than others but instead of embracing uncertainty, we an focus on reducing it
- #21: passive: who reads books, linked in posts and research different ideas, topics etc for ‘getting agile to work?’ another example, you hear a new manager is starting so you can stalk them on social media.
- #24: https://en.wikipedia.org/wiki/Uncertainty_reduction_theory
- #25: how change actually happens.
- #27: Agile for your business.
- #28: so let’s install agile! so because Craig is more awesomer than me, he drew this in real time.Me? I had to spend some time writing a program to install agile…
- #29: we know change takes some time so let’s let this run it’s course…
- #30: ah dammit, it didn’t work…oh crap! now it won’t uninstall! Now your good people leave for a better company!
- #32: just do retros every month will all the agile teams, take insights, look for patterns and start to figure out where the right changes re.
- #33: cooperators - okrs, review quarterly, weekly standups…just do retros every month will all the agile teams, take insights, look for patterns and start to figure out where the right changes re.
- #34: Nordea story
- #35: national leasing story
- #36: national leasing story
- #37: national leasing story
- #38: ch Robinson story
- #39: if all else fails, here my agile installation disk…
- #41: Summarize and references
- #42: LiveSlide Site https://wall.sli.do/#/event/s5b7upbf/section/105543/polls