Bending the hierarchy to ease agile transformation with new roles

Hierarchy often comes in the way of Agile adoption and transformation. By hierarchy I mean not just the reporting structure but also how different functions interact with each other and how do they manage to work together on projects. Taking few lessons out of the book 'Maverick' by Ricardo Semler, I introduced new roles Associates, Co-ordinators and Facilitators in the team which was a pilot for agile transformation in an organisation. The outcome was a team like a football team with a common goal and individuals complementing each other in day to day work. I also made sure that they understand the difference between leadership and management, leadership can come from anyone in the team.

 
 

Outline/Structure of the Case Study

  • 5 mins - Difficulty in agile adoption due to roles
  • 5 mins - Excerpts from 'Maverick', how did they remove job titles
  • 10 mins - Case study 
  • 5 mins - Questions

Learning Outcome

To have a mindset that a top down restructuring is not needed to pilot a transformation. It is just in the way we structure the team and handover the responsibilities to the people in the team.

Target Audience

Managers

schedule Submitted 6 years ago

Public Feedback


    • Liked Ram Ramalingam
      keyboard_arrow_down

      Ram Ramalingam - The secret shortcuts to Agile... (that won't get you there)

      Ram Ramalingam
      Ram Ramalingam
      Associate Partner
      IBM
      schedule 6 years ago
      Sold Out!
      45 Mins
      Talk
      Advanced

      This is an exploratory talk, based, first, on some recent insights from cognitive science, behavioural economics (which have enriched Agile folklore already) and then on, some interesting twists from culture based research in sociology and psychology. While the former will be useful in understanding the common pitfalls encountered in a scaled Agile implementation, the latter, maybe useful in understanding the unexpected twists when doing scaled agile in a distributed/off-shore environment that have different cultural norms.

      While the anti-patterns and anti-paths are common across the world, the solution to these does differ. The assumptions behind what leads to a motivated, self-organizing, self-directing team will determine how to bring about a nuanced mindset to Agility, and understanding that what works in the West may not work in India (and other similar higher Power-Distance-Index countries).

      While sharing my experiences in a large scale Agile transformation and working with different cultures, I hope to bring out some subtle variations that could be useful in coaching and working with and transforming Agile teams in an offshore engagement.

    • Liked Andrea Heck
      keyboard_arrow_down

      Andrea Heck - Distributed Product Owner Team for an Agile Medical Development

      Andrea Heck
      Andrea Heck
      Agile Coach
      Siemens AG Healthcare
      schedule 6 years ago
      Sold Out!
      45 Mins
      Case Study
      Advanced

      We are developing medical imaging and workflow software in an agile way with development teams distributed to several countries. One of the major challenges is how to set up and communicate within the Product Owner team. There we have to deal with the distribution, e.g., have the Product Owner either onsite with her peers or with her Scrum team, travelling, or with proxy. We need people who are good in two different fields of knowledge: medical and software development. As a third issues, the environment of the customers may be different in different countries.

      We have ramped up local Product Owners in different countries, have found local collaboration customers, and have developed a set of communication channels and workshops how to synchronize Product Owners in the team, share a common vision and backlog with their Scrum teams, and collaborate with customers locally and globally.

    • Liked Naresh Jain
      keyboard_arrow_down

      Naresh Jain - SAMPLE PROPOSAL - Product Discovery Workshop

      Naresh Jain
      Naresh Jain
      Founder
      Xnsio
      schedule 6 years ago
      Sold Out!
      90 Mins
      Tutorial
      Beginner

      Many product companies struggle with a big challenge: how to identify a Minimal Viable Product that will let them quickly validate their product hypothesis?

      Teams that share the product vision and agree on priorities for features are able to move faster and more effectively.

      During this workshop, we’ll take a hypothetical product and coach you on how to effectively come up with an evolutionary roadmap for your product.

      This 90 mins workshop teaches you how to collaborate on the vision of the product and create a Product Backlog, a User Story map and a pragmatic Release Plan.

      This is a sample proposal to demonstrate how your proposal can look on this submission system.

    • Liked Sunil Mundra
      keyboard_arrow_down

      Sunil Mundra - Observing and Enabling The Agile Mindset

      Sunil Mundra
      Sunil Mundra
      Principal Consultant
      ThoughtWorks
      schedule 6 years ago
      Sold Out!
      45 Mins
      Talk
      Advanced

      Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set off practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.

      Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.

       

    • Liked Tim Born
      keyboard_arrow_down

      Tim Born - Scaling Agile/Scrum At An International Bank

      Tim Born
      Tim Born
      Executive Director
      JPMorgan
      schedule 6 years ago
      Sold Out!
      45 Mins
      Case Study
      Intermediate

      Scaling agile practices across thousands of people around the globe is challenging on many dimensions, yet it can be done!

      Besides the usual problems with timezones, languages, colocation and cultural friction, what are the key issues that make or break agile at scale?

      The answers may surprise you, since they may not be obvious unless you have already been down this path before.  There is surprisingly little literature and precious little practical experience being shared from people who have successfully flipped large organizations to become more agile.

    • Liked Harish Achappa Kallira
      keyboard_arrow_down

      Harish Achappa Kallira - Beyond Agile: Enterprise agility by prioritising business value

      90 Mins
      Experience Report
      Advanced

      What does it mean to transform core IT systems and deliver new business capabilities through IT during the transformation. 

      Transformation programmes have multiple goals and many stakeholders - and as the journey starts, all stakeholders need to aware of the goals and agree on the priority in which they need to be met. This drives the perception of value that is delivered by projects.

      We would like to share our experience and learnings based on the framework that we evolved in helping stakeholders identify goal priorities and perceived value of projects from two core systems transformation programmes.

      We will also be talking about challenges in bringing together stakeholders;  agreeing on approaches, relative quantification of project value, selecting the next most valuable project from a pipeline and their impact on the overall transformation.