Enterprise Agile Adoption: An Organizational Change Management Journey.

schedule Mar 26th 03:00 PM - 03:45 PM place Grand Ballroom 2

We represent the Agile Center of Excellence at our Organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.

We plan to share our experience on the Organization Change Management initiative that we took up to drive Agility across the organization.  Our journey towards the derived vision and strategy to increase Agility in the system to thereby achieve:

  • Nimble simplified processes.
  • Ability to respond faster to change.
  • And most critical: delivering increased customer value.

This is a continuous improvement journey and we initiated:

  • Structured multilevel communications of CHANGE to the teams.
  • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
  • Bringing in Gamification as a tool to get millennial team members to learn quicker.
  • Approach to move from “Pyramid” to “Hour Glass” structure to align with the flat team structure.
  • Pilot: Career Development Framework Aligned to Agile structure and roles.
    • Bringing in change of G&O to align with Agile delivery
    • Enabling Talent Fulfilment to align to the Agile roles and structure
  • Pilot: Performance change management- Holistic approach to drive appropriate behavior
  • Brining in systemic changes to ease Agile adoption
 
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Outline/structure of the Session

  1. Initiation of the change management journey and the initial outcomes. [5 mins]
  2. Our derived OCM framework.  [5 mins]
  3. Initiatives under the OCM framework [30 mins]
    • Arriving at Vision and Strategy, communication mechanism across teams
    • Learning and development strategy:
      • Behavioral
      • Technical
    • Gamification : To make the learning process exciting
    • Enabling Flat team structure: Approach of “Pyramid” to “Hour Glass” Structure
    • Pilot: Career development framework initiative
    • Pilot: Performance change management
    • Systemic changes to ease Agile adoption.
  4. Q&A  [5 mins]

 

This was recently presented at the Agile India, Pune, Oct 2014 conference: http://www.slideshare.net/zaheerabbasc/enterprise-agile-adoption-an-organizational-change-management-journey

Learning Outcome

We plan to share our experience on HOW we went about our change management initiative to derive Agility in the organization, CHALLENGES faced in implementing them and how to OVERCOME them across following:

  • Structured multilevel communications of CHANGE to the teams.
  • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
  • Bringing in Gamification as a tool to get millennial team members to learn quicker.
  • Approach to move from “Pyramid” Structure to “Hour Glass” structure to align with the flat team structure.
  • Pilot: Career Development Framework Aligned to Agile structure and roles.
  • Bringing in change of G&O to align with Agile delivery
  • Enabling Talent Fulfilment to align to the Agile roles and structure
  • Pilot: Performance change management- Holistic approach to drive appropriate behavior
  • Bringing in systemic changes to ease Agile adoption

Target Audience

Anyone on its Enterprise Agile Transformation journey; Agile Coaches;

schedule Submitted 3 years ago

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comment Comment on this Proposal
  • Prasad
    By Prasad  ~  2 years ago
    reply Reply

    Zaheer,

    Is the OCM that you mentioned is organic? or it invloved change in other external partners/vendors also?

    ~~PP

  • Tathagat Varma
    By Tathagat Varma  ~  3 years ago
    reply Reply

    Zaheer - your topic is interesting and your context is unique. It will be very helpful if you could include more details whether it was across your company, or some selection BUs / Geos / Clients. Also, how did you go about doing changes in performance management and org structure, for example, in such a large organization. Are there tangible measures of success that you can talk about?

    -TV

    • Tathagat Varma
      By Tathagat Varma  ~  3 years ago
      reply Reply

      Zaheer - in addition to my questions earlier, can you do it as an experience report in 45 minute session? That might be interesting for the folks. If you can do it, please update your proposal accordingly so that the review panel can take a call accordingly.

      -TV

      • Zaheerabbas Contractor
        By Zaheerabbas Contractor  ~  3 years ago
        reply Reply

        Hi Tathagat,

        I have modified the outline and have made this a 45 minute session. 

        Regards

        Zaheer

    • Zaheerabbas Contractor
      By Zaheerabbas Contractor  ~  3 years ago
      reply Reply

      Hi Tathagat,

      Thanks for your feedback.

      This is a huge change initiative that we are driving and it spans across the organization. We took a phased approach by piloting it in few large engagements and then fine-tuning the approach to broad base it. 

      From the people aspect we have taken a gradual approach to the kind of change we want to drive, specific initiatives that we have already undertaken are:

      Re-look at the competency building: We have revamped our competency development programs to introduce the engineering aspects much earlier in the cycle, right from the induction stage.  We focus on using gamification as a learning mechanism, apart from leveraging the immersive learning techniques. 

      Goals and Objectives:  We found this area relatively easier than we envisaged, since teams were open to ensuring that their goals and measures were aligned to the work they were doing i.e. identified different profiles of employees comprising of the Scrum team and aligning their charter.

      Career Framework Definition: This addressed a huge gap that we saw in the system – since there was no such framework defined related to Agile, people were not sure of their future and unwilling to be part of such programs though they were happy to work in Agile environment.

       •Organization Structure:  We looked at the organization structure in two ways:

           oEnabling organization structure – which was easier to address since the Central AgileNext practice team has been in existence for a fairly large time. This team essentially works as a horizontal providing support to the various verticals and vertical teams. 

           oSecond is the project organization - The project organization traditionally has been more command and control in nature. We have defined the structure of an Agile team so as to ensure that it operates in a less hierarchical manner with the team being collectively responsible for the output. This is once again strengthened by the Goals and Objectives that we had defined

      Performance management has been the toughest part and we are trying out various options before codifying this. The principle of performance management is to ensure that collective behavior gets encouraged, while not ignoring individual brilliance either. Informally teams have the Line Manager participate in the retrospections to get a sense of the performance of all individuals in the team. Some teams have a practice of rating each other – and we are piloting with the idea of a 360 degree feedback at the Scrum team level with feedback from team members and PO (We already have a 360 appraisal at an organization level). The effort is also underway to make more frequent feedbacks possible structurally. Currently we have annual and half yearly cycle for performance management. Effort is underway to make it at least on a quarterly basis

      Rewards and recognition : While codification is on at an organizational level (addressing compensation, fast tracking) – at various accounts there have been successful experiments with providing employees criticality bonus and other non-monetary forms of compensation

      A key part of the change initiative has been the senior management involvement and a strong communication program around this change. The HR teams (who are responsible for driving policy changes) have specific small group sessions with employees which are joined by the senior leadership teams. Often people who have experienced the change are also invited to speak in such session which helps increase the buy-in.

      We have not put any specific measures around this. However we have seen increased adoption of these new policies by teams who are now proactively having discussions with clients on how best Agile can be adopted. We have also seen increased longevity of teams in projects where Agile has been adopted successfully.

      We had recently presented this topic at the Agile India, Pune, Oct 2014 which was well received and attracted multiple follow up queries post the session.

      Hope this answers your query.

      Regards

      Zaheer


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