“If You Can’t Change, Who Can ? “ - Lean Agile Leadership for Enterprise AgilityNiranjan N V
schedule 1 year agoSold Out!
My talk is about how the leadership can play their role when we talk about the Software Enterprise Agility. As per Peter Drucker a well known management guru, “Workers themselves are best placed to make decisions about how to perform their work”. To effectively lead, the workers must be heard and respected. They have to have autonomy. Continuing innovation has to be part of their work, the task, and the responsibility of knowledge workers. When we talk about Scaling Leadership style for enterprise agility, The leadership should be ,
- Taking responsibility for Lean-Agile success,
- Teaching Lean-Agile behaviors to other employees, direct and indirect reports , teams, departments etc,
- Trained in practices and tools of continuous improvement
- Teaching problem solving skills and corrective action
- “Develop people” —People will develop solution, management need not worry too much on focusing developing solutions.
- Brief description of the talk
My talk will initially consist of current challenges in the Leadership based on my experience in coaching, consulting and training
When we talk about the scaling leadership for Enterprise Agility, the most desired style is “Leaders should be developer of people”. Lean-Agile Leaders are lifelong learners and should help teams build better software systems through understanding and exhibiting the values, principles and practices of Lean, Systems Thinking, and Agile development
The main part of the talk is based on my experience of coaching, training and consulting. The Lean Agile Leaders for Enterprise Agility should
- Have a Systems View:
That means today’s Lean-Agile Leaders should understand the economics, the full value chain, and the Cost of Delay, Optimize the whole, not the parts, the organization & software system. They should focus more on implementing Lean Budgeting rather than traditional project based budgeting.
- Implement the Product Development Flow:
Lean agile leaders should know how to visualize work; expose bottlenecks, Reduce queues and backlogs. In Enterprise Agility , bigger the size of people, it will lead to more coordination issues, complexity increases, alignment to the business units . Implementing organization strategic goals becomes difficult and pose multiple challenges. Therefore we need to think of Reduce batch size, accelerate feedback, exploit variability using cadence and synchronization so that every team demonstrates value to the customers
- Embrace the Agile values and principles:
In an Enterprise Agility, Lean Agile leaders should fully understand agile values and principles; such as focusing more on deliver more frequently and know how to implement XP, Scrum, Kanban more importantly Scaled Agile Methods such as SAFe, LeSS etc. Exhibit Kaizen mind and empower high-performing, cross-functional teams.
- Strengthen the hidden potential and intrinsic motivation of knowledge workers
The lean agile leaders should focus more building a learning organization and emphasize lifelong learning. They should provide safe environment of mutual influence the teams and who ever work under them. They should foster decentralized decision-making with minimum specific work requirements. One of the ways of unlocking the hidden potential and motivation of the workers is ensuring the direct reports and team members have
- Mastery and