“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
The Spiderman antidote to the anti-patterns of Agile leadersRegina Martins
schedule 1 year agoSold Out!
Leading in an Agile environment is all about mindset and understanding what motivates people. This interactive workshop will unpack the superhero archetypes of Agile leaders with their related Agile leadership anti-patterns.
Many leaders come into an Agile environment and feel threatened by a perceived loss of control. Successful Agile leaders empower the team and acknowledge that they can choose their own work and solve their own issues, pull themselves out of the detail and focus on supporting the team, know that if the team succeeds they do too, and are emotionally mature and are not constrained by ego.
The best paradigm to frame the concept of leadership in Agile is that leadership is encouraged at all levels. As such everyone working in an Agile environment is a leader. In smaller organizations this is probably easy to encourage. In larger organizations, where the “Title” or “Position” predominates defines who is a “leader” and who is not, anti-patterns tend to emerge which do not support an Agile culture, even if it is the organisation’s stated vision to become Agile.
In this instance the physical manifestations of Agile are put in place such as physical boards, Scrum ceremonies and an attempt at co-location are put in place. The danger here is that the Agile adoption will be a shallow one and will remain superficial. When the awesome magic of implementing Agile right is not achieved then people blame Agile as being the problem. It is not Agile that makes teams, projects and adoptions fail; it is people that cherry-pick those aspects of Agile that they like and are easy to implement that put the adoption on the path to failure.
All too often leaders dismiss Agile as something the development teams do, rather than as something which affects them too, and that their role is important for its successful adoption. The role of leaders cannot be underestimated to turn a shallow adoption of Agile and make it a deep and lasting change for the organisation’s benefit. In this case, adoption in a small team or program will start the journey toward the tipping point that will make it a lasting organizational change.
This may cause confusion, manifested as cognitive dissonance, in the leader. They may be asking themselves these questions:
- How am I supposed to behave in a changing environment?
- What behaviors am I supposed show to support the values and principles of Agile?
- How do I support support the teams now?
This workshop is based on my learnings and experiences as line manager of a development team in a large organisation, and Agile coach in large organisations in how leaders can in many instances unknowingly "sabotage" Agile initiatives, as well as experiential insights on what the enabling leadership behaviours and characteristics are.
As part of this talk I will share the following:
- What are the superhero archetypes of Agile leaders.
- What are the related Agile leadership anti-patterns?
- Discover the antidote to these anti-patterns (or the good patterns to replace the anti-patterns).