Coaching lessons learnt during Enterprise Agile Transformation

Our Agile Transformation journey started about 20 months ago. In this talk I am going to share some of the key challenges faced by me as an Agile Coach and how did I over come them. As a change agent you will learn few critical tips or tricks from my experience and implement them in your transformation journey at your organization. 

 
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Outline/structure of the Session

  • Context Setting (5 min) giving the background of the company and why we embarked on agile journey
  • Next 25 mins - Present my experience report as an Agile Coach, describing what challenges did I encounter and how did I inspect and adapted my own coaching style to tackle those situations. .
  • Summary (5 min), reiterating on few key take-away's for the change agents.
  • Q & A (10 min) 

Learning Outcome

  • How to prepare yourself as a change agent
  • What pitfalls to avoid
  • What are the things that usually cause us to get carried away and how to avoid the same
  • How do you evolve your Coaching style/patterns

Target Audience

Scrum Masters, Agile Coaches, Agile Project Managers, Agile Leaders, Agile Consultants

schedule Submitted 10 months ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Balaji.M
    By Balaji.M  ~  8 months ago
    reply Reply

    Hi Krishna,

    Thanks for the updates, please can you 

    1) Upload the supporting slides which you are planning to use

    2) How long it took to bring any changes

    3) Also, let us know what action were taken for sustenance after coaching assignments

    Regards

    Balaji.M

    • Krishnakumar Chinnappachari
      By Krishnakumar Chinnappachari  ~  8 months ago
      reply Reply

      Hi Balaji

       

      I will be uploading the slides in one week's time. It will address your other questions as well. Thanks, Krishna

  • Tushar Somaiya
    By Tushar Somaiya  ~  9 months ago
    reply Reply

    I am not clear if you are trying to present lessons learned "as a coach"? or in general outcomes achieved by shifting from team coaching to leadership coaching when team coaching didn't work well or are you saying that the key insight is to shift from team coaching to leadership coaching? Can you elaborate what your earlier coaching style was, what were the challenges, what coaching style you shifted to and the story of making that change (insights etc...). Are there any coaching models or frameworks you used? 

    • Krishnakumar Chinnappachari
      By Krishnakumar Chinnappachari  ~  9 months ago
      reply Reply

      Hi Tushar.

      Earlier our coaching style was more of prescriptive type to implement Scrum across the organization. The outcome from that kind of coaching was very limited (for eg: we could get team level agility such as improvement in collaboration, meeting project delivery). Then we started using "Agile Coaching Competancy Framework" (by Lyssa Adkins) along with set of practices called "4 disciplines of execution" (by Chris McChesney, Sean Covey and Jim Hulinghifted) to define and achieve measurable outcomes such as Cycle time reduction, Quality improvement, Customer satisfaction Index improvement and Team engagement.

  • Tathagat Varma
    By Tathagat Varma  ~  9 months ago
    reply Reply

    We get a lot of proposals around the theme of agile transformation, and indeed, the topic has been presented several times before! It will help if you could give more details - what was the business context, what was the business factor (and why?), what were some of the earlier efforts and why they didn't lead to the desired results? what did you do differently? what were the unique challenges faced by you and how dod you overcome them? finally, what were the demonstrable results in terms of business factors mentioned above? clarity on these will help us understand your propose much better.

    • Krishnakumar Chinnappachari
      By Krishnakumar Chinnappachari  ~  9 months ago
      reply Reply

      Hi TV,

      Here are my responses to your queries. Will cover those in detail in my slides too, later.

      what was the business context, what was the business factor (and why?) : The business drivers were to

      1. Achieve more innovation, faster 

      2. Lower costs

      3. Produce better quality

      4. Improve customer satisfaction

      what were some of the earlier efforts and why they didn't lead to the desired results?

      Our first attempt (few years back) on agile adoption was purely based on the needs and interests expressed by the individual Business Units and not at the enterprise level. Also, the focus, communications, commitment were not very effective to spread the agile success stories across the organization. Hence the results from agile adoption was very limited.  

      what did you do differently?

      This time our focused shifted towards agile transformation not just adoption. We defined measurable and sustainable outcomes as the goals for the teams which underwent agile transformation and coaching. We used "4 Disciplines of execution to achieve WIGs" (Wildly important goals such as Cycle time reduction, Quality improvement)

      We formed an agile Center of Excellence which created consistent training offerings across all 3 development centers and communications management to spread about Agile Success stories, events, community of practice updates

      what were the unique challenges faced by you and how dod you overcome them?

      Some of the challenges were and how we resolved them are as follows :

      The team selection process for agile coaching was not standardized, we used a WSJF (Weighted Short Job first) technique to streamline team selection process and we did agility assessment before the teams are taken for coaching.

      Communications on the agile initiative across all 3 development locations was not consistent and the overall drive was not effective. We created a VP level position for the entire company wide agile transformation initiative and formed an agile CoE to drive the overall initiative and also to manage all communications better

      finally, what were the demonstrable results in terms of businsess factors mentioned above?

      We could achieve 10%-25% of cycle time reduction in some of the teams that we coached (achieve innovation faster)

       

      • Prasad
        By Prasad  ~  9 months ago
        reply Reply

        It will be great if you have some outlined slide deck which brings out the learning from trenches 

        • Krishnakumar Chinnappachari
          By Krishnakumar Chinnappachari  ~  9 months ago
          reply Reply

          Hi Prasad, 

          sure, I will put together a outlined slide deck in a week or two.

  • Anand Murthy Raj
    By Anand Murthy Raj  ~  9 months ago
    reply Reply

    Thanks Krishna for the proposal. 

    Are there one or two core issues you have faced that you would like to highlight and what approach did you take to address these issues? What is the takeaway to the audience? Is the approach(es) you have taken is also something we can also take in our journey?  Any pros and Cons you have seen ?

    Are you also sharing some data around the improvement you have seen (tangible) that you would like to share?

    Any thoughts around these areas?

     

     

     

    • Krishnakumar Chinnappachari
      By Krishnakumar Chinnappachari  ~  9 months ago
      reply Reply

      Hi Anand

      Please see my comments below

      Are there one or two core issues you have faced that you would like to highlight and what approach did you take to address these issues?

      As I mentioned my reply to TV, the core issues were, lack of drive and communications on the agile transformation journey. So we created executive (VP level) position to drive the transformation journey

      What is the takeaway to the audience? Is the approach(es) you have taken is also something we can also take in our journey?  Any pros and Cons you have seen ?

      The key takeaway will be to properly structure the agile transformation journey, drive and communicate the journey updates to whole of the company so that its inspiring the everyone. Also, we used a "4DX" (4 disciplines of execution) set of practicies to achieve the WIGs (Wildly Improvement Goal). I will detail these in my upcoming deck

      Are you also sharing some data around the improvement you have seen (tangible) that you would like to share?

      We saw 10%-25% cycle time improvement for some of the teams

  • Bhuwan Lodha
    By Bhuwan Lodha  ~  9 months ago
    reply Reply

    Thanks for the proposal.

    Are you going to bring insights from a scaled model for agile transformation? Or you are going to focus on team level interventions only? 

    Also - like TV mentioned too, if you could share more details on the uniqueness of your experience, and your approach that led to demonstrable results - it would be helpful in understanding your proposal much better.

    • Krishnakumar Chinnappachari
      By Krishnakumar Chinnappachari  ~  9 months ago
      reply Reply

      Hi Bhuwan

      We did not use any Scaled Model as such for the transformation. So, my focus will be more on team level and middle level management interventions and senior or executive leaders as needed when there were Systemic (Organization wide) impediments for the transformation


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