The VersionOne 11th Annual State of Agile Survey for 2016 found that enterprise agility is increasing throughout organizations and across almost all industries at an accelerated rate.  Respondents from very large organizations, employing more than 20,000 people, also increased.  Scrum and scaling frameworks are getting a lot of attention at these large organizations as a way for them to do Agile, but the focus is getting the processes and tools up and running over the individuals and interactions.  Once these frameworks are deployed, the leader responsible for bringing the process change into the organization declares success and slaps the Agile label on their process and there is a belief that implementing Agile methods will generate culture change.  The culture remains one of compliance to the process over customer satisfaction, self-direction and continuous improvement. 

 

In smaller organizations, having a clear line of sight between the employee’s daily work and the business value they are delivering is easier to establish and communicate.  In the larger organizations, the line of sight to the customers becomes much more elusive.  This lack of line of site to the customers puts the employees in silos of work that gets prioritized by urgency versus importance and often quick hits versus real business value.  Without clarity and alignment, people begin to disconnect from the purpose of their daily work and become order takers. 

 

In this session, we will discuss the role of the agile leader in creating the culture where people can be successful in their jobs. A culture where everyone is aligned, engaged, and continuously improving so agility can take hold and thrive.  We’ll discuss using high alignment to create an engaging environment with Autonomy, Mastery, and a shared Purpose that values Individuals and Interactions over Process and Tools. 

 
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Outline/structure of the Session

  • Set Stage/Describe problem
    • What is scaling agile 
    • Challenges experienced Scaling Agile
      • Culture at odds with agile values and principles
        • Doing agile vs. being agile
        • Not focused on business value
      • Lack of Management Support
  • How small and large companies differ
    • Agile Success/Failure rates for large projects
    • Employee Engagement in Large Companies
    • How daily work delivers business value and satisfies the customers
  • Take action with right kind of leadership
    • Aligning daily work with what customer values or business goals
      • Align success to value
      • Commit to Kaizen
      • Builds Autonomy

Learning Outcome

This session will provide the audience with the why, how and what for changing cultures from process compliance to one where the individuals are aligned with the value the customer expects.  They will also learn about X-Matrix way of aligning with the goals of the organization and a process called catch-ball where they have input on how they do their work.    

 

Target Audience

Agile Leaders, Agile Coaches, ScrumMasters, Managers

schedule Submitted 4 months ago

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