Creating an Agile Culture that Lasts
Organizations attempt a variety of methods to adopt or increase organizational agility. Leadership sends people to training in order to learn the latest agile frameworks and techniques. Consultants are brought in to tell the team what they need to do in order to “be agile”. State-of-the-art tools and technologies are purchased in the hope that this will make the organization “more agile”. While these are all worthwhile pursuits and can lead to small successes, it rarely results in the type of transformational change leadership is seeking.
At some point, leadership wonders why they are not seeing the benefits of an agile approach. Leaders try to understand what went wrong, but they rarely look at themselves, their leadership style, or most importantly, the culture of the organization. Achieving organizational agility requires a certain cultural environment which leaders are responsible for making sure happens.
This session will focus on exploring the challenges organizations face in building and sustaining an agile culture along with advice on how to deal with those challenges. Topics discussed include the importance of adopting agile values and self-organization; and how utilizing techniques like Gemba, Kamisibai Boards, and Kaizen can help to reinforce agile behavior and drive relentless improvement of agile culture.
Outline/Structure of the Talk
- Introduction and Background – 5 minutes
- What type of culture is needed for agile to take root and thrive? For example, why is a command and control, low trust environment detrimental to organizational agility? – 5 minutes
- Why agile values and self-organization are critical building blocks for an agile culture – 5 minutes
- Actions leaders can take to overcome cultural challenges and promote the right environment for building and sustaining agility. Techniques useful in determining if teams are exhibiting agile behavior – 20 minutes
- Question & Answer – 10 minutes
- Recognize that it is not enough for an organization to tell its people to “be agile”, leadership must take the lead in building a culture and environment where organizational agility has a chance to succeed.
- Discover methods leadership can use to promote agile behavior within their organization.
- Identify impediments to building an agile culture and ways to deal with them.
Organizational Leaders, Product Owners, Scrum Masters, Agile Team Members, and anyone interested in building an "agile-friendly" culture within their organization
Prerequisites for Attendees
No prerequisites required.
schedule Submitted 5 months ago
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2019 will be the year of Big Agile, where large adopters like General Motors, the Department of Defense, the State of Michigan, Lockheed Martin, and others, who have combined IT budgets exceeding 100 Billion dollars, have all announced their desire to “go agile” at a scale not yet seen in our community. Are technology leaders who cut their teeth in a low-trust, command-and-control, high-documentation environment prepared to make a successful transformation? What will Big Agile look like, and how will it affect the rest of the community?
This will be our industry’s biggest challenge, and I've been studying it for years. As the large adopters in the federal government and corporate sector begin to adopt agile, they’ll bring their habits, culture, and bureaucracies with them, and they need to get in front of the wave.