Business Leaders - Do you want high performing teams? Eat culture for breakfast, lunch and dinner.

Business leaders have often quoted Peter Drucker's “culture eats strategy for breakfast” to convey that business or operational strategies will fail if they are not supported by the culture. This suggests that when employee behaviours are guided by and inspired by vision, meaning, and purpose, then business plans have a greater chance of succeeding. This is reinforced in the findings of the State of the Agile Report (Version One) where the leading causes of Agile projects failure is often attributed to lack of leadership support for the change, lack of support for the cultural transition and the resulting organisational culture being at odds with agile mindset and values.

Do we want high performing teams? If so, business agility requires leaders to eat culture for breakfast, lunch and dinner.

Come and hear the lessons learnt on culture, leadership and agile mindset from an implementation on large scale enterprise project. Mia will explore the impact of business leadership, cultural and behaviours that lead to some teams performing well whilst others stagnated. Mia will highlight the differences in respective leadership style and approach across the large scale agile initiative, will explore how leaders can make or break a team.This session will explore the techniques used to identify different cultural change factors in the teams and how the leadership team came together to combat these. Mia will also look at the role of "leaders first" in setting up a culture that supports the transition and builds business agility through fostering high performance teams.

 
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Outline/structure of the Session

  • The cultural and behavioural traits of different teams on a large scale agile transformation and how the culture and behaviours of differnet leaders had very different impacts on the teams
  • The profiling techniques used to identify the different cultural change factors needed to develop and support the bsuiness during its agile transition
  • The Patterns that helped leaders change baehaviour to support culture for bsuiness agility
  • The role of governance in dealing with the traditional management culture
  • Coaching patterns for leaders to help them lead teh cultural change to move beyond hierarchical, micro-management to develop high perfomaing teams

Learning Outcome

  • Business Agility requires leaders to drive the cultural and lead the behavioural change
  • Agile transformation requires teams and the enterprise to think differently and it is a huge cultural change (not a technology change)
  • Cultural change is difficult and that a key blocker group may be middle managers who perceive they have the most to lose from the change
  • High perfoming teams thrive when business leaders live the culture and embody an agile mindset

Target Audience

Executives, Business Leaders and Middle Managers struggling with culture and agile transition at scale

Prerequisite

None

schedule Submitted 2 weeks ago

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