Organization Dysfunction during Agile Transformation

The talk will present the key 5 organization dysfunction faced during Agile Transformation, with real examples from a leading telecom operator in Nepal.

 
 

Outline/Structure of the Talk

Will present the 5 key dysfunctions with real examples

Learning Outcome

Mitigation suggestion for the dysfunctions with

Organization hierarchy

Command and control

Misalignment of business and technical teams

Resistance to change

Resource alignment

Target Audience

Agile Project Managers, Agile Scouts, Agilist, Scrum Masters, Agile Coaches

Prerequisites for Attendees

none

schedule Submitted 1 year ago

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    Presentation
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    Through this session, I will discuss

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    • What steps we took to overcome these challenges
    • How some of the solution worked and some didn't yield the results as expected
    • Key Takeaways

    This session will provide practical tips and experiences lived in real transformation projects

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    Nivarti Jayaram SPC PgMP PMP ACP SPS ITIL-F / Vivek Ganesan - Organizational Culture: You define it or it defines you!!!

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    Hands on Session
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    Most of the organizations focus on adherence to frameworks, Agile practices, restructuring of teams & roles as part of Agile Transformation with minimal focus on cultural transformation. Even the very few organizations that do focus on Cultural transformation focus primarily on practices and policies than on mindset, values and purpose.

    Every organization that is looking to transform has an existing culture that is driven by its core values, beliefs and undefined practices. This defines how people operate on a day to day basis, how the transformation exercise is kicked off and the way it evolves. However, for the transformation to be successful, it is imperative that the transformation team Identifies & outlines the existing culture and is able to define the cultural aspects that need to change for it to be an Agile Organization. This needs clear understanding of various aspects of organizational culture, leadership agility levels, what can be done to identify the current culture and what is needed to be able to define the target state.

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    The hands-on interactive session will introduce the audience to the Cultural Iceberg, Language, Habits and Mindset template to be able to clearly distinguish the need for focusing on Organizational culture, Leadership Agility Levels and the active involvement of the C-suite and Senior Leadership in defining the culture needed in the new ways of working.