Have you seen those "State of Agile" reports from VersionOne over years? Year after the year top reason for failed agile adoptions is a company culture, which is not "compatible" with a new way of working. But what is the culture? How to measure it? How to change it?

I'll share several well-known cultural models,  and provide some kind of general review or high-level comparison if you wish. In particular, we will take a closer look at Schneider’s model, Competing values framework (Cameron, Quinn), Spiral Dynamics (Beck, Cowan), and Laloux’ organizational levels.

I'll share ways how those could be assessed or measured or diagnosed. Share stories how I was using some of these (not all) in the past, what were some challenges and what opportunities it provided.

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Outline/structure of the Session

  • Intro and why
  • Schneider’s model
  • Competing values framework
  • Spiral Dynamics
  • Laloux’ organizational levels
  • Kinda comparison
  • Diagnosing
  • Sharing experience, lessons learned
  • Wrapping-up, key take-aways
  • Q&A

Learning Outcome

Coming out of the session, visitors should start to consider company culture as a very serious factor that has a huge impact on any change. Also, they should become aware of several cultural models and their practical use in agile transformations or when anticipating other kinds of changes.

Target Audience

coaches, change agents, Scrum Masters, team leaders, managers

schedule Submitted 2 years ago

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