Agile Trekking: Why does it look I am walking backwards, how do I improve, sustain and trek forward?

Leaders often find themselves in this situation after few plus years in an agile transformation journey. At the start of the trek everyone in the enterprise were super excited, adopted new practices, shared learnings, worked as cohesive unit, and delivered predictable and continuous value to customers.

Trekking through the years, we find consultants leave and with it the expertise. You start to notice dysfunctions, lethargy, lack of motivation and biggest problem diminishing value delivery to customers. What is going on? As trek leader why do I feel we are walking backwards reliving the past all over again? How do we stop it and resume trekking in the right transformation path?

How to stem the backward spiral, with organic sustainable strategies and governance mechanisms that have been applied successfully at large enterprises. The talk introduces the learning organization model with transformation office, coaching nucleus, community of practice and knowledge nerve center all working under the stewardship of change leadership team.

 
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Outline/structure of the Session

  • Agile Transformation Trekking Path and Obstacles [10 mins – 2 Slides]

  • How to stop the backward spiral? [5 mins – 1 slide]

  • Tree of Sustainability [5 min – 1 slide]

  • Learning Organization Big Picture [ 10 mins – 1 slide]

  • Deep Dive on Agile Transformation Office, Coaching Nucleus and Knowledge Nerve Center [15 mins – 3 Slides]

  • Community of Practice and Change Leadership Team [10 min – 2 slides]

  • Final Thoughts [5 min – 1 slide]

  • Q& A [10 min]

 

  • Agile leaders from many organizations who find themselves in a trap, as there was no organic enablement within the enterprise, as long as consultants were driving the show it all looked great and pretty

  • Why coaching framework and knowledge hubs should be built to ensure sustainable growth and continuous improvement across practices and processes

  • The talk reflects the urgent need for change leadership and sponsorship to ensure change initiatives are prioritized using backlogs and flows down through portfolios and programs to teams for implementation and benefit realization

I have presented several agile talks both external and internal to my company. As an enterprise agile coach, I present and conduct various workshops with external clients on advance agile topics and hence very comfortable presenting my views and keeping my audience engaged.

Presented in May 2016 – At Big Apple Scrum Conference – Topic - Transform Enterprise Finance Functions based on Lean-Agile budgeting Models

Learning Outcome

Learning Outcome

  • What are the key obstacles as we trek through the agile transformation journey?

  • Understand how to stop the backward spiral by adopting characteristics of a learning organization with its key components the transformation office, the coaching nucleus, the communities of practice and knowledge nerve center for practices

  • Understand the key roles and expectations within each component of the learning organization

    • Role of change leadership team and governance of change initiative from inception to roll out within the enterprise 

Target Audience

Enterprise Agile Transformation Coaches, Lean agile change agents, Agile champions and Senior leadership

schedule Submitted 1 year ago

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