Agile is all about learning. But do Agile leaders know how and what to teach?

It is undisputable that Agile adoption has grown exponentially, but too much of this growth has been horizontal, not vertical, and this phenomenon has been an impediment to the expansion of Agile values and frameworks beyond the project team. Organizations are not learning to be Agile! In this presentation, “Agility for Leaders – Learning to Teach in a World that Is Rejecting Hierarchy,” Jeff Dalton shows why the lack of teaching skills leaves Agile Leaders open to the most insidious of all agile anti-patterns – an organizational type mismatch where teams are embracing agility but multiple levels of management lack basic knowledge of Agile values, ceremonies, and techniques, creating an impediment to enterprise Agile transformation.

Of all the reasons for technology leaders to embrace agility, the power of continuous learning should be at the top of the list.

It is indisputable that Agile adoption has grown exponentially, but too much of this growth has been horizontal, not vertical, and this phenomenon has been an impediment to the expansion of Agile values and frameworks beyond the project team. Organizations are not learning to be Agile! In this presentation, “Agility for Leaders – Learning to Teach in a World that Is Rejecting Hierarchy,” Jeff Dalton shows why the lack of teaching skills leaves Agile Leaders open to the most insidious of all agile anti-patterns – an organizational type mismatch where teams are embracing agility but multiple levels of leadership are not.

.

As more companies seek the benefits of Agile within and beyond IT, Agile Leaders need to build and sustain capability while scaling agility – no easy task – and they need to succeed without introducing unnecessary process and overhead.

The Agile Performance Holarchy is an empirical model for Agile leaders that provides guidance for scaling and sustaining agility and capability throughout a modern technology organization.  The APH is drawn from lessons learned while observing and assessing hundreds of agile companies and teams.  It is not a process or a hierarchy, but a “Holarchy,” centered around a series of Performance Circles with embedded “holons” that reflect the behaviors of high performing Agile organizations.  The Agile Performance Holarchy provides implementation guidance in the areas of Leadership, Values, Teaming, Visioning, Governing, Building, Supporting, and Engaging within an all-Agile organization.