A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011
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This is my presentation from Agile Australia 2011 with a metaphoric view of large scale Agile transformations. This presentation reveals the five stages of transformation and discusses three of the key implementation models or large organisations.
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A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011
- 1. A Rogue’s take on the 4 ‘C’s Culture Change Costs Currency www.agileforest.com A Rogue’s take on the 4 ‘C’s Culture Change Costs Currency Presented at Agile Australia 15 June 2011 1
- 2. Professionally – An Agile Rogue for seven years Personally – A Virtual Rogue for five years (Massive Multiplayer Online Role Playing Games) A blend – Value Driven Remuneration Something about me... www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 2
- 3. www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 3
- 4. The 4 “C”s: Culture change costs currency www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 4
- 5. Understanding your organisation www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 5
- 6. The Rogue Capability Maturity Model www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 6 “We don’t do agile” “That team does agile” “Agile is the way we workas an IT group”... sniggers “Agile is the way we workas an IT group”... nods “Agile is the wayeveryone works”
- 8. Spends quite a bit of time lurking/hiding
- 13. It takes a lot of good work to make a dent in reputation.
- 15. At least one mid level management advocate
- 19. Outcomes do not meet expectations.
- 20. Three implementation modelsLegion Sensai Navy SEAL
- 21. Unfocused – adoption and behaviours www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 14 The Legion implementation model
- 31. Roadblocks removal is high
- 32. Token application is not acceptable
- 36. Other weapons? www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 25
- 37. Renee.Troughton@suncorp.com.au http://agileforest.com AgileRenee http://www.suncorp.com.au Suncorp is one of Australia and New Zealand’s largest diversified financial service providers, supplying banking, insurance and wealth management products to around 9 million customers through well-established and recognised brands such as AAMI, Australian Pensioners Insurance Agency, Shannons, Vero, Asteron and Tyndall, as well as Suncorp and GIO. Today, Suncorp is Australia’s fifth largest bank and second largest domestic general insurance group, with over 16,000 staff. Suncorp has representation in 450 offices, branches and agencies throughout Australia and New Zealand. http://www.agileacademy.com.au/ The Agile Academy is the next wave in Agile learning and collaboration., Designed for IT professionals, the Agile Academy is a knowledge hub that promotes Agile related learning, knowledge sharing and compatibility development across the IT industry. Questions? Presented at Agile Australia 15 June 2011 26 www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency
- 38. Undercover business case IMPLEMENTATION SCOPE IMPLEMENTATION COST LOW LOW LOW LOW LOW LOW IMPLEMENTATION TIME HIGH HIGH HIGH HIGH HIGH HIGH ORGANISATIONAL CULTURAL CHANGE ROADBLOCKS www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 GOVERNANCE ADHERENCE 27
- 39. Unstealthed business case IMPLEMENTATION SCOPE IMPLEMENTATION COST LOW LOW LOW LOW LOW LOW HIGH HIGH HIGH HIGH HIGH HIGH IMPLEMENTATION TIME ORGANISATIONAL CULTURAL CHANGE ROADBLOCKS www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 GOVERNANCE ADHERENCE 28
- 40. Unfocused business case – Legion model IMPLEMENTATION SCOPE IMPLEMENTATION COST LOW LOW LOW LOW LOW LOW IMPLEMENTATION TIME HIGH HIGH HIGH HIGH HIGH HIGH ORGANISATIONAL CULTURAL CHANGE ROADBLOCKS www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 GOVERNANCE ADHERENCE 29
- 41. Unfocused business case – Sensai model IMPLEMENTATION SCOPE IMPLEMENTATION COST LOW LOW LOW LOW LOW LOW IMPLEMENTATION TIME HIGH HIGH HIGH HIGH HIGH HIGH ORGANISATIONAL CULTURAL CHANGE ROADBLOCKS www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 GOVERNANCE ADHERENCE 30
- 42. Unleashed Business Case IMPLEMENTATION SCOPE IMPLEMENTATION COST LOW LOW LOW LOW LOW LOW HIGH HIGH HIGH HIGH HIGH HIGH IMPLEMENTATION TIME ORGANISATIONAL CULTURAL CHANGE ROADBLOCKS www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 GOVERNANCE ADHERENCE 31
- 43. Unstoppable Business Case IMPLEMENTATION SCOPE IMPLEMENTATION COST LOW LOW LOW LOW LOW LOW HIGH HIGH HIGH HIGH HIGH HIGH IMPLEMENTATION TIME ORGANISATIONAL CULTURAL CHANGE ROADBLOCKS www.agileforest.com A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency Presented at Agile Australia 15 June 2011 GOVERNANCE ADHERENCE 32
Editor's Notes
- Professionally – background in software development (Java), moving into BA, PM and eventually into Agile Implementation, Rollout and Coaching. Personally – other than raising a family free time spent online playing a social game. Some people watch TV, some spend time on facebook or twitter, for me it is MMORPGs. A blend. The future. Its about having fun. 50 years ago a job was a job for life. That cannot be said today. Employees are not considered valuable commodities amongst many organisations. Turnover rates are high. Retention is low. What is it that people search for? Money? “People don’t leave organisations, they leave leaders.” “People don’t stay for leaders, they stay for teams.” It is about business delivery. It is a model that doesn’t exist yet, but may be the way of the future.
- They are not an Iteration Manager or a Scrum Master. Their focus is wider, they are tasked with changing the hearts and the minds of the employees in the organisation. Commonly they are coined as either ‘Agile Coach’ or ‘Change Agent’.Transformational change within the enterprise – at the lower levels of maturity the Agile Rogue may have a number of hats on, but at higher levels of maturity they are solely focussed on culture.
- So what does ‘Culture Change Costs Currency’ mean?Culture Change is the effort expended for everyone to think and behave in a similar way. It is where there is a shared understanding of terms, but not that they just understand these beliefs – but they live them. If ‘fruit’ was an agile term one person may consider an apple. Another may think of an orange. When culture change occurs everyone conjures up the same thoughts and beliefs. This Culture Change doesn’t happen overnight. It takes time. And most importantly it take money, or I like to consider it ‘Currency’. This is the number one danger that most organisations fall into – they understand that cultural change will take time, but most fail to realise to have a change hold it take currency.
- Organisations or enterprises are complex beasts, or in the instance of this picture great big dragons.Implementing agile (or any change) to the beast is never easy. The bigger the beast the greater the fear factor and the nastier the fire that it breathes. The greater the beast the more number of people needed to fight it and the more powerful your weapons need to be.<Take Barney out and place on the floor.> For the purposes of this presentation ‘Barney’ is our organisation or enterprise.
- Most organisation implementation of Agile follow this broad maturity model of agile implementation, starting from the top and making their way down.Undercover – probably one of the most prevalent model over six years ago this is the model whereby organisations first ‘dabbled’ in Agile. In most instances this was without any management visibility or approval. It was grass roots at its heart where people doing development wanted to try a different way despite their organisations “norms”. Unstealthed –Unfocused – Unleashed – Few organisations have reached this maturity. “Agile is the way we work as an IT group”, a statement made by the CIO. Support is strong, but whilst business people involved in IT work learn the ‘Agile Way’ they do not embrace it. Unstoppable – A handful of organisations worldwide have reached this maturity. “Agile is the way everyone shall work” a statement by the CEO, where both IT and the business work on a day to day basis using an Agile + Lean framework.
- Commonly born from a grass roots adoption approach.Dressed for stealth:a) you are likely to be deviating from the prescribed process and don’t want this known to the governance bodies.b) You don’t want others to know you are using Agile, maybe even the customer.Light armour – you can make a quick get-a-way but if you get hit hard there isn’t a lot that you can do to mitigate the damage. In essence your implementation can be easily quashed.
- Works solo – not to say that you could be the only undercover rogue, but each rogue is working unbeknownst of other rogues. Consequently there is no integration of ideas.Quick/easy path – really the easy kill (or in the case of Agile Implementation the easy implementation). You will choose projects where Agile is a really good fit and not likely to fail, but this choice is done with no strict methodology selection criteria.
- Scope - Training is unlikely to be formal or is done outside of the organisation. “I read this in a book and thought it was a good idea.” Scope – it is also highly likely that your customer is left in the dark and are unaware of your usage of agile “Gee these IT guys are asking a lot of my time compared to normal.” Roadblocks - Because you are ‘lying low’ some roadblocks won’t be hit. But technical Agile practices will be harder eg continuous integration and frequent releases.
- This is another grass roots adoption approach, but at least this time there is some element of management buy-in.There isn’t much difference between an undercover rogue and an unstealthed on – they key difference is obviously now you are no longer hiding the fact that you are there and practising Agile. You are still wearing light armor and still going for the quick and easy path. Because it is all ‘new’ you are treated like a child. Respect is slow in coming.Token pandering – anyone ever had a mock fight with a child? One on one it is an easy match. But if you try and take on a group of children you will quickly find yourself on the floor unable to move. The greater the number of rogues despite having no power the greater the mass of inertia forced upon the organisation. Unstealthed is unlikely to happen unless there has been undercover rogues in action. Similarly higher levels of agile implementation capability is unlikely to occur unless Unstealthed has existed in the organisation in some form.
- The rogue is here dealing damage to the dragon that is the organisation. They are close up. They are at risk of the dragon’s breath and the lashing’s of the dragon’s tail. As always they are in light armour, but they are no longer taking the brunt of attack that is being done by...The tank – your champion, fearlessly fronting the dragon. Going above an unstealthed model of Agile implementation will require someone brave enough to face the dragon. Typically this will either be the CEO or CIO. The tank doesn’t do the great damage. They are there as a mitigator and an attractor to the organisation. Far from the proximity of the dragon are the ranged damage dealers. These are your outside ‘consultants’. They will help take the dragon down but if things go bad they are the first to run and due to the distance away from the dragon the risk of them getting hurt is reduced.
- They eye isn’t on the right target or you are easily distracted. Because you are fighting on many fronts you risk being overwhelmed.Models – Teach the platoon or teach the samurai?#1 A broad implementation with wide training and low coach support. This model gives everyone the basics but has a high risk of pocket failure due to the lack of experts in Agile. Some groups will succeed, most will linger for years with limited success and some with be active dissidents or exhibit ‘fragile’/chaotic behaviour.#2 A deep implementation based upon a pyramid model.
- #1 A shallow and broad implementation model where the masses are trained in large groups despite how soon they will implement the learning. ‘Losses’ of understanding are large as there is limited Agile Rogue support or coverage.
- #2 A deep implementation based upon a pyramid model. This takes considerably more time to implement and is done on a just in time basis whereby individuals are trained as the opportunity to use Agile presents itself. Upfront cost is fairly low but it grows over time. At its essence it is one Agile Rogue per business department.
- #3 SAS. An advanced implementation method requiring a high number of Agile Rogues or experts. Rather than spread the Agile Rogues across the organisation or enterprise they are ‘dropped in’ as a group to pressurise rapid change. Also known as a swarm or a virus.
- Adequate coverage – coaches, champions, iteration managers/scrum masters, trainers.Kaizen or continuous improvement is ingrained.
- This model extends unleashed to an extent that the focus isn’t just IT but also includes a full rollout of Agile into the business.This will require a good understanding of what Agile Techniques and practices are applicable in a business domain. Similar growing pains are expected.
- A multi pronged approach.
- Many skills and levels of expertise are required.