With a special focus on Executive teams, Dipesh Pala will be drawing upon more than a decade of Agile transformation experiences across multiple organizations, and share real-life case studies and insights to illustrate the following key things that Agile Executives and Leaders need to do differently: 1. Stop Starting, Start Finishing 2. Slow Down to Go Faster 3. One Team, One Dream 4. Foster Fully Capable Teams 5. Fail Early & Fail Small 6. Deliver Business Value, not just Projects 7. Servant Leadership If you are an Executive or a Leader of an Agile team, this session will provide clear implications for where to focus your efforts in order to unleash the full potential of Agile methods to gain a competitive edge. You will be inspired by knowing what serves to catalyze and nourish progress – and what does the opposite.

1. @DipeshPala
@DipeshPala
7 Things That Agile Executives
Do Differently
Dipesh Pala
Agile Capability Leader - Asia Pacific
Agile India 2016

2. @DipeshPala
Agile Cake

3. @DipeshPala
Cannot
change the
Organisational
Culture
Lack of
Agile Experts or
Experience within the
organisation
Lack of
Management
Support for Agile
Concerns
around
implementing
non-IT programs
using Agile
Cannot Change
Pre-existing
rigid Waterfall
Framework
No Barriers
Concerns around
Scaling or
Distributed Agile
Which one is the number 1 Barrier?

4. @DipeshPala
Cannot
change the
Organisational
Culture
Lack of
Agile Experts or
Experience within the
organisation
Lack of
Management
Support for Agile
Concerns
around
implementing
non-IT programs
using Agile
Cannot Change
Pre-existing
rigid Waterfall
Framework
No Barriers
Concerns around
Scaling or
Distributed Agile
Which one is the number 1 Barrier?

5. @DipeshPala
• Inability to change Organisation's Culture
• Not enough personnel with Agile skills and experience
• Resistance to change
• Trying to fit Agile into traditional framework
source:
www.versionone.com/pdf/state-­‐of-­‐agile-­‐development-­‐survey-­‐ninth.pdf
Barriers for Agile Adoption

6. @DipeshPala
What Makes Changes Challenging
*
IBM
Global
Making
Change
Work
Study
explored
differences
in
how
change
was
implemented
by
over
1,500
pracJJoners
world-­‐wide

7. @DipeshPala
*
IBM
Global
Making
Change
Work
Study
explored
differences
in
how
change
was
implemented
by
over
1,500
pracJJoners
world-­‐wide
What Makes Change Successful

8. @DipeshPala
Can’t Create
or
Change Culture
It just
happens…

9. @DipeshPala
Progress
Setbacks
Daily Checklist
for Agile Leaders
Toxins
NourishersCatalysts
Inhibitors

10. @DipeshPala

11. @DipeshPala
• Stop Starting, Start Finishing
• Slow Down to Go Faster
• One Team, One Dream
• Foster Fully Capable Teams
• Fail Early & Fail Small
• Deliver Business Value, not just Projects
• Servant Leadership
7 Things Agile Leaders and Executives will do differently

12. @DipeshPala
P
P
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P
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P PP
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PP
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Minimize WIP
Slow down to go faster!
1. Stop Starting, Start Finishing

13. @DipeshPala
2. Slow Down to Go Faster

14. @DipeshPala
3.One Team, One Dream

15. @DipeshPala
Doing The
Right Work
Doing The
Work Right

16. @DipeshPala
Doing The
Right Work
Objectives & Goals
Mission & Vision
Strategy
Pattern
Portfolio Funnel
of Work
Strategic Initiatives
Strategic
Programs
4
56
7
3
1
2
8

17. @DipeshPala
Objectives & Goals
Mission & Vision
Strategy
Pattern
Portfolio Funnel
of Work
Team 1
Pull
Pull
Team 2
Team n
Strategic Initiatives
Strategic
Programs
4
56
7
3
1
2
8
Program Pattern
Operations
Pattern
Governance
1 2 3 4 5 6
1 2 3 4 5 6
1 2 3 4 5 6
Doing The
Right Work
Doing The
Work Right

18. @DipeshPala
Objectives & Goals
Mission & Vision
Strategy
Pattern
Portfolio Funnel
of Work
Team 1
Pull
Pull
Team 2
Team n
Strategic Initiatives
Strategic
Programs
4
56
7
3
1
2
8
Program Pattern
Operations
Pattern
Governance
1 2 3 4 5 6
1 2 3 4 5 6
1 2 3 4 5 6
Doing The
Right Work
Doing The
Work Right

19. @DipeshPala
Using Agile practices to “cascade” strategy

20. @DipeshPala
4. Foster Fully Capable Teams

21. @DipeshPala
AS IS
Capability that has both depth and breadth across the domain
providing greater scalability and flexibility

22. @DipeshPala
IDEAL
More Accountability
Less Coordination
More Transparency
Reduced Cycle Time
Capability that has both depth and breadth across the domain
providing greater scalability and flexibility

23. @DipeshPala
1 Disorganised
2 Inflexible
3 Stubborn
4 Inconsistent
5 Emotionless
6 Shy
7 Irresponsible
8 Boring
9 Unrealistic
10 Negative
11 Intimidating
12 Arrogant
13 Indecisive
14 Impatient

24. @DipeshPala
1 Disorganised ---> Creative
2 Inflexible ---> Organized
3 Stubborn ---> Dedicated
4 Inconsistent ---> Flexible
5 Emotionless ---> Calm
6 Shy ---> Reflective
7 Irresponsible ---> Adventurous
8 Boring ---> Responsible
9 Unrealistic ---> Ambitious
10 Negative ---> Realistic
11 Intimidating ---> Assertive
12 Arrogant ---> Self-Confident
13 Indecisive ---> Patient
14 Impatient ---> Passionate

25. @DipeshPala
1 Disorganised ---> Creative
2 Inflexible ---> Organized
3 Stubborn ---> Dedicated
4 Inconsistent- ---> Flexible
5 Emotionless ---> Calm
6 Shy ---> Reflective
7 Irresponsible ---> Adventurous
8 Boring ---> Responsible
9 Unrealistic ---> Ambitious
10 Negative ---> Realistic
11 Intimidating ---> Assertive
12 Arrogant ---> Self-Confident
13 Indecisive ---> Patient
14 Impatient ---> Passionate
Weakness Hidden Strength

26. @DipeshPala
Competencies Values
Huge overlap required when it comes to
Values
Little or no overlap required with
Skills and Strengths
Every Weakness has a Hidden Strength

27. @DipeshPala
5.Fail Early & Fail Small

28. @DipeshPala
6. Deliver Business Value rather than just Projects

29. @DipeshPala
7. Servant Leadership
Shift from managing for results to
designing environments that create results

30. @DipeshPala
Agile Cake

31. @DipeshPala
Progress
Setbacks
Daily Checklist
for Agile Leaders
Toxins
NourishersCatalysts
Inhibitors
www.ibm.com/au/devops/agile_checklist/

32. @DipeshPala
Dipesh Pala
Agile Leader
IBM GBS Asia Pacific
dipeshpala@au1.ibm.com
@DipeshPala
slideshare.net/DipeshPala
au.linkedin.com.com/in/dipeshpala