Agile Leadership in a Digital Enterprise
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Agile Leadership | Digital Enterprise | Innovation Culture | Innovation Management | Social Business | Creative Convergence | Creative Difference | Agile Innovation - Agile Global Event 2017
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Agile Leadership in a Digital Enterprise
- 1. Agile Leadership in a Digital Enterprise GOKUL ALEX - DIGITAL BUSINESS CONSULTANT | INNOVATION INCUBTION ARCHITECT | QUANTUM DATA SCIENTIST
- 2. Agile Culture is made inside out from inspirations and intrinsic knowledge Agile Leadership is a Cultural Concept
- 3. Agile Leadership for Innovation Management
- 4. 300 Days of Agile Innovation 1000+ Collective Ideation Concepts 200+ Digital Convergence Engineers 100+ Creative Convergence Engines 50+ Creative Convergence Elements 15+ Creative Convergence Platforms 10+ Creative Convergence Commodities 4
- 5. Digital Convergence Culture Mindshift + Skillshift + Behaviour Shift = Culture Shift
- 6. Digital Workplace is Changing Millenials | Social Business | Decentralization of Work | Knowledge Workers
- 7. Digital Economy is Changing Network Society | Hyper Localization | Business Agility
- 8. Digital Business Changing Network Business Models | Value Stream Mapping | Business Analytics
- 10. W Edwards Deming “It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated.” 10
- 11. Need for Leadership People are already doing their best; the problems are with the system. Only management can change the system. 11
- 12. Richard Branson Believe Power is greatest in the collective team Openly share information and knowledge Encourage suggestions and ideas from their team Facilitate brainstorming with the team Enable team by allocating time and resources Allow roles and responsibilities to evolve and fluctuate Seek to uncover the root causes of issues Offer immediate and ongoing feedback and personalised coaching 12
- 13. Collaborative Leadership Traits Be Part of the Team Admitting the mistakes Multi-sector experience Female characteristics 13
- 14. Evolution of Agile Leadership Pathway “Agile Leadership is a Pragmatic Pathway”
- 15. AGILE | 2005 Organic teams Guiding vision Transparency Light touch Simple rules Improvement 15
- 17. RADICAL | 2010 Self Organised Teams Communications Transparency Iterative Value Delight Clients Improvement 17
- 18. LEAN | 2010 Talented Teams Alignment Systems View Reliability Excellence Improvement 18
- 19. LEADERSHIP 3.0 | 2011 Empowerment Alignment Motivation Scaling Competency Improvement 19
- 20. Expert Leadership | Achiever Leadership | Catalyst Leadership Different Leadership Models !
- 22. Champion of Change Strategy and Vision Change methodology Build Value 22
- 23. Systems Thinking Whole Brain Thinking Lead each individual Multiple perspectives 23
- 24. Collaborative Teaming Leverage Strengths Active Listening Coach & Develop 24
- 25. Empower Others Encourage creativity Understand perspective Recognise unique skills 25
- 26. Build Social Networks Find Common networks Share Knowledge Social tools and insights 26
- 27. Innovation Incubation Ecosystems “Agile Leader is a Catalyst with Growth Mindset.”
- 29. Developing Yourself First Reflection Build Your Agile Toolkit Build Your Advantage Layers Build Your Value Proposition 29
- 30. Aligning yourself to the organisation Assimilate Organisational Vision Align with the Organisational Strategy Architect your Organizational Roadmap 30
- 31. Building an Agile Culture Human Centered Workplace Co-creation with customers Co-Innovation with the ecosystems 31
- 32. Forming Self Organizing / Managing Teams Evolutionary Perspective 32
- 33. Rewarding and Measuring Team Performance People Analytics Idea Analytics Algorithms Innovation Analytics Engine Knowledge Per Employee Framework 33
- 34. Working Across Time and Distance Boundaries Global Innovation Hackathons Cross Cultural Teams 34
- 35. Personal Effectiveness and Improvement Growing Thought Leadership Growing Technical Vitality 35
- 36. Agile Business Models are built from Agile Leadership Dynamics “Agile Leadership propels Agile Business”
- 37. Agile Leadership Context Catalyst Habits Value Delivery Agile Values Growth Mindset 37
- 39. Action speaks louder than the words Operational Agility Service Agility Process Agility Business Centricity 39
- 40. Improved quality of thinking leads to improved outcomes Design Thinking Design Sprints Human Centered Innovation 40
- 41. Organizations improve through effective feedback Open Innovation Collaborative Ideation 41
- 42. People require meaning and purpose to make work fulfilling Design Thinking Digital Workplaces Open Innovation 42
- 43. Emotion is foundation to enhanced creativity and innovation Emotive Design Human Centered Design Human Centered Innovation 43
- 44. Leadership lives everywhere in the organisation Future Leadership Discovery Program 44
- 45. Leaders devolve appropriate power & authority Collective Leadership Situational Leadership Decentralized Power Protocols Decentralized Autonomous Organisations 45
- 46. Collaborative communities achieve more than individuals Collective Ideation Communities of Practice Ideation Networks 46
- 47. Great ideas can come from anywhere in the organisation Collective Ideation Idea Analytics Idea Incubation Problems Idea Champions 47
- 48. Learning Agility Helping a leader to stay flexible, grow from mistakes, and rise to a diverse array of challenges 48
- 49. Resilience and Persistence is essential to build an Agile Leadership Mindset “Learning Agility requires Emotional Intelligence.”
- 51. Ability to innovate Learning Agile leaders are extroverted, take charge and challenge the status quo, but may have been described as “difficult to manage”. Innovating requires new experiences, which provide perspectives and a bigger knowledge base. Learning Agile Individuals generate new ideas through their ability to view issues from multiple angles 51
- 52. Outperform through challenges Inorder to learn from such challenges, the individual must remain present and engaged, handle the stress brought on by ambiguity, and adapt quickly in order to perform Performing at this scale requires skill at observation and processing of data, as well as the ability to acquire new skills to tackle the situation revealed through the data 52
- 53. Reflect on experience and get feedback A major aspect of being learning agile is to continually seek feedback and process it. A leader who seeks feedback and takes it in will have more insight into their own shortcomings and blind spots. 53
- 54. Take good risks Learning agile leaders are pioneering risk takers They are resilient and are calm in the eye of a storm of stress They venture into unknown territory and put themselves out there to try new things They stretch themselves outside their comfort zones in a continuous cycle of learning and confidence building that ultimately leads to success. 54
- 55. Scaled Agile Framework Lean Agile Leaders are life long learners who are responsible for the successful adoption of SAFe and the result it delivers The philosophy of SAFe is simple; as the advocates for the teams, the Digital Enterprise managers, leaders, and executives have the ultimate responsibility for the adoption, success, and ongoing improvement of Lean - Agile development. 55
- 56. Lead the Change Exhibit urgency for change Communicate the need for the change Build a plan for a successful change Understand and manage the change process Address problems as they come up 56
- 57. Know the way Create and foster formal and informal groups for learning and improvements. Allow people to solve their own problems. Help them identify a given problem, understand the root causes, and build solutions that will be embraced by the organization. 57
- 58. Develop People Employ a Lean leadership style that focuses on developing skills and career paths for team members rather than on being a technical expert or coordinator of tasks. Create a team jointly responsible for success. Learn how to solve problems together in a way that develops individual capabilities and increases engagements and commitment. 58
- 59. Inspire and align with mission Provide mission and vision with minimum specific work requirements. Eliminate demotivating policies and procedures. Build Agile teams and trains organised around value. Create a safe environment for learning, growth and influence. Build an Economic Framework for each value stream and teach it to everyone. 59
- 60. Decentralize Decision Making Establish a decision making framework Take the responsibility for making and communicating strategic decisions - those that are infrequent, long lasting and have significant economies of scale. 60
- 61. Agile Leadership Concepts in Nutshell Agile Software Development Lean Product Development Systems Thinking 61
- 62. Reflecting on SAFe Principles Take an economic view Apply systems thinking Assume variability; preserve options Build incrementally with fast, integrated learning cycles Base milestones on objective evaluation of working systems Visualize and limit work in progress, reduce batch sizes Apply cadence (timing), synchronise with cross domain planning Unlock intrinsic motivation of knowledge workers Decentralize decision making 62
- 63. Servant Leadership | High Performing Teams | Tactical to Strategic | Collaboration | Adaptive Leadership “Agile Leadership is an Adaptive Leadership Journey.”
- 65. Servant Leadership Roots Of Command & Control Shifting to Empowerment Role of Agile Manager Enabling Growth 65
- 66. High Performing Teams Assessing Maturity Forming Teams Stablizing Teams Optimizing Teams 66
- 67. Tactical to Strategic Leadership Strategy v/s Tactics Visioning Strategy Execution 67
- 68. Facilitation & Collaboration Design and Preparation Questioning and Listening Managing Dysfunctions Advanced Skills 68
- 69. Adaptive Leadership Organizational Redesign Leading Change Enterprise Agility Systems Thinking 69
- 70. Agile Concepts | Agile Divergence | Agile Convergence “Agile and Digital Innovation”
- 71. Agile Workforce | Agile Operations “Agile and Digital Workplace”
- 72. Agile Engineering | Agile Transformation “Agile and Digital Enterprise”
- 73. Agile Business Models “Agile and Digital Economy”
- 74. Lean Principles | Design Thinking | Business Agility | Change Management | Agile Methods | Management 3.0. “Agile Leadership is Transformational Leadership”
- 75. Q&A