The document provides guidance on transforming an organization's culture to be more agile. It discusses setting an aspirational vision for the transformation using a model that plots the current and desired cultures. Determining initial steps involves understanding the current state, prioritizing changes, and selecting practices and habits to change. Sustainable change is promoted through limiting disruption, balancing change capacity with tolerance for delays, and experimenting within the change domain. Key aspects covered include establishing buy-in through co-creation, managing the transformation as an iterative process using kanban and validation techniques, and overcoming biases through leadership and support networks.

1. Taking Flight
From Aspiration to
Transformational Action

2. Your Aviator…
Software Leadership Coach w/
24 years IT Experience/23 years S/W Development
21 years Management Experience
Deming, Reengineering, Agile/Lean
Military/Federal
(Inside & Outside)
Product Companies
Multiple Industries
16 years Acquisition Experience
Active Agile Community Member
(Agile Coach Camp/Agile Influencers of DC)
(GLASScon/LeanCoffeeDC)
Lean Start-up & Product Mgmt

3. WHY
WHAT
HOW
Want better results for our business (& us)
Change to get these results
Operationalize & sustain change
Agile Transformation
(Transition, Adoption, etc.)

4. Agile Transformation
is
strategic in
nature.
(Transition, Adoption, etc.)

6. Top 2 Reasons Agile Projects Failed
Company philosophy/culture
at odds w/core agile values
External pressure to follow
traditional waterfall processes
Ability to Change Org Culture 53%
General Resistance to Change 42%
Trying to fit Agile into into
non-Agile framework 35%
Personnel w/Agile Experience 33%
Management Support 30%
Top 5 Barriers to Agile Adoption
Sources: VersionOne State of Agile Survey 2013
Culture

7. 2012
Ability to Change Org Culture 52%
General Resistance to Change 41%
Trying to fit Agile into into
non-Agile framework 35%
Personnel w/Agile Experience 33%
Management Support 31%
Top 5 Barriers to Agile Adoption
2011
Ability to Change Org Culture 52%
Personnel w/Agile Experience 40%
General Resistance to Change 39%
Management Support 34%
Project Complexity 30%
2010
Ability to Change Org Culture 51%
General Resistance to Change 40%
Personnel w/Agile Experience 40%
Management Support 34%
Project Complexity 31%
Sources: VersionOne State of Agile Surveys 2010-12
Culture
Culture
Top 2 Reasons Agile Projects Failed
Company philosophy/culture
at odds w/core agile values
External pressure to follow
traditional waterfall processes

8. “Culture eats Strategy for breakfast.”
- Peter Drucker

9. Culture
Behaviors That Are Not Tolerated
Tolerated Behaviors
Preferred Behaviors

10. We’ll start
3 models
with

11. Accredited to Michael Sahota & Olaf Lewitz

12. Collaborative Control
CompetencyCultivation
Schneider Cultural Model
RealityOrientedPossibilityOriented
People Oriented Org Oriented
The Reengineering Alternative, William Schneider

13. Using the Schneider Model
• Plot organizational characteristics onto its grid
– Subjective in nature (acknowledgement)
• Where the largest cluster occurs, this is your
dominant culture
• You may have “sub-cultures” that are different
• A culture may straddle borders
• A new organization may not yet have a dominant
culture
• Recommend also plotting where you want your
dominant culture to be…

14. Adapted from Dr. Ahmed Sidky’s
Unlocking the Blackbox of Agile

15. Culture  Habits  Decisions
Evolutionary Theory of Economic Change,
Richard Nelson & Sidney Winder, 1982

16. Many ‘solution’ decisions
are captured in
the organizational
and its
paths
structure
communication
Conway’s Law is alive and well.

17. Business Value Stream(s)

18. Business Value Stream(s)

19. Business Value Stream(s)
SDLC Value StreamSDLC Value Stream
Value Stream

20. Customers
Line
(Mission)
Support
Strategy
Value Streams
become
entangled
in the
hierarchy
Ops
Mgmt

21. Customers
Line
(Mission)
Support
Strategy
Value Streams
become
entangled
in the
hierarchy
Ops
Mgmt
-- truly --
(Only one truly tangled value stream shown…)

22. Most organizations don’t make fully rationale decisions
those decisions are unknowingly steeped in their habits.
Evil is committed
by
the well-meaning
The Power of Habit, Charles Duhigg

23. Stacey Decision-Making Model
(Perception of) Understanding of Problem
AgreementonResolution

24. Decisions  Δ Habits  Δ Culture

25. Taking Flight Approach
• Set an aspirational target
• Examine possible routes
• Select the best route and the first waypoint(s)
– Consider each leg an experiment
– Work details/make decisions operationally
– Inspect & Adapt at each waypoint
– Make course corrections
– Squadron mates

26. Establish an Aspirational Vision
of your future

27. Aspiration ::
(noun)
1. strong desire, longing, or aim; ambition
2. a goal or objective desired

28. End State ::
(noun)
1. The set of required conditions that defines
achievement of the commander's objectives.

29. Aspirational vs End State
• Any end state you choose may be wrong (don’t use
BUFD for your Org Change)
• No defined end state = never done  assists mindset Δ
– Revisit aspiration and progress towards it regularly
– Use interim states that move you in the right direction and
are more concrete
– Continual experiments/Contained failures
– It’s how you apply Product Thinking to your organization
• Aspirations can more easily balance between the soft
and hard skills needed

30. In terms of
A vision
Aspirations
Organizational Transformation,
are…
not too complex
The set of characteristics based on this vision

31. Why is Setting an Aspiration Important?
• Cast what the transformation means to the
organization; personalize it – includes a ‘business’
(or mission) view
• Determine what the most relevant principles
from Agile (or Lean, or Craftsmanship) mean to
the organization
• Guides decisions within the organizations;
achieves alignment (including the business)
• Provides guidance for course corrections once we
go in-flight
Avoids Imposed Agile…

32. Whoare the
customersof your
organization’s
change effort?

33. The
in the
people
organization

35. 4 Types of Co-Creation (mapped to
Culture types of Schneider Model)
Collaborative Cultivating
Competency Controlling

36. How
do I
determine
which one?

37. By Asking…
Controlling  Invitation/Mandate to ‘Influencers’
Competency  Invitation/Inclusion of Relevant/Knowledgeable
Collaborative  Invitation for Those Interested
Cultivating  Invitation/Reachout to Network of Interest

38. 4 Types of Co-Creation (mapped to
Initial Engagement Activities )
Open Space Open Space|World Café
Workshops|World Café Workshops

39. Lots of Approaches to Creating One
Lego for Serious Play
KrisMap
Vision Statements
Cover Story Innovation Game
We want common agreement & understanding…
Participatory Creation > Clear Communication > Proclamation

40. “Deliver business value daily.”
“Constantly improve delivery,
reducing waste and through new ideas.”

41. Collaborative Control
CompetencyCultivation
Aspiration on Schneider Cultural Model
RealityOrientedPossibilityOriented
People Oriented Org Oriented
Collaborative
Innovative
Resourceful/Can-Do
Optimistic
Pragmatic
Adds Value
Cost ConsciousConsiderate
Organized
Risk Taker
Responsive
Decisive
Flexible
Positive Attitude
Sense of Humor Speedy
Stamina
Motivated
Integrity
Reader
Focused on Business Results
Confident
Empathetic
Reliable
One Voice

42. we have a
how do we
Target Aspiration,
Now that
incremental step?
determine
the next

43. the
Current State
Understand

44. Lots of Approaches to This Too…
Process Models
SWOT Analysis
Customer Personas
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation

45. Aspiration
Starting
Point

46. and
Operational Actions
Prioritize
Determine
to
achieve
the Next State
congruent
Vision
with the

47. Take
simple
steps
P
PSimple does not imply easy…

48. Lots of Approaches to This Too…
Forcefield Analysis
Strategy Maps
Priority vs Energy Exercises
Business Model Canvas
Select the appropriate mix…
Participatory Creation > Clear Communication > Proclamation

49. Goal: Roadmap of Prioritized Δs
for
Incremental, Relative Improvement

50. Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Adapted from Organizational Transitions,
by R. Beckhard & R.T. Harris

51. Many Things to Change Depending on
What’s Next in Priority
• New Strategies
• New Org Structures
• Find/Establish New Support Networks
• New Practices
• New/Streamlined Processes
• Rewards for Δ in Behaviors
• Create/Eliminate Ceremonies
• New Habits  The Hardest to Do
& the most crucial
Some of
these will be
Experiments

52. Decisions  Δ Habits  Δ Culture

53. Find Key Practices to avoid being eaten…
Habits

54. What Might Be Some of the Habits We
Want to Change?
• Ways meetings are conducted
• Ways meetings are scheduled
• How managers give feedback
• What agreements are explicit or implicit
• How decisions are made and owned
• Whether people show vulnerability
• How people learn new skills  Use as an example
Note: want org habits reinforcing an Agile mindset

55. Habit Loop
Habit
Trigger RewardCraving
The Power of Habit – Charles Duhigg
OldNew

56. Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Org Habit Around Training

57. Training
Need to Know
Something New
Recognition
Craving
For
Recognition
Example Org Habit Around Training
self-study/experimentation=Learning

58. Finding Leverage Points
• The habit to change is formal training to
learning
• Step 1: Habit Loop  Causality Diagram
• Habit Loop will reveal underlying complexity
– More Steps
– Reinforcing Loop
• Step 2: Look for Limiting Conditions & Side
Effect Loops
self-study/experimentation=

59. Training
Request
Need to Know
Something New
Recognition
Formal
Training
Full Causal Diagram
Fulfill IDP or
Certification
Easy to
Measure
Statement
of Intent
Self-Study
Experiment
Absorb
& Share
Learning
Learn the
Lingo to
“Look Smart”
Get By/
Impress
Lack of
Failure
Shows
Vulnerability
Avoids Showing
Vulnerability

60. Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Adapted from Organizational Transitions,
by R. Beckhard & R.T. Harris

61. “No plan survives contact
with the enemy.”
- Helmuth von Moltke the Elder

63. Inspect + Adapt

64. Value Stream(s)
Org
Retro
What So What
Now
What
Measures
Retrospectives for Organizational Change,
Jutta Eckstein

65. Org
Retro
What So What
Now
What
Gather
Data
Generate
Insights
DecideData
(Measures/
Perspectives) Execute Δs
Open
Close

66. Status Quo
New Status Quo
disruption
amount
disruption
time
Satir Change Curve
A detailed depiction of the Satir Change model -
http://stevenmsmith.com/ar-satir-change-model/

67. How can we promote
Sustainable Change?

68. Definitions
Sustainable :: Able to be maintained at a certain
rate or level. Synonym: Supportable
Change :: The act or instance of making or
becoming different. Synonyms: Alteration, Shift, Mutation
“Change Capacity”

69. To-Do In Work Done
Organizational Change Capacity
WIP Limit =

70. +
=
limit to change
> disruption
amount Capacity is the WIP

71. +
net effect
time
tolerance to time-lag
defined by environment
=

72. +net effect
time balance limit vs lag

73. Aspiration
Starting
Point
Promotes
Restricts
Promotion/Restriction based on
Limits to Organizational Change
by Herbert Kaufman
& Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement

74. Aspiration
Starting
Point
Promotes
Restricts
Low Risk Tolerance
Grand Unclear Vision
Hiring to Fit
Insular Communication
Employee Indoctrination
Successes Only
Promotion/Restriction based on
Limits to Organizational Change
by Herbert Kaufman
& Discussions @ #CultureDC
Cross-cutting Teams
Diversity (of thoughts)
Failure Tolerance
Clear Vision
Employee Orientation
Experimentation
Transparency
Hiring to Complement
Specialized Silos
Group Think

75. Current
State
Aspiration
Next
State
Process Δs
Org
Structure
Δs
New
Practices
Habit Δs
Manage the Δ
Δ Kanban
Δ Validation Board
Adapted from Organizational Transitions,
by R. Beckhard & R.T. Harris

76. Determine
the
Change Domain
Make change,
Monitor for results
Retrospect,
Decompose
Experiment
for Solutions
Solve,
Observe patterns
Cynefin Framework, David Snowden

77. Next Up In-WorkBacklog Complete
Transformation Kanban
Ready Measure Done

78. Next Up In-WorkBacklog Complete
Transformation Kanban
Ready Measure Done
Based
On
Org
Capacity
Based
On
Org
Capacity
Based
On
Org &
Capacity
To
Measure
Based
On
Org &
Capacity
To
Measure
Based
On
Org
Capacity
Organizational WIP
Team has
• Capacity
• Charter
• Measures
• Expected
Outcomes
Team has
• Completed
Actions
Team has
• Measured
Results

79. How do we figure out how much change to pull?
1. Hypothesis use communications paths as a starting
point;
• capacity = comm paths
N ppl involved
• hierarchy comm paths = direct report lines
• team comm paths = ∑(1+…+N-1)
• can have hybrids
2. Modified by Team Size
3. Multiplied by reinforcing loops
4. Consider like mid-size “story” (in terms of points);
every org will be different & large single changes
can out-strip capacity and need to be broken down

80. Team Size
5 9  157
“Is Five the Optimal Team Size?”,
infoQ, Vikras Hazrati &
Jurgen Appelo on http://noop.nl
Scrum teams 7 +/-2
S = ƒ({P},E)
where, P = personalities
E = environment
5 Best for deep comm, 15 most for deep trust, 150 most for comm
≥ 1≤1 <1

81. Change
Multiplier
Hire for diversity
Display transparency in decisions
Allow experimentation
Establish clear vision ≥1
Punish failure
Decisions made w/littleno input
Hire yes people <1
Safety
Only concern: people’s
performance
on the job

83. Validation Board
Assumptions
Benefactor
Issue
Solution
P1 P2 P3 P4 P5
Riskiest
Assumption
Experiment
Result
Invalidated Validated
Hypothesis

84. Squadron Mates
• Create a support network
• Find like minds and pair
– Sounding board for pragmatic decisions
• Better yet, form a triad
– Third person holds the commitments of the other
two to each other accountable
• Grow network as pairs/triads
– Net-Map Technique is a great tool here
Triads come from The Culture Game by Daniel Mezick
Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com

85. Leadership
• Servants to their teams
• Provide the right environment
– Transparent
– Cooperative
– Enabled
– Empowered
• Tell stories:
– Where we have been
– Where we are going
– Both successes and failures

86. of
and
Hidden Assumptions
Biases

87. A Couple of Typical
Biases or Assumptions
• People just don’t want to change
– So explain to me why people will take up a new hobby
later in life or move across country?
(Hint1: it is in their interest – find mutual desire)
(Hint2: involve them)
• Agile has issues scaling to large programs
– Why do you have a program? Could this be solved in a
different manner with sets of smaller applications?
(Hint1: most “programs” are put together for reasons other
than actual size & complexity, such as ability to get budget, the
size/complexity is an outcome from these reasons/decisions)
(Hint2: descale to individual applications before adopting a
scaling framework – scale agility not the organization)

88. Adding Bureaucracy
Will Not Create Success

89. Most Programs
Adapted by Jurgen Appelo from the Cynefin framework;
posted on his blog at http://noop.nl
Tend to be here!

90. Most Policies
Tend to be here!

91. Agile Teams
Tend to be here!

92. Complicated + Complex
Overrides Ordered + Simple
+ =
Process Team Result

93. …
1
2
3
n Worse Case
Best Case

94. Strive to decomplicate…
Help teams operate as simple and ordered as possible.

95. Apply the pants principle…
Simple process adopted by the team
doing the work in a simple structure.
+
Process Team

96. Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support
Line
(Mission)
Team

97. Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support
Line
(Mission)
Teams

98. Customers
Strategy
Value Streams
your
Detangle
Ops
Mgmt
Line
(Mission)
Support

99. Customers
Line
(Mission)
Teams
Support
Services
Strategy
Value Streams
of
a Network
Portfolio
Support
to

100. Customers
Line
(Mission)
Support
Strategy
Value Streams
of
a Network
Portfolio
Support
to Meritocratic
Autonomous
Team
Environment

101. What is MATE?
Meritocratic
Autonomous
Team
Environment
Assessed by peers based on Biz Value Stream
Teams make their own Decisions
Primary structure is the team
Teams have the support needed to be
successful

102. Drawing: Alex Hughes
Δ

103. Thanks!and
Have a
Good Flight!

104. Government Lean-Agile Software & Systems Conference
GLASScon
Stay tuned at http://glasscon.us
And on Twitter: http://twitter.com/GLASScon4gov
Coming Nov 2014

105. Paul M. Boos
paul.boos@santeon.com
pmboos@yahoo.com
@paul_boos
703-307-4322 (mobile)
Look for a ‘workbook’ on this in the near future…