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3 DISCIPLINES FOR LEADING A
DISTRIBUTED AGILE
ORGANIZATION
Mark Kilby
@mkilby
InfoQ.com: News & Community Site
Watch the video with slide
synchronization on InfoQ.com!
https://www.infoq.com/presentations/
3-disciplines-distributed-agile/
• Over 1,000,000 software developers, architects and CTOs read the site world-
wide every month
• 250,000 senior developers subscribe to our weekly newsletter
• Published in 4 languages (English, Chinese, Japanese and Brazilian
Portuguese)
• Post content from our QCon conferences
• 2 dedicated podcast channels: The InfoQ Podcast, with a focus on
Architecture and The Engineering Culture Podcast, with a focus on building
• 96 deep dives on innovative topics packed as downloadable emags and
minibooks
• Over 40 new content items per week
Purpose of QCon
- to empower software development by facilitating the spread of
knowledge and innovation
Strategy
- practitioner-driven conference designed for YOU: influencers of
change and innovation in your teams
- speakers and topics driving the evolution and innovation
- connecting and catalyzing the influencers and innovators
Highlights
- attended by more than 12,000 delegates since 2007
- held in 9 cities worldwide
Presented at QCon London
www.qconlondon.com
Three Disciplines for Leading a Distributed Agile Organization
WHAT ABOUT YOU?
• WHAT IS A MINDSET
SHIFT (MIND SHIFT)?
3 DISCIPLINES FOR
LEADING
DISTRIBUTED TEAMS
EXPERIMENTING TO
EXPLORE MIND
SHIFTS
Our path today
• WHAT IS A MIND
SHIFT?
3 DISCIPLINES FOR
LEADING
DISTRIBUTED TEAMS
EXPERIMENTING TO
EXPLORE MIND
SHIFTS
Our path today
My first UK trip
BEST
PRACTICES
ONLY WORK
IN A CERTAIN
CONTEXT
Lesson that day …
IN THE WRONG CONTEXT
“Best Practices” can be harmful
ARE TIME ZONES REALLY A
PROBLEM?
(another mind shift)
WHAT IF WE CONSIDERED HOURS OF
OVERLAP?
WHAT IF WE LET THE
TEAM DECIDE HOURS OF OVERLAP?
Three Disciplines for Leading a Distributed Agile Organization
– 2 mind shifts
“Team hours over office hours”
&
“Give distributed teams choice”
• WHAT IS A MIND
SHIFT?
3 DISCIPLINES FOR
LEADING
DISTRIBUTED
TEAMS
EXPERIMENTING TO
EXPLORE MIND
SHIFTS
Our path today
3 KEY MIND SHIFTS FOR
DISTRIBUTED LEADERS
Manage for change through
experiments
Amplify communication and
collaboration
Focus on principles over
practices
These become your “daily
disciplines” or “operating system”
for distributed leadership
3 KEY MIND SHIFTS FOR
DISTRIBUTED LEADERS
Manage for change through
experiments
Amplify communication and
collaboration
Focus on principles over practices
These become your “daily
disciplines” or “operating system”
for distributed leadership
IMAGINE A TEAM WORKING TOGETHER …
Performance
Time
Status Quo
Change
introduced
IMAGINE A TEAM WORKING TOGETHER …
Performance
Time
Status Quo
Change
introduced
Change could be:
- New process
- New team member
- New leader
- New tools
- New conflict
- Urgent request
- Urgent change in direction
- Tool failure
- Process failure
- Team member out
unexpectedly
- Leader unavailable
- Etc.
Our expectations when
we push change on our
teams
Our expectations when
change is imposed
Performance
Time
Status
Quo
New Status
Quo?
Expectations
Change
introduced
Time
Performance
Status
Quo
Change
introduced
WHAT REALLY HAPPENS
(UNDER THE RIGHT CONDITIONS)…
Performance
Time
Status Quo
New Status
Quo
Change introduced
and challenges
assumptions
SMOOTHING IT OUT, WE GET THE J-CURVE
Time
(1) Status
Quo/Old
Way
(8) New Status
Quo
(2) Change
introduced and
challenges
assumptions
(7) Integrate New
Learning
Performance
(3) Resistance
(5) Initial Results /
Period of
Disruption
(6) (first) Transforming Idea
(4) Unlearning
– an attentive audience member
But wait. You said something about
“under the right conditions”?
Mind shift: Manage Change Through Experimentation
(How to experiment - last part of presentation)
3 KEY MIND SHIFTS FOR
DISTRIBUTED LEADERS
Manage for change through
experiments
Amplify communication and
collaboration
Focus on principles over practices
These become your “daily
disciplines” or “operating system”
for distributed leadership
THIS IS
THE WAY
TO
WORK
REMOTELY
Some believe…
A TYPICAL DISTRIBUTED
COLLABORATION PROBLEM
You hire great people from all over
the world
Team sets some good hours of
overlap
Location 1 people work well together
Location 2 & 3 feel isolated (left out of
conversations, small tasks, not clear
on big picture)
Eventually, people in location 2 or 3
either join an all remote team .. Or
just join another company
TEAM AFFILIATION OVER LOCATION
AFFILIATION
(another mindshift)
Strengthen
Weaken
HOW TO BUILD TEAM
AFFILIATION
Hours of Overlap
Dedicated Team Backchannel
Buddy System & Co-Pilot(s)
Know the Whole Person
Bring everyone together for big
initiative / quarterly planning
3 KEY MIND SHIFTS FOR
DISTRIBUTED LEADERS
Manage for change through
experiments
Amplify communication and
collaboration
Focus on principles over
practices
These become your “daily
disciplines” or “operating system”
for distributed leadership
Three Disciplines for Leading a Distributed Agile Organization
Three Disciplines for Leading a Distributed Agile Organization
Three Disciplines for Leading a Distributed Agile Organization
• WHAT IS A MIND
SHIFT?
3 DISCIPLINES FOR
LEADING
DISTRIBUTED TEAMS
EXPERIMENTING TO
EXPLORE MIND
SHIFTS
Our path today
HOW TO MANAGE CHANGE THROUGH
EXPERIMENTS?
Hint: Limit the Chaos
Time
Performance
Sometimes known as the “point
of chaos”;
It will get worse before it gets
better as the team wrestles
with change
Chaos
TOO MUCH CHANGE
Can the team recover?
(1) Status
Quo/Old Way
(2) Many/Bigger changes
introduced and
challenges assumptions
Performance
Chaos extended. Team may not
come out of chaos without huge
effort and support
Chaos
Chaos
Time
TOO MANY CHANGES
Time
(1) Status
Quo/Old
Way
(2) Change
introduced
Performance
(3) Resistance
Chaos
Results may look more like this if team is not given
time to adapt to each change and learn from it.
SET EXPERIMENTS
To control the chaos
Three Disciplines for Leading a Distributed Agile Organization
EXPERIMENT WITH, NOT ON
(no one wants to be a lab rat)
• WHAT IS A MIND SHIFT?
3 DISCIPLINES FOR LEADING
DISTRIBUTED TEAMS:
MANAGING CHANGE THROUGH
EXPERIMENTS
AMPLIFY COMMUNICATION AND
COLLABORATION
FOCUS ON PRINCIPLES, NOT
PRACTICES
EXPERIMENTING TO EXPLORE
MIND SHIFTS
Our path today
THANKS! Q&A? NEED MORE?
Blog & newsletter at
https://www.markkilby.com
Twitter: @mkilby
http://www.linkedin.com/in/mkilby
ONLINE CLASSES at
https://distributedagilesuccess.teach
able.com
Get the book -
https://www.markkilby.com/sdatbo
ok/
PHOTO CREDITS
Mountain Path - Photo by Justin Kauffman on Unsplash.
https://unsplash.com/photos/a8lTjWJJgLA
3 face sculpture - Photo by Mitchell Luo on Unsplash.
https://unsplash.com/photos/zIoFNTnA8Ok
Jungle bungie jump station - Photo by Nazim Zafri on Unsplash.
https://unsplash.com/photos/OmQBmAU-ihI
Watch the video with slide
synchronization on InfoQ.com!
https://www.infoq.com/presentations/
3-disciplines-distributed-agile/

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Three Disciplines for Leading a Distributed Agile Organization

  • 1. 3 DISCIPLINES FOR LEADING A DISTRIBUTED AGILE ORGANIZATION Mark Kilby @mkilby
  • 2. InfoQ.com: News & Community Site Watch the video with slide synchronization on InfoQ.com! https://www.infoq.com/presentations/ 3-disciplines-distributed-agile/ • Over 1,000,000 software developers, architects and CTOs read the site world- wide every month • 250,000 senior developers subscribe to our weekly newsletter • Published in 4 languages (English, Chinese, Japanese and Brazilian Portuguese) • Post content from our QCon conferences • 2 dedicated podcast channels: The InfoQ Podcast, with a focus on Architecture and The Engineering Culture Podcast, with a focus on building • 96 deep dives on innovative topics packed as downloadable emags and minibooks • Over 40 new content items per week
  • 3. Purpose of QCon - to empower software development by facilitating the spread of knowledge and innovation Strategy - practitioner-driven conference designed for YOU: influencers of change and innovation in your teams - speakers and topics driving the evolution and innovation - connecting and catalyzing the influencers and innovators Highlights - attended by more than 12,000 delegates since 2007 - held in 9 cities worldwide Presented at QCon London www.qconlondon.com
  • 6. • WHAT IS A MINDSET SHIFT (MIND SHIFT)? 3 DISCIPLINES FOR LEADING DISTRIBUTED TEAMS EXPERIMENTING TO EXPLORE MIND SHIFTS Our path today
  • 7. • WHAT IS A MIND SHIFT? 3 DISCIPLINES FOR LEADING DISTRIBUTED TEAMS EXPERIMENTING TO EXPLORE MIND SHIFTS Our path today
  • 8. My first UK trip
  • 9. BEST PRACTICES ONLY WORK IN A CERTAIN CONTEXT Lesson that day …
  • 10. IN THE WRONG CONTEXT “Best Practices” can be harmful
  • 11. ARE TIME ZONES REALLY A PROBLEM? (another mind shift)
  • 12. WHAT IF WE CONSIDERED HOURS OF OVERLAP?
  • 13. WHAT IF WE LET THE TEAM DECIDE HOURS OF OVERLAP?
  • 15. – 2 mind shifts “Team hours over office hours” & “Give distributed teams choice”
  • 16. • WHAT IS A MIND SHIFT? 3 DISCIPLINES FOR LEADING DISTRIBUTED TEAMS EXPERIMENTING TO EXPLORE MIND SHIFTS Our path today
  • 17. 3 KEY MIND SHIFTS FOR DISTRIBUTED LEADERS Manage for change through experiments Amplify communication and collaboration Focus on principles over practices These become your “daily disciplines” or “operating system” for distributed leadership
  • 18. 3 KEY MIND SHIFTS FOR DISTRIBUTED LEADERS Manage for change through experiments Amplify communication and collaboration Focus on principles over practices These become your “daily disciplines” or “operating system” for distributed leadership
  • 19. IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo Change introduced
  • 20. IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo Change introduced Change could be: - New process - New team member - New leader - New tools - New conflict - Urgent request - Urgent change in direction - Tool failure - Process failure - Team member out unexpectedly - Leader unavailable - Etc.
  • 21. Our expectations when we push change on our teams Our expectations when change is imposed Performance Time Status Quo New Status Quo? Expectations Change introduced Time Performance Status Quo Change introduced
  • 22. WHAT REALLY HAPPENS (UNDER THE RIGHT CONDITIONS)… Performance Time Status Quo New Status Quo Change introduced and challenges assumptions
  • 23. SMOOTHING IT OUT, WE GET THE J-CURVE Time (1) Status Quo/Old Way (8) New Status Quo (2) Change introduced and challenges assumptions (7) Integrate New Learning Performance (3) Resistance (5) Initial Results / Period of Disruption (6) (first) Transforming Idea (4) Unlearning
  • 24. – an attentive audience member But wait. You said something about “under the right conditions”?
  • 25. Mind shift: Manage Change Through Experimentation (How to experiment - last part of presentation)
  • 26. 3 KEY MIND SHIFTS FOR DISTRIBUTED LEADERS Manage for change through experiments Amplify communication and collaboration Focus on principles over practices These become your “daily disciplines” or “operating system” for distributed leadership
  • 28. A TYPICAL DISTRIBUTED COLLABORATION PROBLEM You hire great people from all over the world Team sets some good hours of overlap Location 1 people work well together Location 2 & 3 feel isolated (left out of conversations, small tasks, not clear on big picture) Eventually, people in location 2 or 3 either join an all remote team .. Or just join another company
  • 29. TEAM AFFILIATION OVER LOCATION AFFILIATION (another mindshift) Strengthen Weaken
  • 30. HOW TO BUILD TEAM AFFILIATION Hours of Overlap Dedicated Team Backchannel Buddy System & Co-Pilot(s) Know the Whole Person Bring everyone together for big initiative / quarterly planning
  • 31. 3 KEY MIND SHIFTS FOR DISTRIBUTED LEADERS Manage for change through experiments Amplify communication and collaboration Focus on principles over practices These become your “daily disciplines” or “operating system” for distributed leadership
  • 35. • WHAT IS A MIND SHIFT? 3 DISCIPLINES FOR LEADING DISTRIBUTED TEAMS EXPERIMENTING TO EXPLORE MIND SHIFTS Our path today
  • 36. HOW TO MANAGE CHANGE THROUGH EXPERIMENTS? Hint: Limit the Chaos Time Performance Sometimes known as the “point of chaos”; It will get worse before it gets better as the team wrestles with change Chaos
  • 37. TOO MUCH CHANGE Can the team recover? (1) Status Quo/Old Way (2) Many/Bigger changes introduced and challenges assumptions Performance Chaos extended. Team may not come out of chaos without huge effort and support Chaos Chaos Time
  • 38. TOO MANY CHANGES Time (1) Status Quo/Old Way (2) Change introduced Performance (3) Resistance Chaos Results may look more like this if team is not given time to adapt to each change and learn from it.
  • 41. EXPERIMENT WITH, NOT ON (no one wants to be a lab rat)
  • 42. • WHAT IS A MIND SHIFT? 3 DISCIPLINES FOR LEADING DISTRIBUTED TEAMS: MANAGING CHANGE THROUGH EXPERIMENTS AMPLIFY COMMUNICATION AND COLLABORATION FOCUS ON PRINCIPLES, NOT PRACTICES EXPERIMENTING TO EXPLORE MIND SHIFTS Our path today
  • 43. THANKS! Q&A? NEED MORE? Blog & newsletter at https://www.markkilby.com Twitter: @mkilby http://www.linkedin.com/in/mkilby ONLINE CLASSES at https://distributedagilesuccess.teach able.com Get the book - https://www.markkilby.com/sdatbo ok/
  • 44. PHOTO CREDITS Mountain Path - Photo by Justin Kauffman on Unsplash. https://unsplash.com/photos/a8lTjWJJgLA 3 face sculpture - Photo by Mitchell Luo on Unsplash. https://unsplash.com/photos/zIoFNTnA8Ok Jungle bungie jump station - Photo by Nazim Zafri on Unsplash. https://unsplash.com/photos/OmQBmAU-ihI
  • 45. Watch the video with slide synchronization on InfoQ.com! https://www.infoq.com/presentations/ 3-disciplines-distributed-agile/