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AgileLIVE Webinar
Agile Leadership for the Enterprise
October 10, 2013
AgileLIVE Webinar - Housekeeping
AgileLIVE Webinar - Presenters
Moderator

Presenter

David Rubinstein

Pete Behrens

Editor-in-Chief

Leadership
Agility Coach
Agenda
✓The Current State of Enterprise Agility
✓3 Thriving Agile Enterprises
✓Agile Leadership for the Enterprise

© 2013 Trail Ridge Consulting, LLC
Corporate Life Expectancy

A world of change

75 years

Agile
Spiral
RAD

Lean
Waterfall
Assembly Line
1930

1950

1970

15 years
1990

2010

“The Power of Pull” (Basic Books, 2010)
average life expectancy of companies in the 1937 S&P 500 Index
© 2013 Trail Ridge Consulting, LLC
A world of change
CEOs are attempting to create

open and collaborative
cultures
to encourage connection and learning

2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries
© 2013 Trail Ridge Consulting, LLC
A world of change
CEOs have identified

creativity and agility
as the

top leadership competencies
2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries
© 2013 Trail Ridge Consulting, LLC
A world of change
New management paradigm
of imagination, exploration, experiment, discovery & collaboration

Steve
Denning

© 2013 Trail Ridge Consulting, LLC
Enterprise Agile Adoption - Barriers

© 2013 Trail Ridge Consulting, LLC
Enterprise Agile Adoption - Issues

© 2013 Trail Ridge Consulting, LLC
Enterprise Agile Adoption
PROCESS
STRUCTURE

Agility

CULTURE

Rolling Agility

Thrashing Agility
0

1

2

3
Years

4

5
© 2013 Trail Ridge Consulting, LLC
Enterprise Agile Adoption
PROCESS
STRUCTURE
CULTURE

Agility

Sustaining Agility

Rolling Agility

Thrashing Agility
0

1

2

3
Years

4

5
© 2013 Trail Ridge Consulting, LLC
Our current state - summary
✓ The pace of change is increasing

✓ CEO’s desire enterprise agility
✓ Enterprise agility is hard to grow & sustain

Culture is a key to agility

© 2013 Trail Ridge Consulting, LLC
Who am I?
Pete Behrens
Agile
Agility

RUP

RAD
Waterfall

1970

1980

1990

2000

2010

© 2013 Trail Ridge Consulting, LLC
Agenda
✓The Current State of Enterprise Agility
✓3 Thriving Agile Enterprises

✓Agile Leadership for the Enterprise
© 2013 Trail Ridge Consulting, LLC
IT Create Culture
Transformational Change
CREATE
Do things first

People
Learning
Cultivation

Growth

© 2013 Trail Ridge Consulting, LLC
IT Challenges 2007

✓Long delivery cycles
✓Inconsistent product quality
✓Unsustainable development
& support costs
Unsatisfied Stakeholders
© 2013 Trail Ridge Consulting, LLC
IT Transformation

© 2013 Trail Ridge Consulting, LLC
IT Approach

Integrated

Roles
Teams
Departments
Locations
© 2013 Trail Ridge Consulting, LLC
Thriving Enterprise Agility

12+ months

Organizational
Agility

Delivery
Cycle

IT -> Service

Teams

Role/Title
Changes

Global
Integration

Support
2.0

Working
Software

2006

3 months

Removed
QA

1 month
2008

Years 2010

2012
© 2013 Trail Ridge Consulting, LLC
R&D Compete Culture
Fast Change

Competitive
COMPETE
Do things fast

Never Satisfied
Be the “Best”

© 2013 Trail Ridge Consulting, LLC
R&D Challenges 2006

✓ (Too?) Fast growth

✓ Complexity overwhelmed the system
✓ Internal competition of people and
resources

Inability to Deliver
© 2013 Trail Ridge Consulting, LLC
R&D Transformation

Days between
Major Releases

Features Delivered
per Team
2001
2007

2002

2003

2004

2005

2006

2008 Scrum Gathering - Steve Greene
© 2013 Trail Ridge Consulting, LLC
R&D Approach
Focus on
“How”

Their Own Approach
“All-in” fast
Be the “Best” @ agile

Focus on
“What”

Balanced Matrix
Redefined 2 key roles
Everything thru a team
© 2013 Trail Ridge Consulting, LLC
Thriving Enterprise Agility
3.5M Subscribers
16% Marketshare

IT
Agility

Tech Ops
Agility

Marketing
Agility

R&D
Agility
0.5M Subscribers
6% Marketshare
2006

2008

2010

2012
© 2013 Trail Ridge Consulting, LLC
Healthcare Control Culture
Incremental Change
Top Down
Rules & Process
CONTROL
Do things right

Efficiency Focus

© 2013 Trail Ridge Consulting, LLC
Healthcare Challenges 2008

✓ Overwhelming process overhead
✓ Long cycles with few change
opportunities

✓ Manufacturing mindset for software

Inability to Deliver
© 2013 Trail Ridge Consulting, LLC
Enterprise Agility Bubbles

Healthcar
e
Healthcare
IT

Healthcare
Systems

Specialty
Solutions

Research
Computationa
l Sciences

Software
Systems

Software
Sciences

Energy
Power
& Water
Software
Solution
s

JV: Digital
Pathology

© 2013 Trail Ridge Consulting, LLC
Approaches

Healthcar
e
Short Release cycles
Water (Scrum) Fall
SAFe Release Trains

Incremental

Research

Energy

Integrated
Research
Lean Startup Fastworks

Build Time &
Cycle
Technical
Practices
Test Automation

Integrated

Technical

© 2013 Trail Ridge Consulting, LLC
Key Results

Healthcar
e
Release cycles
24 ➜ 6 months
60% projects agile
50% release
adaptation
40% defect reduction
18% test productivity
Incremental

Research

Energy

GE Software COE
TBD - still too new

Build Time
11 hours ➜ 20
min
400K hours saved
annually

Integrated

Technical

© 2013 Trail Ridge Consulting, LLC
Thriving Enterprise Agility

HC IT

Energy
SSG

Research
Software

Software
Sciences

Lean Startup

HC
Specialty
Source: 2013 Boston Consulting Group Study

GE
Venture
2008

2009

2010

2011

2012

2013
© 2013 Trail Ridge Consulting, LLC
3 Breakthrough Companies - Summary

Create Culture

Transformational
Growth-oriented
Flexible & Fluid

Compete Culture

Fast
Market-oriented
Competitive

Control Culture

Incremental
Efficiency-oriented
Hierarchical

Different Cultures = Different Agility
= Different Leadership
© 2013 Trail Ridge Consulting, LLC
Agenda
✓The Current State of Enterprise Agility

✓3 Thriving Agile Enterprises
✓Agile Leadership for the Enterprise
Leadership
influences

Agility
informs

© 2013 Trail Ridge Consulting, LLC
Agile Leadership for the Enterprise
Leadership
influences

Agility
informs

© 2013 Trail Ridge Consulting, LLC
Align Agility toward Culture

Competing Values Framework
(CVF)
© 2013 Trail Ridge Consulting, LLC
Align Agility toward Culture
50

50
40
30

30

20

20
10

30
40

50

10

10

Compete

Control

10
20

Create

Collaborate

40

20
30
40

50
© 2013 Trail Ridge Consulting, LLC
Align Agility toward Culture

Create Culture

Compete Culture

Control Culture

Culture
Role Definitions
Silo Breakdowns

Balanced Matrix
Team Structure

Shared Sprint Cycle
Build & Test Automation

Short Releases
Close Customers
Big Change

Own ADM
Best @ Agile
Fast Change

SAFe Release Trains
Water (Scrum) Fall
Incremental Change

Structure

Process

© 2013 Trail Ridge Consulting, LLC
Agile Leadership for the Enterprise
Leadership
influences

Agility
informs

© 2013 Trail Ridge Consulting, LLC
Influence Culture toward Agility
40
30

30

20

20
10

30
40

50

10

Desired

10

Compete

Control

10
20

Create

Collaborate

40

20
30
40

50
© 2013 Trail Ridge Consulting, LLC
Influence Culture toward Agility
50

50
40
30

30

20

20
10

30
40

50

10

10

Compete

Control

10
20

Create

Collaborate

40

20
30
40

50
© 2013 Trail Ridge Consulting, LLC
Influence Culture toward Agility
50

50
40
30

30

20
10

20

50

10

10

20
30

30

Acquisition

Compete

Control

10

40

IT

20

Create

Collaborate

40

R&D

40

50
© 2013 Trail Ridge Consulting, LLC
Influence Culture toward Agility
Create

Control

Competence

© 2013 Trail Ridge Consulting, LLC
Agile Leadership for the Enterprise
Leadership
influences

Agility
informs

© 2013 Trail Ridge Consulting, LLC
Develop Leadership Agility
80%
Expert

Achiever

10%
Catalyst

Leverage People
Solve Problems
Direct Their Plan
Competitive
Competent

Develop People
Create Solutions
Open to Change
Inter-dependent
Self & System Aware

Drives compliance
Limits growth & flexibility
Challenged by complexity

Drives shared ownership
Creates growth & flexibility
Thrives in complexity

© 2013 Trail Ridge Consulting, LLC
Develop Leadership Agility

Organizational
Agility Team

Organizational
Backlog

Impediments, Challenges, Learning,
Tools, Surveys, Feedback, Issues, etc.

Day

Month

© 2013 Trail Ridge Consulting, LLC
Develop Leadership Agility
Change

Agile Leadership

is constant
is speeding up
is hard

Models self-change
Leads organizational change
Coaches others thru change

Agility

Sustaining Agility

0

1

2

Years

3

4

5

© 2013 Trail Ridge Consulting, LLC
Agile Leadership for the Enterprise

Understand & align
agility and culture

Change organizational
structures & flexibility

Focus on learning
& expect ongoing change

Agile Leadership

© 2013 Trail Ridge Consulting, LLC
Questions & Answers
Please send questions using the Q&A panel.

Next Steps…
Take the 2013 State of Agile Survey
Enter to win $1,500 or other prizes - http://www.agiledevsurvey.com

Join the discussion - Agile Managers Forum on LinkedIn

Look for info on VersionOne’s Fall 2013 release
Thank you
today!

for joining us

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AgileLIVE Webinar: Agile Leadership for the Enterprise

  • 1. AgileLIVE Webinar Agile Leadership for the Enterprise October 10, 2013
  • 2. AgileLIVE Webinar - Housekeeping
  • 3. AgileLIVE Webinar - Presenters Moderator Presenter David Rubinstein Pete Behrens Editor-in-Chief Leadership Agility Coach
  • 4. Agenda ✓The Current State of Enterprise Agility ✓3 Thriving Agile Enterprises ✓Agile Leadership for the Enterprise © 2013 Trail Ridge Consulting, LLC
  • 5. Corporate Life Expectancy A world of change 75 years Agile Spiral RAD Lean Waterfall Assembly Line 1930 1950 1970 15 years 1990 2010 “The Power of Pull” (Basic Books, 2010) average life expectancy of companies in the 1937 S&P 500 Index © 2013 Trail Ridge Consulting, LLC
  • 6. A world of change CEOs are attempting to create open and collaborative cultures to encourage connection and learning 2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries © 2013 Trail Ridge Consulting, LLC
  • 7. A world of change CEOs have identified creativity and agility as the top leadership competencies 2010/2012 IBM surveys of more than 1,500 CEOs from over 60 countries © 2013 Trail Ridge Consulting, LLC
  • 8. A world of change New management paradigm of imagination, exploration, experiment, discovery & collaboration Steve Denning © 2013 Trail Ridge Consulting, LLC
  • 9. Enterprise Agile Adoption - Barriers © 2013 Trail Ridge Consulting, LLC
  • 10. Enterprise Agile Adoption - Issues © 2013 Trail Ridge Consulting, LLC
  • 11. Enterprise Agile Adoption PROCESS STRUCTURE Agility CULTURE Rolling Agility Thrashing Agility 0 1 2 3 Years 4 5 © 2013 Trail Ridge Consulting, LLC
  • 12. Enterprise Agile Adoption PROCESS STRUCTURE CULTURE Agility Sustaining Agility Rolling Agility Thrashing Agility 0 1 2 3 Years 4 5 © 2013 Trail Ridge Consulting, LLC
  • 13. Our current state - summary ✓ The pace of change is increasing ✓ CEO’s desire enterprise agility ✓ Enterprise agility is hard to grow & sustain Culture is a key to agility © 2013 Trail Ridge Consulting, LLC
  • 14. Who am I? Pete Behrens Agile Agility RUP RAD Waterfall 1970 1980 1990 2000 2010 © 2013 Trail Ridge Consulting, LLC
  • 15. Agenda ✓The Current State of Enterprise Agility ✓3 Thriving Agile Enterprises ✓Agile Leadership for the Enterprise © 2013 Trail Ridge Consulting, LLC
  • 16. IT Create Culture Transformational Change CREATE Do things first People Learning Cultivation Growth © 2013 Trail Ridge Consulting, LLC
  • 17. IT Challenges 2007 ✓Long delivery cycles ✓Inconsistent product quality ✓Unsustainable development & support costs Unsatisfied Stakeholders © 2013 Trail Ridge Consulting, LLC
  • 18. IT Transformation © 2013 Trail Ridge Consulting, LLC
  • 20. Thriving Enterprise Agility 12+ months Organizational Agility Delivery Cycle IT -> Service Teams Role/Title Changes Global Integration Support 2.0 Working Software 2006 3 months Removed QA 1 month 2008 Years 2010 2012 © 2013 Trail Ridge Consulting, LLC
  • 21. R&D Compete Culture Fast Change Competitive COMPETE Do things fast Never Satisfied Be the “Best” © 2013 Trail Ridge Consulting, LLC
  • 22. R&D Challenges 2006 ✓ (Too?) Fast growth ✓ Complexity overwhelmed the system ✓ Internal competition of people and resources Inability to Deliver © 2013 Trail Ridge Consulting, LLC
  • 23. R&D Transformation Days between Major Releases Features Delivered per Team 2001 2007 2002 2003 2004 2005 2006 2008 Scrum Gathering - Steve Greene © 2013 Trail Ridge Consulting, LLC
  • 24. R&D Approach Focus on “How” Their Own Approach “All-in” fast Be the “Best” @ agile Focus on “What” Balanced Matrix Redefined 2 key roles Everything thru a team © 2013 Trail Ridge Consulting, LLC
  • 25. Thriving Enterprise Agility 3.5M Subscribers 16% Marketshare IT Agility Tech Ops Agility Marketing Agility R&D Agility 0.5M Subscribers 6% Marketshare 2006 2008 2010 2012 © 2013 Trail Ridge Consulting, LLC
  • 26. Healthcare Control Culture Incremental Change Top Down Rules & Process CONTROL Do things right Efficiency Focus © 2013 Trail Ridge Consulting, LLC
  • 27. Healthcare Challenges 2008 ✓ Overwhelming process overhead ✓ Long cycles with few change opportunities ✓ Manufacturing mindset for software Inability to Deliver © 2013 Trail Ridge Consulting, LLC
  • 28. Enterprise Agility Bubbles Healthcar e Healthcare IT Healthcare Systems Specialty Solutions Research Computationa l Sciences Software Systems Software Sciences Energy Power & Water Software Solution s JV: Digital Pathology © 2013 Trail Ridge Consulting, LLC
  • 29. Approaches Healthcar e Short Release cycles Water (Scrum) Fall SAFe Release Trains Incremental Research Energy Integrated Research Lean Startup Fastworks Build Time & Cycle Technical Practices Test Automation Integrated Technical © 2013 Trail Ridge Consulting, LLC
  • 30. Key Results Healthcar e Release cycles 24 ➜ 6 months 60% projects agile 50% release adaptation 40% defect reduction 18% test productivity Incremental Research Energy GE Software COE TBD - still too new Build Time 11 hours ➜ 20 min 400K hours saved annually Integrated Technical © 2013 Trail Ridge Consulting, LLC
  • 31. Thriving Enterprise Agility HC IT Energy SSG Research Software Software Sciences Lean Startup HC Specialty Source: 2013 Boston Consulting Group Study GE Venture 2008 2009 2010 2011 2012 2013 © 2013 Trail Ridge Consulting, LLC
  • 32. 3 Breakthrough Companies - Summary Create Culture Transformational Growth-oriented Flexible & Fluid Compete Culture Fast Market-oriented Competitive Control Culture Incremental Efficiency-oriented Hierarchical Different Cultures = Different Agility = Different Leadership © 2013 Trail Ridge Consulting, LLC
  • 33. Agenda ✓The Current State of Enterprise Agility ✓3 Thriving Agile Enterprises ✓Agile Leadership for the Enterprise Leadership influences Agility informs © 2013 Trail Ridge Consulting, LLC
  • 34. Agile Leadership for the Enterprise Leadership influences Agility informs © 2013 Trail Ridge Consulting, LLC
  • 35. Align Agility toward Culture Competing Values Framework (CVF) © 2013 Trail Ridge Consulting, LLC
  • 36. Align Agility toward Culture 50 50 40 30 30 20 20 10 30 40 50 10 10 Compete Control 10 20 Create Collaborate 40 20 30 40 50 © 2013 Trail Ridge Consulting, LLC
  • 37. Align Agility toward Culture Create Culture Compete Culture Control Culture Culture Role Definitions Silo Breakdowns Balanced Matrix Team Structure Shared Sprint Cycle Build & Test Automation Short Releases Close Customers Big Change Own ADM Best @ Agile Fast Change SAFe Release Trains Water (Scrum) Fall Incremental Change Structure Process © 2013 Trail Ridge Consulting, LLC
  • 38. Agile Leadership for the Enterprise Leadership influences Agility informs © 2013 Trail Ridge Consulting, LLC
  • 39. Influence Culture toward Agility 40 30 30 20 20 10 30 40 50 10 Desired 10 Compete Control 10 20 Create Collaborate 40 20 30 40 50 © 2013 Trail Ridge Consulting, LLC
  • 40. Influence Culture toward Agility 50 50 40 30 30 20 20 10 30 40 50 10 10 Compete Control 10 20 Create Collaborate 40 20 30 40 50 © 2013 Trail Ridge Consulting, LLC
  • 41. Influence Culture toward Agility 50 50 40 30 30 20 10 20 50 10 10 20 30 30 Acquisition Compete Control 10 40 IT 20 Create Collaborate 40 R&D 40 50 © 2013 Trail Ridge Consulting, LLC
  • 42. Influence Culture toward Agility Create Control Competence © 2013 Trail Ridge Consulting, LLC
  • 43. Agile Leadership for the Enterprise Leadership influences Agility informs © 2013 Trail Ridge Consulting, LLC
  • 44. Develop Leadership Agility 80% Expert Achiever 10% Catalyst Leverage People Solve Problems Direct Their Plan Competitive Competent Develop People Create Solutions Open to Change Inter-dependent Self & System Aware Drives compliance Limits growth & flexibility Challenged by complexity Drives shared ownership Creates growth & flexibility Thrives in complexity © 2013 Trail Ridge Consulting, LLC
  • 45. Develop Leadership Agility Organizational Agility Team Organizational Backlog Impediments, Challenges, Learning, Tools, Surveys, Feedback, Issues, etc. Day Month © 2013 Trail Ridge Consulting, LLC
  • 46. Develop Leadership Agility Change Agile Leadership is constant is speeding up is hard Models self-change Leads organizational change Coaches others thru change Agility Sustaining Agility 0 1 2 Years 3 4 5 © 2013 Trail Ridge Consulting, LLC
  • 47. Agile Leadership for the Enterprise Understand & align agility and culture Change organizational structures & flexibility Focus on learning & expect ongoing change Agile Leadership © 2013 Trail Ridge Consulting, LLC
  • 48. Questions & Answers Please send questions using the Q&A panel. Next Steps… Take the 2013 State of Agile Survey Enter to win $1,500 or other prizes - http://www.agiledevsurvey.com Join the discussion - Agile Managers Forum on LinkedIn Look for info on VersionOne’s Fall 2013 release