Leading in the Agile World How ' ' '

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L e a d i n g C h a n g e T h r o u g h C o l
l a b o r a t i o n
Leading in the Agile WorldHow . . . ?
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L e a d i n g C h a n g e T h r o u g h C o l
l a b o r a t i o n
Pollyanna Pixton Founding Partner,
Accelinnova Director Institute of Collaborative
Leadership
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Agenda

• Leadership Models
• Strategy
• Collaboration
• Agile Leadership
• Portfolio Management
• Decision Tools
• Agile Enterprise
• Action Plan

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Agile Leadership Challenges
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Leadership Challenges

• Its no longer enough to respond to change
• today organizations must lead change
• or be left behind.
• - Pollyanna Pixton

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Leadership Challenges

• Get More Done by Doing Less
• Lead Change
• Deliver the Right Product
• Meet Customers Changing Needs
• Meet Market Windows

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Leadership Challenges

• The way you will thrive in this environment is
  by innovating innovating in technologies,
  innovating strategies, innovating business
  models.
• - IBM CEO Samuel J. Palmisano
  BusinessWeek,
  April 24, 2006

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Project Statistics

Standish Group Study, reported by CEO Jim
Johnson, CIO.com, How to Spot a Failing Project
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Features and Functions

Always or Often Used 20
Always 7
Often 13
Never Used 45
Sometimes 16
Rarely Used 19
Never or Rarely Used 64
Standish Group Study, reported by CEO Jim
Johnson, XP2002
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Agile Leaders Must

• Deliver Business Value
• Increase Productivity
• Lead Change
• Find Solutions
• Innovate

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How Do We Lead Agile?
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Leadership Models

• Agile Leadership
• Embraces or creates change
• Collaborates and gives ownership
• Influential
• Fosters new ideas

• Non-Agile
• Controls or responds to change
• Authoritarian with leader deciding
• Bureaucratic
• Knows the answers

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Leadership Models

Strategy
Collaboration
Business Value
Embrace Change
Real Options
Cultivate Innovation
Project Governance
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Leadership Models

Strategy
Collaboration
Business Value
Embrace Change
Real Options
Cultivate Innovation
Project Governance
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Strategic IntentEveryone inline with company
goals

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Strategic Development

Mission
Vision
Values
Strategic Intent Strategy Purpose
Strategic
Long-Range Goals
Start Here
SCO / 5Q
Annual Objectives
Action Plans (what, who, when)
Tactical
Individual Business Objectives
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Strategic Intent

Competitive Position
Cost
Differentiation
Cost Leadership
Product Leadership
Broad
Strategic Scope
Best Customer Solution
Narrow
What is BankData ?
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Purpose-Based Alignment

High
Differentiating
Market Differentiating
Parity
Low
High
Low
Mission Critical
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Purpose-Based Alignment

High
Innovate
Do We Take This On?
Market Differentiating
Achieve and Maintain Parity
Who Cares?
Low
High
Low
Mission Critical
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Exercise

• Answer These Questions
• Whom do we serve and what do they want and need
  most?
• What services do we provide to help them?
• How do we know were doing a good job?
• What is the best way to provide these services?
• How should we organize to deliver these services?

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Leadership Models

Strategy
Collaboration
Business Value
Embrace Change
Real Options
Cultivate Innovation
Project Governance
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Collaboration
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Collaboration Process

• None of us are as smart as all of us.
  Japanese Proverb

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Implement and Review

• Unleashing Innovation

The answers are in your organization.
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Leading Agile

• Collaboration Model
• Collaboration Process

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Unleashing Innovation
Collaboration Model

• Collaboration Model

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Collaboration Model

• Create an Open Environment

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Open Environment Exercise

• What kind of environment do we need to
• Foster creativity and innovation?
• Encourage ideas?
• Create team ownership and commitment?
• Implement mission critical and differentiation
  ideas?
• What is an Open Environment?

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Collaboration Model

• Convene the Right People From the Entire
  Enterprise!
• Customers
• Marketing
• Sales
• Finance
• Technology
• Manufacturing
• Stakeholders

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Collaboration Model

• Foster
• Creativity
• Innovation
• via
• Collaboration Process

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Collaboration Model

• Stand back,
• Let
• Them
• Work.

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Unleashing Innovation

• Collaboration Process

Collaboration Process
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Collaboration Process

• 1. Agree to
• Goals
• Objectives
• Purpose

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Collaboration Process

• 2. Brainstorm
• 3. Group
• 4. Prioritize
• Based on Business Value

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Collaboration Process

• 5. Individuals
• Volunteer
• For What
• And
• By When

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Lead Agile ThroughCollaborative Leadership
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Collaborative Leadership

• The
• Right
• People

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The Right People

• Hire and promote
• First on the basis of integrity
• Second, motivation
• Third, capacity
• Fourth, understanding
• Fifth, knowledge
• Last and least, experience
• - Dee Hock, CEO Emeritus VISA International

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The Right People

• Authenticity
• Attitude
• Intelligence
• Talent

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The Right People

Passionate About
Best At
Organizational Fit
All team members operate within the intersection
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Collaborative Leadership

• Trust First!

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Collaborative Leadership

• They tell you
• what needs
• to happen
• for success
• and results.

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Collaborative Leadership

• Step Aside,
• Let
• Them
• Work!

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Project Management

• Risk Management

Exercise How to Stand Back
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Collaborative Leadership

• Leadership Tipping Point
• When to lead
• When to step back
• Where is your Tipping Point?
• How can you step up and still be collaborative?

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Project Management

• Remove Obstacles

Remove Obstacles Leadership Tips
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Leading Collaboration

• Ricardo Semler, CEO of Semco, believes that all
  people desire to achieve excellence and that
  autocracy dampens peoples creativity and
  motivation.
• - The Seven-Day Weekend

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Leading Collaboration

• Influence Not Authority

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Leading Collaboration

• Keep
• the
• Purpose
• Alive

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Leading Collaboration

• Everyone
• Sees the
• Big Picture

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Leading Collaboration

• Fix
• Processes
• Not
• People

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Leading Collaboration

• No Such Thing
• As
• Constructive
• Criticism

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Collaboration For Quality

• Feedback
• That Honors the Relationship

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Leading Innovation

• Fail Early Fail Fast!

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Project Management
Communicate!

• Focus, Communication, and Expectation Management

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Communication

• Collaborative
• Communication
• Teams Collaborate
• On All Decisions
• And
• Solutions

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Collaboration

• Organizations change in the directionin which
  they inquire.
• Inquire.
• Question.
• Listen.

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Appreciative Inquiry

• Appreciative Inquiry
• Value What Is
• Envision What Can Be
• Discuss Next Steps
• Basic Assumption
• An organization and the people know the
  possibility.
• Fall Forward !

• Problem Solving
• Identify the Problem
• Analyze the Causes
• Plan the Actions
• Basic Assumption
• An organization is a problem to be solved.

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Appreciative Inquiry

Appreciative Orientation
Problem-Solving Orientation
CURRENT STATE
FUTURE
PAST
DISCOVER REALIZE POSSIBILITIES
ANALYZE FILL THE GAP
QUESTIONS
QUESTIONS
Whats Wrong? What Happened? Whos to Blame? How
Do We Fix It?
Whats Working? Wheres the Passion? Whats
Possible? How Do We Achieve It?
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Leading Collaboration

• Free Team to Question, Analyze and Investigate

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Leading Collaboration

• The Opposite of Control is Discovery

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• Create a place where people want to be not have
  to be
• Make sure everyone has what they need to
  succeed.

Great Leadership
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Project Management

• Dependency Management

LeadershipTools
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What About You?

• What is your personal mission and vision?
• What are you passionate about?
• What do you do best?
• How do you define success?
• What do you want to do differently?
• What do you fear?

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Watch Out For

• Crossing the void Why am I doing this?
• The Wall What was I thinking?

• Living with uncertainty
• The tendency to go back to (old) school
• Under stress
• Because its easier
• You know it works

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When Times Get Tough

• Avoid responding to old-school behaviors with
  old-school behaviors
• Build support, networks and resources
• Find a mentor someone whos done this before
• Surviving the transition
• Step back Reflect not React
• Wait somewhere else (dont watch)
• Recall successful risks taken
• Your best survival skills?

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Leadership Models

Strategy
Collaboration
Business Value
Embrace Change
Real Options
Cultivate Innovation
Project Governance
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Projects
Balancing Project Portfolios Doing the Right
Things Right

• Why Projects Are Different

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Project Differences

High
Bulls
Colts
Simple, young projects.
Agility to handle uncertainty
Process definition to cope with complexity
Need agility
Tight Teams
Skunks
Uncertainty
Cows
laissez faire
Complex, mature market
Dogs
Need defined interfaces
Dogs
Low
Low
High
Project Complexity
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Partitioning

Colt Project
Bull Program
Dog Project
Cow Project
Remember Loose Coupling and Strong Cohesion
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Project Management

• Change Management

Change Management
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Project Management

• Quality Management

Decision Tools
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Leadership Models

Strategy
Collaboration
Business Value
Embrace Change
Real Options
Cultivate Innovation
Project Governance
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Definitions
Business Value Models Get More Done by Doing Less
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Business Value Focus

• How to decide
• What projects to pursue
• What features to include
• What practices to follow
• Business Value Focus
• Business Value is impact of project on bottom
  line
• Presented as a model rather than statements
• Inputs become constraints on projects
• Used as measure of success

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Business Value Focus

• Getting More Done by Doing Less!
• Decide which features to deliver based on
  business value delivered
• If providing parity, deliver to industry standard
  and STOP!!!
• Decide what practices/tools to use based on
  business value

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Business Value Models

Purpose
Value Model
Benefits
Business Value
Considerations
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Business Value

• Leadership Role
• Run Business ValueModel often!
• Revisit backlog, prioritize based onBusiness
  Value

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Real Options

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Exercise

• Need to Integrate
• Business Value
• and
• Innovation
• How do we do this?

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Collaboration

• Agile Enterprise

How to Build an Agile Enterprise
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Collaborative Enterprise

• Define
• Business
• Goals
• and
• Objectives

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Collaborative Enterprise

• 2. Teams Develop
• Strategies

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Collaborative Enterprise

• 3. Review
• Strategies
• With Goals
• Inline?

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Collaborative Enterprise

• 4. Teams
• Develop
• Action Plans

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Collaborative Enterprise

• Iterate!
• Every
• Two Weeks,
• Every Month, or
• Every Quarter

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Project Management
Leading Change?

• How Do We Deliver?

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Leading Change

• Evolving Process to Reach Goals
• Celebrate resistance
• Reach pain point
• Figure out what to be, not what not to be
• Take little steps

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Leading Change

• Who are the Right People?
• What do we mean by Business Value?
• How do we recognizewhen we need to correct?
• How do we stand back?

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Build YourAction Plan
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Action Plan

• What do you want to do?
• How can you measure it?
• By when?
• How?
• What obstacles might arrive?
• Can you do anything to deter these obstacles?

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Project Management

• Planning, Tracking, and Correcting

How will you hold yourself and each other
accountable?
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Your Projects

• Build a Project Board
• Project Name
• Project Leader
• Due Date(s)

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Leading Agile Summary

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Summary

• To Unleash
• Innovation
• And Lead Change
• Collaborate

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Leadership Models

Strategy
Collaboration
Business Value
Embrace Change
Real Options
Cultivate Innovation
Project Governance
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Purpose-Based Alignment

High
Innovate
Do We Take This On?
Market Differentiating
Achieve and Maintain Parity
Who Cares?
Low
High
Low
Mission Critical
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Collaboration Model

• Open Environment
• Right People
• Foster Innovation Collaboration Process
• Step Aside

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Collaboration Process

• Agree to Goal
• Brainstorm
• Group
• Prioritize
• Individuals volunteer and by when

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Leadership Model

• The Right Talent
• Trust First!
• Let them tell you what they need to do tobe
  successful
• Stand back!

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Project Differences

High
Bulls
Colts
Simple, young projects.
Agility to handle uncertainty
Process definition to cope with complexity
Need agility
Tight Teams
Skunks
Uncertainty
Cows
laissez faire
Complex, mature market
Dogs
Need defined interfaces
Dogs
Low
Low
High
Project Complexity
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Business Value Models

Purpose
Value Model
Benefits
Business Value
Considerations
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Real Options

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Summary

• Agile Leadership is Collaboration
• Push decisions down Inquire, not tell
• Communicate Transparency
• Remove Boulders Carry water
• Stand Back
• Listen
• Guide through questions

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• Your Questions?

Agile Leadership
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References

• The Seven-Day Weekend, Ricardo Semler
• Good to Great Why Some Companies Make the
• Orbiting the Giant Hairball A Corporate Fool's
  Guide to Surviving with Grace, Gordon MacKenzie
• Organizing Genius, The Secrets of Creative
  Collaboration, Warren Bennis

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Contact

• Pollyanna Pixton
• www.accelinnova.com
• www.evolutionarysystems.net
• www.collaborativeleadership.com
• 1 . 801 . 209 . 0195
• p2_at_ppixton.com