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Evolving the Agile Organization / Organizational Design and Culture -…

- - - - but any significant change to the way business is actually conducted cannot be expected to happen
    - - Broad decisions are made at the top. The details are left to middle-management layers to sort out, oversee, and implement
      - Progress will be gauged not through empirical evidence, but through the reports
      - the people can't self-organize because the culture for doing so hasn't arisen yet
      - People may see a need for change, and genuinely want it, but they rarely want to change
      - Eventually it may land at the feet of an agile coach...someone whom few can spare time for
    - - It can be seen as the state of doing agile without being agile
    - - The consequence of weak executive sponsorship is a piecemeal approach to change. Some change may occur in isolated pockets for brief periods, but the critical mass for enterprise transformation will never be gained
    - - A well-communicated sense of urgency is arguably the purest expression of good agile sponsorship.
    - - It can only really come from the very top.
    - - people want change, but they don't want to change
      - Senior executives must therefore be genuine in their desire to bring about agile change
    - - It's about learning to build the right thing at the right time.
      - Executives can be suckered into assuming a "faster-and-cheaper"
    - - teams do in fact have all of the skills needed to create a truly "Done" increment, including all testing, documentation, and handover or support capabilities which might be needed
      - controlling risk, and minimizing the accrual of technical debt
    - - Tactical coaching
        
        It's about helping people to understand and master agile practice in the field.
      - Operational coaching
        
        people may need to be coached to perform their agile roles at an operational level.
      - Strategic coaching
        
        strategic vision for enterprise agile transformation
    - - Sponsorship for agile change, unfortunately, very often proves to be the Achilles' heel of a transformation scheme. Part of the problem lies in a delegation culture and in assuming that the challenge is essentially a technical one
      - pro-active sponsorship which is needed to achieve it
    - - Are you prepared to leave your desk, to wean yourself off reports, and to see for yourself what is really happening in your company? Are you willing to make agile transformation your top priority? Do you really want enterprise change, and not some sort of bolt-on capability which you think delegates ought to handle? Are you willing to challenge, and be challenged on, the very idea of what value means to the organization? Do you see the importance of flow, and the futility of making projections without empirical evidence?
      - agile transformation is a harsh mirror. If you don't want to know how ugly you are, don't look in.
- - - - no one is going to tell their grandchildren that they helped improve investor returns.
      - the are motivating and inspiring
    - - Agile leaders also help teams progress in their maturity. Agility is not binary, and there are predictable stages that teams go through as they improve their ability to learn and improve
      - Leaders create a supportive environment in which teams can progress, they provide coaches and exposure to peers who can help the teams learn, and they commit themselves to improving their own abilities in parallel
    - - The most important thing agile leaders do is to foster a culture that supports empiricism and learning, and that is constantly seeking better customer outcomes and better ways of achieving those outcomes
      - The challenge for leaders is that they can’t dictate the culture; they can only create the right conditions for it to emerge
      - Some of my colleagues like to use a “gardener” metaphor: if you’ve ever had a garden, you know that you can’t make anything grow. You can create the right conditions with the right amount of water (but not too much), and enough sun (but not too much). You can remove other plants that might compete with the ones you want to grow, and you can protect the plants from predation.