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Editor's Notes

• #3: LONG DELIVERYTECHNOLOGY and BUSINESS SILOSENGAGEMENT of our PEOPLE - GALLUPPEOPLE are LEAVING
• #4: >> CONTEXT – BONES (APPRECIATE/BLANK/MIN FW/SOCIAL)>> FOUNDATION – MUSCLES (EXPERIENCE/PILOTS/GROW/DISCOVER/RENEW)>> EVOLUTION – SKIN (OVERSIGHT/LEADERS/COMMUNITIES) SUSTAINMINIMAL/HOLISTIC/EVOLVING WITH THE ENTBALANCE PEOPLE and RESULTS>> BODIES OF KNOWLEDGEThe approach emphasizes a Natural perspective in that it is rooted in Sociality & Human Nature and relies onHuman Leadership, including:Tribal Leadership and its appreciation of natural groups.WE-Centric Leadership and its appreciation of vital instincts.The Art of War (“the coaching manual” as Taking Whole and The Sage Commander) and its appreciation of the nature of conflict.And other bodies of knowledge based on the context of the enterprise.
• #5: TRANSFORMATION TEAM STORIESWHY? MOST TRANSFORMATIONS MISSHOW? PULL IN MULTIPLE BODIES OF WORKLEAN STARTUP STORYNOT LOOKING FOR PERFECT – JUST ENOUGH TO TRYSOCIALIZE – NOT IN ISOLATION
• #6: ONE MONTH IN PHASE ONESTART TRYING IT OUTTHE START OF A LEARNING ORGRENEW – TOUGH DECISIONSSHIFT FROM PROJ TO PRODSHIFT FROM MATRIXED ORG TO DED TEAMSPILOTS We scanned our existing inventory of projects and found 3 to start pilots with the new framework and this quickly moved to 7. We elaborated the framework based on the results and feedback of the pilots. At this point, you could feel the momentum shift as people started asking “why can’t we do Agile?” RE-ORGANIZATION Once we had the elaborated the framework to some level of completeness, we re-organized into 9 dedicated product development teams. A discovery core team consisting of a product owner, architect, and interaction designer.This is the WHAT? – We had the why we are doing things – our values and principles. We had the how we will be doing things – our framework. What will our new teams be working on? Our products.
• #7: SELF-ORGANIZING/ACCOUNTABLE TEAMSWHERE DOES LEADERSHIP FIT? ALIGN WITH STRATEGYPOWER OF COMMUNITYCONTINUE THE FEEDBACK LOOPOVERSIGHT Oversight is a group of leaders – primarily director level for each role in the framework – and this team that brings the strategic and holistic view into all of our product teams. COMMUNITIES OF PRACTICE We have also handed off the ownership of the framework from the transformation team to the communities of practice. Communities of practice are all role-based that span all of the product teams and are responsible for the specific work products and activities for their role. The communities of practices are now the one continuing the framework evolution process.
• #8: AGILE ECO SYSTEMMASTERYMEMBERSHIPMEANINGBUILD IN NATURAL FEEDBACK LOOPS
• #9: DETAILED VIEW OF THE FEEDBACK LOOPIN PRACTICEMANAGERS
• #10: AN EXAMPLE OF AN AGILE FRAMEWORKPRODUCT OWNER / DISCOVERY TEAM STORY
• #11: How leaders engage in an Agile organization…a simplistic model.WE HAD A SCRIPT – SCRUM GUIDELEADERSHIP LEVELS / TIME SCALEVISION – The biggest gap in leadership today. We want to be explicit here because they will fill any time-vacuum with short-term involvement.PLANNING – Collaboration is intentionally designed. Cross-function collaboration becomes a part of the DNA. TECHNICAL/ARCHITECTURAL planning, PEOPLE planning, Building incredible teams, holding teams accountable to Agile values and principles. STORY – Product Owner, Architect, Designer – collaboration designed into the fabric of the teamsDELIVER – Our Agile teams, delivering frequent valueBIG IMPEDIMENTS – Most big impediments are due to poor planning.ENCOURAGE – Become an epic encourager. Shift from getting involved day to day.SUPPORT – the planning. Budgeting, clarification on the vision, decision-making.PREPARE – Product roadmapping – work through dependencies with other teams – program management lies between PLAN and PREPARELEARN – Everything there is to know about our customers/users – LEAN STARTUP principles – Determining experiments to see where “the world” is headedPARTNER - Brings what is being learned up and where we are headed down. Visioning is not done in a vacuum. NOTICE WHERE THE ARROWS ARE…THIS IS WHERE WE NEED CONNECTION…THIS IS WHERE WE NEED REAL ENGAGEMENT
• #12: CERTAINTY (just enough) – OFF THE CHARTOBSERVER>SHIFT Hold on to the pastENCOURAGER – “Explore.(STORY - MEETINGS) – Hold on to the pastSKEPTICAL – “Resist” – DIRECTOR TESTCOMMITTED–”Active Engaged” What can I do for the teams? What does an Agile Organization need from me? The same shift in values you (the teams) are experiencing, I am experiencing as well.
• #13: Be brave. Be passionate about change.Change will not happen through inactivity – there must be movement.Not sure where to start, just start with what is around you.POTENTIAL CLIENT STORY