How to render Agile the Top of your pyramid, Engage your Management differently, or How to fail your transformation

1. Agile To the Top
of the Pyramid
Do you really want it ? Can you Live without ?
#AgileToTheTop
#AtBru @AgileBelgium
@LucTaesch
http://www.taesch.com/agiletothetop

2. Introduction

3. Plan
Intention , Problem , Solution, Illustration

4. Agile Transformation?
• Agilify to better live and co-laborate together
• Produce better, in a more intelligent way , new things (learning, together)
• Not just produce faster , more, of the same things (doing, together ,
and even this remains a challenge)
• Agilify an Organization:
• a Trans-formation of individuals , and collectively , of groups , ( and
groups of groups..)
• Not (just) adding abilities, practices or tools
• Trans-Forming, is more about « being » than « having »

5. (My) Observation:
• Today, the « industrial » deployment of agile :
• Does not affect the management layers above the team leader
• And then the system keeps on operating in a « sovietic »
fashion
• Disclaimer : here we do not talk from a Liberated Company
standpoint, deliberately. The concern is more for CAC 40
companies than startups or 10 peoples SME
• However what is developed hereafter is also applicable there,
and also to the other transformations like digital
transformations…

6. (My) Intention:
• 75 % : « Why ». Understanding the problem. This is already a huge step forward
• otherwise, you are doomed to fail again and again, (« more of the same thing ») .
• Managers who tested this approach, said as a realization: « Well, now at least, I
can put words on my feelings… » (Joke in French : Mot-dèle)
• 20 %: « How ». Designing a BluePrint for a possible Solution, (Patterns)
• 5% : Illustrate « what » I did for 2 years with an administration and share some
hints
• I could do 3 sessions just on this « what » topic, or even a 1000 pages book. But it would not be helpful
to understand « why » I did this.; and then to taylor it to your own case. ( this would be cool for my ego,
none the less, but less useful for you :-) . Besides, the original 2h presentation had to be retrofitted in a
1h slot :-).

7. Plan
Intention , Problem , Solution, Illustration

8. ( Understand ) The Problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)

9. Plan
Intention , Problem , Solution, Illustration

10. The Solution :
• What is required so that it works ?
• which levels to reach ?
• How to do it ?
• What is necessary in the Environment to make it
work?
• Comparison of 3 levels of autonomy (more landmarks)

11. Illustration with an example
of deployment of the solution
• Administration of 700 people, Multi sites
• Sessions with the EXCOM, Managers (100+), One
division from the floor to the ceiling
• A Service, with a boss initially no really convinced,
raised its productivity of 18% after a one hour meeting
of auto-organisation (measurement stable across 8
weeks)

12. Plan
Intention , Problem , Solution, Illustration

13. The problem

14. The problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)

15. Understand with the
Dilts pyramide
• One example : a football team
• Another Example : A management Team !

16. What is not useful to work as
a team in this :
• If this is useful, is everything fitting in the same category ?
• (try and put words on the categories.. 3Mn)
need a football
playground
practice dribbling
learn the rules of
the game
Keep the head in
the game
motivate players to
demonstrate
respect and
reliability
recognize what
makes a player
special

17. Level
Identity Mission
Belief/ Values
Permission
/ Motivation
Capability Direction
Behaviors Actions
Environnement Constraints
needafootball
playground
practicedribbling
learntherulesof
thegame
Keeptheheadin
thegame
motivateplayersto
demonstrate
respectand
reliability
recognizewhat
makesaplayer
special
Capacity-ability

18. Level
Identity Mission x
Belief/ Values
Permission
/ Motivation
x x
Capability Direction x x
Behaviors Actions x
Environnement Constraints x
needafootball
playground
practicedribbling
learntherulesof
thegame
Keeptheheadin
thegame
motivateplayersto
demonstrate
respectand
reliability
recognizewhat
makesaplayer
special
Capacity-ability

19. Level
Identity Mission
Belief/ Values
Permission
/ Motivation
Capability Direction
Behaviors Actions
Environnement Constraints
needanoffice
space
practicekeyboard
typing
learnthe
processes
Keeptheheadin
thegame
motivate
collaboratorsto
demonstraterespect
andreliability
recognizewhat
makesacollaborator
special
Capacity-ability

20. Level
Identity Mission x
Belief/ Values
Permission
/ Motivation
x x
Capability Direction x x
Behaviors Actions x
Environnement Constraints x
needanoffice
space
practicekeyboard
typing
learnthe
processes
Keeptheheadin
thegame
motivate
collaboratorsto
demonstraterespect
andreliability
recognizewhat
makesacollaborator
special
Capacity-ability

21. Landmarks
• Bateson : levels of learnings
• Dilts : Logical levels of thinking
• Spine : Needs, Beliefs and Values, Principles,
Practices, Tools

22. Level Bateson
Vision Trans-Mission
Level 4 Learning: a full community changes
its identity, its mission
(ecosyste
me)
Identity Mission
Level 3 Learning: new beliefs <-> new
identities
besoins
Belief/ Values
Permission /
Motivation
Level 2 Learning: new beliefs, (enable ->)
(require <-) new capabilities
croyance-
valeur
Capability Direction
Level 1 Learning:
new behaviors -> new (cap)abilities
principes
Behaviors Actions Level 0: reflex pratiques
Environnement Constraints Outils
Trans-
Formation

23. Level Question
Role of the
Coach
Spine
Vision Trans-Mission
What I
(fore)see
for who, for
what
awakener (ecosystem)
Identity Mission what I am who sponsor needs
Belief/ Values
Permission /
Motivation
what I
believe
why mentor
believes/
values
Capability Direction
what I am
capable of
how, how
much
teacher principles
Behaviors Actions what I do what
coach
(performative)
pratices
Environnement Constraints
what
surrounds
me
where, when
, with what
guardian,
guide
Tools
culture

24. Level Question
Role of the
Coach
Spine
Vision Trans-Mission
What I
(fore)see
for who, for
what
awakener (ecosystem)
Identity Mission what I am who sponsor needs
Belief/ Values
Permission /
Motivation
what I
believe
why mentor
believes/
values
Capability Direction
what I am
capable of
how, how
much
teacher principles
Behaviors Actions what I do what
coach
(performative)
pratices
Environnement Constraints
what
surrounds
me
where, when
, with what
guardian,
guide
Tools
Mastery)
[Pink]
Autonomy
[Pink]
Purpose)
[Pink]

25. The problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)

26. Model the management
• Three levels : proximity, operational, stratégic
• Definition
• Model

27. Level Team Leader Mid-Manager ExCom
Proximity
Manager
Operational
Manager
Strategic
Manager
Coordinate,
Attribute the work
Set Objectives,
Coordinate efforts
to reach them
Elaboratee a vision,
a strategy
I am a
coordinator
I am a planner
(visionary) +(planner ,
guardian)
Identity Mission
Belief/ Values
Permission /
Motivation
Capability Direction
Behaviors Actions
Environnement Constraints

28. Level Team Leader Mid-Manager ExCom
Proximity
Manager
Operational
Manager
Strategic
Manager
Coordinate,
Attribute the work
Set Objectives,
Coordinate efforts
to reach them
Elaboratee a vision,
a strategy
I am a
coordinator
I am a planner
(visionary) +(planner ,
guardian)
Identity Mission x
Belief/ Values
Permission /
Motivation
Capability Direction x
Behaviors Actions x
Environnement Constraints

29. Observe
• How levels are spread on functions
• The gap at belief/value level
• Who is in charge ? HR ? Chief Manipulation Officer ?
• Does it matter ?

30. Can you transform without
changing ?
• belief , culture , identity, mission
• Einstein : « Problems cannot be solved with the same
mind set that created them. »
• Watzlawick : « more of the same thing » versus
« doing differently ». (« thinking out of the box »)
• Or -> And at the same time.. (polarity management).

31. A reorganiation what does it
looks like ?
• what happens every other year in an organization ?
• is it a transformation ?

32. Level Team Leader Mid-Manager ExCom
(REORG !)
Proximity
Manager
Operational
Manager
Strategic
Manager
Coordinate,
Attribute the work
Set Objectives,
Coordinate efforts
to reach them
Elaboratee a vision,
a strategy
I am a
coordinator
I am a planner
(visionary) +(planner ,
guardian)
Identity Mission x
Belief/ Values
Permission /
Motivation
(x) (x)
Capability Direction (x) x
Behaviors Actions x
Environnement Constraints

33. The problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)

34. Level AGILE
Identity Mission
Belief/
Values
Permission /
Motivation
Capability Direction (x)
Behaviors Actions x
Environnement Constraints x
Practices
Training

35. Model Agile Deployment,
today
• scrum training: which levels are touched ?
• practices and training = behavior and cognitive
abilities.
• recrutement : could you please deliver a pallet of
coach/scrumasters, and by tomorrow?
Level 1
Learning
[Bateson]

36. Level
Team
Leader
Mid-
Manager
ExCom AGILE
(REORG !)
Proximity
Manager
Operational
Manager
Strategic
Manager
Coordinate,
Attribute the
work
Set
Objectives,
Coordinate
efforts to
reach them
Elaboratee a
vision,
a strategy
I am a
coordinator
I am a planner
(visionary) +
(planner ,
guardian)
Identity Mission x
Belief/
Values
Permission /
Motivation
Capability Direction x (x)
Behaviors Actions x x
Environnem
ent
Constraints x
Learning:
Level 1
Trans-
Formation
Level 3…

37. See the gap
• Which levels are touched by agile deployment today ?
• Which levels are not touched ?
• Which level of management can NEVER be impacted ?
• And then, can the system be changed ? trans-
formed ?

38. Take-away
• Agile deployment as of today do not tranform the management chain
• So what ?
• Awareness, and a Shift are NECESSARY . high enough in the pyramid, in order
to :
• Authorise to affect the beliefs and valeurs ( otherwise no change occurs)
(Permission)
• Create a safe space to experiment ( otherwise triggers reactivity and
resistance) (Structure)
• See, Under-stand, Welcome, Participate to what happens (Motivation)
• Give time and space to INTEGRATE the changes (Mature, shifts at identity &
culture level)

39. Aim for the right level
• Technically , a Trans-formation is a Level 3 (4)
Learning, not 1 ( Bateson).
• It is about changing a system. consciously.
• Not just adopting fancy stances.
• or adding some tools to go faster ( in the wall) .

40. Plan
Intention , Problem , Solution, Illustration

41. Sketching the solution

42. What would the solution look
like :
• What needs to be done to make it work ?
• Which level to aim for ?
• How to do it ?
• Which Environment is necessary ?
• Let’s compare 3 levels of autonomy (to set landmarks)

43. Let’s compare 3 levels of
autonomy
• Set Landmarks for autonomy development
• Autonomisation of a team
• Agilification of a team
• Product Innovation- Design Thinking

44. Group activities
• Can be Slotted in 4 categories. A Normal « Meeting » is a messy melting pot of these…
• (Information)
• Coordination : who does what ?
• Task T needs be done, who can do this ?
• Decision T1/ T2 : we need to decide on …
• In the (existing) frame : John is ill today, he was on call today, Paul got the same skilleset,
Paul takes over
• Outside the Frame: John is ill today, he was on call today, Nobody got the same skillset,
Lets try and put Paul & Arthur in tandem (as both have part of the skill set)
• Investigation : Wow, I have no clues how to …
• we need to decide on framework X vs Y, who can share opinions? , and how can we
decide ? experiment maybe ?

45. Level Coordination T1 Decision T2 Decision Investigation
Production
Identity Mission
Belief/ Values
Permission /
Motivation
Capability Direction (x)
Behaviors Actions x
Environnement Constraints (x)

46. Level Coordination T1 Decision T2 Decision Investigation
Production Agile Agile
Identity Mission
Belief/ Values
Permission /
Motivation
(x)
Capability Direction (x) (x) x
Behaviors Actions x x
Environnement Constraints (x) x
in the box
(pre agreed frame) out of the box:
OMG ! FEAR !
Decision Technique:
Authoritative ->
Consensus ->
Consent

47. Level Coordination T1 Decision T2 Decision Investigation
Production Agile Agile
Product
Innovation
Design Thinking
Identity Mission x
Belief/ Values
Permission /
Motivation
(x) x
Capability Direction (x) (x) x x
Behaviors Actions x x x
Environnement Constraints (x) x x

48. Walk like an Egyptian
• Imagine a team that « mutated » its value systems.
How welcomed will it be back in the pyramid ?

49. What would the solution look
like :
• What needs to be done to make it work ?
• Which level to aim for ?
• How to do it ?
• Which Environment is necessary ?
• Let’s compare 3 levels of autonomy (to set landmarks)

50. What needs to be done to
make it happen ?
• « Authorised » beliefs and behaviors
• Perception of danger : behavior of avoidance ( freeze) , fleeing,
fight
• Safety : Play, exploration
• Which one favors development ? evolution ?
• Let’s be clear in which space we stand ..
• What happens with ambiguity ? -> put your cards on the table !
• Values: motivate to dare doing what was forbidden before !

51. To change a belief, a value:
give me a reason, a motivation, … and the
autorisation
• I desire it, I can do it, I know how to do it:
• Authorize it, Value it, ...
• and spot the contradictions as they raise … :
Tensions
• beliefs : from assets to commodities

52. What would the solution look
like :
• What needs to be done to make it happen ?
• Which level to aim for ?
• How to do it ?
• Which Environment is necessary ?
• Let’s compare 3 levels of autonomy (to set landmarks)

53. What would the solution look
like :
• What needs to be done to make it happen : create a safe space to
permit changes,
• (and spot contradictions with « execution », as they araise)
• Which level to aim for ? Beliefs and Values / Identity & Mission : Culture
• How to proceed : raise autonomy, by stages ( visualize and measure),
(and keep on breathing (ventilate) during integration period ! )
• The Environment : create a (virtual) safe space to foster
experimentation, ( and still, run the prod ! )
• Climb the 3 levels of Autonomy, by stages : Coordination, Decision (T1,
T2) , Investigation

54. Plan
Intention , Problem , Solution, Illustration

55. Illustration via one example
of deployment of the solution

57. spot beliefs
and theirs tensions

58. See the valeurs and their structural tensions
Differentiate
the difficulties,
and their strategies of resolution

59. Perplex when facing the complex…

60. Complex cannot be « solved » …
It has to be « navigated »…

61. Distinguish and Clarify where we stand

62. Put the cards on the table
Activité
Faire
Coordonner
Décider
Attitude
Activité
Faire
Intention
Décider
Attitude
Réflexion, Inspiration
Décision hors cadre
Décision en groupe, collaborative
Adapter le cadre Créer le cadre
Faire sens à partir de la réalité
Expérimentation, Itération Voir le cadre
Clarifier l’Intention
Clarification Vision
Expression Authentique Ecoute Empathique
Ensemble
Ensemble
On est pas sur de savoir
Soutien Equivalence Confiance
Respect
Besoin de clarté Ambiguité
Chercher comment
Chercher ensemble
Coopération
Non directif (<> laisser aller)
Inconfort
Apprendre (ensemble)
Autonomisation (<> indépendance)
Structurer l’influence
Permission implicite
Exécution
Besoin de
Clarté
Vue large
focus
Action,
Réalisation
Dire,
Savoir
Faire Sens
@LucTaeschV 2.3@LucTaesch
Décision dans le cadre
Demande d’action
On sait ce qu on fait, on l’a déjà fait
Répétitif
Production , Optimisation
Exécution
Information (sur l’activité)
Coordination
Consigne claire
On sait comment faire, avec qui , on à déjà fait çà
On a déjà travaillé ensemble
Seul Dans le cadre On sait réussir du premier coup
Commander, controler Demande d’Authorisation
Hiérarchique, sachant
Dire Comment, Directif, Prescriptif
Zone de confort Conformance
Compétition Refuser l infuence
Défense du territoire
Demande de status
Information (sur le système)
Amélioration, Innovation
bottomupmodel.wordpress.com
Emergence

63. Going Further:

64. Links and References
• Laloux
• (self organizing teams)
• Dilts x Ardoino
• Meetup Psychologie cognitive et changement
• BottomupModel.Wordpress.com
• Watzlawick
• Non Directivity
• fixed vs growth
• Neuroscience : ANC
• Liberating Structures