Learn how to build an agile culture by using dedicated leadership and change management to reduce resistance, increase engagement and achieve sustainable adoption.

1. #project #process #change
The next level of agility conference
Merissa Madani, Senior Consultant
Gunnar Jaschik, Senior Consultant
next level consulting APAC · 8 Eu Tong Sen Street #14-94 · Singapore 059818
www.nextlevelconsulting.com/en · office-singapore@nextlevelconsulting.com · +65 3159 1491
27 March 2019, Singapore
Building an Agile Culture

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Space Race
Dynamic Market Place Competition Strategy & Direction Mission Control Specific Environment Create Team
Short fall of Culture Leadership / Ownership
Philosophy
Tough “we are forever accountable
for what we do or what we fail to do”
Competent ”we will never take
anything for granted”
Feeling of Reverence Team Engagement
Rituals
- Pre-flight motivational speech
- Mission control lock down
- Everyone verify Go/No Go
- Abort protocol in place
- Everyone verify Stay/No Stay
- Celebrate success
Today
Mission Control still uses the Apollo era
Philosophy
“Tough and Competent” is the price of
admission to Mission Control
Goals: Crew Safety, Vehicle Safety and
Mission Success
Switching of Mission Sense of Pride
Changed
Attitude

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Various Categories Used to Described Culture
Observed Behaviour Customs & Traditions: language used, rituals they employ in various situations
Group Norms Implicit standards and values that evolve in working groups
Espoused Values Articulated, publicly announced principles and values that the group claims to achieve
Formal Philosophy Broad principle and ideological principles that guide a group’s action
Rules of the Game Implicit, unwritten rules for getting along in the organization – “the way we do things around here”
Climate Feeling that is conveyed in a group by the physical layout and the way in which members of the
organization interact
Embedded Skills Competencies displayed by group members in accomplishing certain tasks
Habits of Thinking, Mental
Models & Linguistic Paradigms
Shared cognitive frames that guide: thought, perception, language used by members of a group
and taught to new members in the early socialization process
Shared Meanings Emergent understandings created by group members as they interact with each other
Root Metaphors or Integrating
Symbols
Ways in which group evolve to characterize themselves, which may or may not be appreciated
consciously but become embedded in buildings, office layout, and other material artifacts of the
group
Formal Rituals & Celebrations Ways in which group group celebrates key events that reflect important values or ”passages” by
members

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What is Culture?
Culture
Shared Beliefs
Common Attitudes
…. the collective programming of the mind that distinguishing the members of a group ….
from others. (Gert Hofstede)
A pattern of shared basic assumptions learned by a group as it solved its problems
of external adaptation and internal integration (…) A product of joint learning. (Edgar Schein)

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Agile Culture
Mission Control
What elements made Mission
Control an Agile Culture?
People: Building blocks of teams
... Common Characteristics of Agile Team Members
People: Bring individual traits and experiences
People: Shape the culture bottom-up

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The Ideal Agile Team-Member

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Behaviours and Attitudes We Regularly Observe in
the Real World

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How to Overcome Resistance to Change and Help
Employees Be Successful in an Agile Environment?
Some Reasons for Resistance Ways to Support
Lack of Agile Knowledge and Understanding
Fear of Failure / Anxiety to become Obsolete
Unclear Vision / Reason for Agile
Lack of Leadership Support / Commitment
Bad Prior Experiences with Agile
Provide training on various levels across the organization.
Create common understanding & language. Nominate Champions
Listen to concerns and co-create a plan to help employees
understand WIIFM. Coaching & Mentoring
Clear communication on why Agile. Inspiring vision and transparency
around approach and expectations for each employee.
Ensure full leadership commitment wrt goals and approach prior
to launching any transformation.
Carefully choose pilot projects and ensure professional
project leadership. Invite participation across the board.
Personal Preferences / Agenda Listen, but be clear about the direction and firm about expectations.
Lack of Trust in Management and Co-Workers
Management to create a safe environment and act as role model for
preferred Agile behaviours.

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Agile Culture?
… organization’s ability to learn, and translate that learning into action rapidly ……
(Jack Welch)
Culture and leadership two sides of the same coin, leadership creates and changes culture
…..(Edgar Schein)
 Progress is working software
 Constant pace
 Excellence & good design
 Simplicity
 Self-organizing teams
 Continuous improvement
12 Principles:
 Satisfy the customer
 Welcome changes
 Deliver frequently
 Collaboration
 Trust, support & motivation
 Face-to-face communication
Mindset:
 Transparency
 Collaboration
 Trust
 Learning
Based on the Agile Manifesto
Beliefs Attitudes

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page 10
next level consulting – get
connected
www.nextlevelconsulting.com office.singapore@nextlevelconsulting.com

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