Agile, Culture & Change

copyright Joseph Little 2017
Culture & Agile & Change v.11
Agile Carolinas

October 2017

Joseph Little

LeanAgileTraining.com
1

Note
• This slide deck is evolving. It started many years ago. It includes
“everything” I have put together on “change” so far. I never discuss all of it in
one setting.

• Version 11 is a major re-write.
2

Introduction
3

The Show by Lenka
• A bit of a theme to start.

• https://play.google.com/music/preview/Tjvoz7m4qsa2w66gvg3vm4nnajq?
lyrics=1&utm_source=google&utm_medium=search&utm_campaign=lyrics&p
campaignid=kp-lyrics

• It connects to one of the slides at the end. A baseball reference.
4

What is it?
• First: The whole world needs changing

• Specifically: Better and more agile (Scrum) can help A LOT in a lot of
situations

• You (you) can make a huge difference in lots of peoples’ lives. Yourself (your
family), your team, your customers.

• Change is not happening fast enough. In the right direction.

• We can learn to make change happen faster.

• Nothing is in our complete control. Everything can be influenced eventually.
5

More speciﬁcally
• We are not ﬁxing impediments fast enough

• What is an impediment?
• Anything that’s slowing down the Team. Or making it less happy. Or
keeping it from maximizing delivery of BV quickly to the customer.

• Example impediment groups:

• Not doing all of Scrum

• Not adding the right things to Scrum (eg, XP)

• Distractions or disruptions of any sort

• Things the Team needs to learn and do better

• Things outside the Team that impede them
6

YOU CAN DO IT!
• That’s the most important thing I will say tonight.

• YOU CAN.

• Where there is a will, there is a way.

• “If you want to change the world, make your bed.” Adm. McRaven

• “Little things are big.”
7

Some quotes
• “If you want to change the world, start oﬀ by making your bed.” Adm.
McRaven

• “If you don’t change things, nothing’s gonna change.” J. Little

• “Change is the only constant.” Heraclitus

• “The future ain’t what it used to be.” Y. Berra

• “Could you please get those morons out of the road!”

• “Culture eats Strategy for Breakfast” P. Drucker
8

A ripple
9

10 pieces of advice
1. Do something and learn

2. Just do Scrum (more) and learn

3. Get a (better) impediment list

4. Use the Retrospective better

5. Show up (daily)

6. Use the FearLess Change patterns (48)

7. Use John Kotter’s advice (8 steps)

8. Use Adm. McRaven’s advice (10)

9. Use Taiichi Ohno’s advice

10.Take comfort and support from your friends
10

A word of sympathy
• I am sympathetic

• It is hard, there are set-backs, we do get bruised

• It is even a bit dangerous (“A dead ScrumMaster is a useless ScrumMaster”)

• But Now: “Once more unto the breach, dear friends, once more; 
Or close the wall up with our English dead! 
In peace there's nothing so becomes a man 
As modest stillness and humility: 
But when the blast of war blows in our ears, 
Then imitate the action of the tiger.” Henry V
11

Where is change happening?
• At all levels.

• In a large corporation we could talk about 4 levels easily

1. Team level (“inside” the Team)

2. Around the Team

3. In a department (this typically would include a bunch of Teams)

4. Enterprise-wide change - Yikes!!

• Many things we will talk about will have impact at more than one level.
Possibly all 4 levels.
12

Agenda
• More about the problem

• Discuss “10 Pieces of Advice”

• Some questions to you

• Closing
13

Goethe’s Advice
• “Everything’s impossible until it becomes easy.”
14

More about the problem
• It is not just about Culture

• We can ﬁx small problems of all sorts that have minimal relationship to
“culture”.

• But changing the culture is always involved. Eventually.

• Either our own culture (eg, within the Team) or the broader culture (eg, in
the division or enterprise).
15

Version One - Survey 10 (2015)
16

Here’s the test question I will ask later — !!!
• What one thing do you want to act on immediately?

• I think we will give you LOTS of options to choose from….

• BE READY.
17

Introductory Slides
18

About Joe Little
• An Agile Coach, a CST (Scrum Trainer) [CSM, CSPO, CSP], MBA.

• More business-oriented than most agile guys. More into Lean and Business
Value Engineering. Co-trained 8 times with Jeﬀ Sutherland.

• Find me at:

• LeanAgileTraining.com

• http://www.linkedin.com/in/joelittle

• Blog: http://www.leanagiletraining.com/blog/

• Twitter: jhlittle

• jhlittle@kittyhawkconsulting.com
19

Less avoidable.
• YOU CAN

• …if you will.
20

“What are you prepared to do?”
[Malone and Ness talking about how to bring down Capone.]
Malone: You said you wanted to know how to get Capone. [Ness nods] Do
you really want to get him? [pause] You see what I'm saying? What are you
prepared to do?
Ness: Everything within the law.
Malone: And then what are you prepared to do? If you open the ball on these
people, Mr. Ness, you must be prepared to go all the way. Because they won't
give up the ﬁght until one of you is dead.
Ness: I want to get Capone. I don't know how to get him.
Malone: You want to get Capone? Here's how you get him. He pulls a knife,
you pull a gun. He sends one of yours to the hospital, you send one of his to
the morgue! That's the Chicago way, and that's how you get Capone! Now,
do you want to do that? Are you ready to do that? I'm making you a deal. Do
you want this deal?
Ness: I have sworn to put this man away with any and all legal means at my
disposal, and I will do so.
Malone: Well, the Lord hates a coward. [pause] Do you know what a blood
oath is, Mr. Ness? [They are shaking hands.]
Ness: Yes.
Malone: Good, 'cause you just took one.
21

A ‘useful’ slide deck
• Because I don’t trust pretty slide decks. So, I made this one useful (to me at
least).

• “We’re talking here!”

• What I have learned so far....

• But jam packed with friends. And resources.

• “Go conﬁdently in the direction of your dreams.” H.D. Thoreau
22

Some facts & the Nutshell
23

copyright Joseph Little 2017 24

The nutshell
• Summary of key ideas

• Some basics (Kotter)

• Why is it hard?

• My suggestions

• Some friends and guides (Satir, Vodde & Hofstede, Pink, Manns & Rising,
Denning, Apello, Kotter, Gat, Ohno, Drucker, Takeuchi, Nonaka, Mezick)

• Some fun quotes (useful?)

• A question. And your questions (and some responses)

• You can do it! (a pat on the back) Vaya con Dios!

25

Friends & Guides
• Virginia Satir

• Vodde & Hofstede

• Daniel Pink

• Mary Lynn Manns & Linda Rising

• Stephen Denning

• Jurgen Apello

• John Kotter

• Israel Gat

• Taiichi Ohno

• Peter Drucker

• Takeuchi & Nonaka

• Daniel Mezick
26

Section One
27

My dream
• “Man is born free, and everywhere he is in chains. ”

• Jean-Jacques Rousseau. The Social Contract.

• “I saw the angel in the marble and carved until I set her free.” Michelangelo

• But: You must dream your own dream.

• Second sentence (J-J R): “Those who think themselves the masters of others
are indeed greater slaves than they.”
28

How much better?
• We know that most teams can become 5x better. Probably 5x to 10x.

• And some more. And some dysfunctional.

• How better?

• More fun

• More pride

• More velocity

• More business value

• High quality

29

The Problem (practical & concrete)
Take one relatively small group

& get them to understand & do

Lean-Agile-Scrum better
30

The real problem
Can you stand to live with….

STUPID

any more?

NO!

So with patience you must teach your small part of the world to be smarter.
31

The Summary
1. It is possible to 'work hard' at changing the culture and get nowhere.

2. It is easy to change the culture a little bit.

3. Change will happen; your only job is to inﬂuence it. And you can.

4. Actions speak louder than words.

5. "Become the change you want to see in the world." (Gandhi)

6. "Love your enemies. Do good to those who hate you."

7. "When in doubt tell the truth. It will confound your enemies and
astound your friends." Mark Twain

8. "Just dance." Lady Gaga. Ride the wave.

32

Just Dance
Red One
Konvict
Gaga (oh, yeah)
I've had a little bit too much, much
All of the people start to rush.
Start to rush by.
A dizzy twister dance
Can't ﬁnd my drink or man.
Where are my keys, I lost my phone.
What's going on on the ﬂoor?
I love this record baby, but I can't see straight anymore.
Keep it cool what's the name of this club?
I can't remember but it's alright, I'm alright.
[Chorus:]
Just dance. Gonna be okay.
Da-doo-doo-doo
Just dance. Spin that record babe.
Da-doo-doo-doo
Just dance. Gonna be okay.
Duh-duh-duh-duh
Dance. Dance. Dance. Just dance.
33

For Peter
• After the TriAgile session (2014), I had a conversation with Peter. This is my
summary of what I learned (not exactly what he said).

• Get over yourself.
• Accept that people are free, and that you can’t force them to change.
• Accept that change will happen. (It is not hopeless or impossible.)
• Accept that you can inﬂuence ‘them.’ (A bit scary.) And the only question is
how much and how fast.
34

Is change hard?
• Well, sooner or later, you will find that change is hard.

• It may, in fact, ‘kill’ you. (You might get fired from one company.)

• But, when you are victorious, you will be the more satisfied that you have
fought the right fight against tough odds. And you won.

• Nothing worth having comes easily.

• You may wish to say: “I am a wetware re-programmer.” But people are not so
logical. Even Sheldon.
35

King Canute and the waves
36

Why is this culture thing so hard?
• We don’t know what we are talking about.

• We don’t know what to do.

• Our expectations for speed of success are unrealistic.

• We don’t describe success well.

• It is big. And feels amorphous.

• It’s an instinctive / emotional  
thing more than a rational thing.
37

There is no magic.
• Not in 1215 (Magna Carta)

• Not in 1776 (or 1781) — the Declaration of Independence (the Battle of
Yorktown)

• Not on June 6, 1944 (D-Day)

• Not in 1989 (the fall of the Iron Curtain)

• But ‘impossible’ things happen daily.

• Note to self: These good events involved multiple people.
38

CHANGING CULTURE
39

Some basics - 1
• Culture deﬁned. “Culture consists of group norms of behavior and the
underlying shared [tacit] values that help keep those norms in place.” Ex:
9am.

• Culture starts where? “It usually comes from the founders of the group. For
whatever reason, they value certain things and behave in ways that seem to
help the group succeed. Success is key. So it seeps into the group’s DNA.”

• How to change? “A powerful person at the top, or a large enough group from
anywhere in the organization, decides the old ways are not working…….…”

• http://www.forbes.com/sites/johnkotter/2012/09/27/the-key-to-changing-
organizational-culture/

• “Everything changes, nothing remains the same.” Buddha, ~2000 years ago.
41

Some basics - 2
“A powerful person at the top, or a large enough group
from anywhere in the organization, decides the old ways
are not working, ﬁgures out a change vision, starts
acting differently, and enlists others to act differently. If
the new actions produce better results, if the results are
communicated and celebrated, and if they are not killed
off by the old culture ﬁghting its rear-guard action, new
norms will form and new shared values will grow.”
John Kotter (same article)
42

What do we want to change, really?
• Change Thinking. Why? So that they will decide and act diﬀerently on small
matters.

• Change Actions (behavior). That ‘they’ will allow agile (the big parts of it) to
happen?

• It feels:

• Impossible

• Lonely

• Endless
43

Poll - Is change happening fast enough?
44

How much better?
• We know that most teams can become 5x better. Probably 5x to 10x.

• And some teams more. And some teams dysfunctional.

• How better?

• More fun

• More pride

• More velocity

• More business value

• High quality

• Fewer hours

45

What is your dream?
• Poll
46

My dream today
• That we notably change the Charlotte area, so that it becomes one of the 3
key innovation centers in the US.

• This means Agile/Scrum teams that are 5x-10x better.

• More fun

• More BV faster

• No overtime (sustainable pace)

• Higher quality

• More innovation

• More productivity (velocity)
47

The ﬁrst 5 pieces
1. Do something and learn

2. Just do Scrum (more) and learn

3. Get a (better) impediment list

4. Use the Retrospective better

5. Show up (daily)
48

#1 - Do something and Learn
1. You really do know something to do. You did before tonight.

2. Do THAT!

3. Then learn from that.

“You miss 100% of the shots you never take.” Gretzky

4. Learn how to be ‘good’ at change. A Change Agent. It’s a bunch of skill
sets.
49

#2 - Just do more Scrum and learn
1. The cycles of basic Scrum force them to see the truth.

2. You almost can’t help but have some success — success gives you more
inﬂuence.

3. If you put “stupid” in the face of someone long enough, almost anyone will
eventually do the right thing, and ﬁx it.

4. Add a bit more of “real Scrum” (or other things) each time. Don’t ask for
permission - just do it. This will help. Cf. article by Mark Striebeck
50

#3 - Get a (better) Impediment List
1. Make sure every Team has an impediment list.

2. See ScrumPLOP: https://sites.google.com/a/scrumplop.org/published-
patterns/retrospective-pattern-language/impediment-list

3. Anything that reduces the speed of success (complete success) of the Team
is an impediment.

4. Prioritized (ROI)

5. Acted on by: SM, Team, people outside Team (eg, managers, vendors, etc,
etc).
51

Kaizen Mind
• “The relentless pursuit of perfection.” Lexus slogan, part of Lean

• “No problem is a problem.”

• What percentage of the Team’s time should be dedicated to “Sharpening the
saw”? 14%, 20%? If you get good payback….
52

More advice
• Have fun!

• Laugh at the problems — Respect the people.
53

#4 - Use the Retrospective better
• Take more action

• Work together on the action

• Make a Business Case (A3)

• Then present it to a manager soon
54

#5 Show up (daily)
• “Eighty percent of life is showing up.” Woody Allen

• Work on change every day. Every day.

• You will make progress. Making some progress will encourage others. They
will then help you.

• Take some shots. It’s ok that many don’t go in. It’s ok to lose some.

• “I get knocked down, but I get up again. You’re never gonna keep me down.”

• Whistle while you work, but work.

• Keep pounding.
55

Eric Schmidt
• “Our goal is to have more at bats per unit of
time and money than anyone else.”

• See: https://books.google.com/books?
id=_DZ_AMDl5yUC&pg=PT109&dq=our+goal
+is+to+have+more+at+bats&hl=en&sa=X&ve
d=0ahUKEwifxpecrOHWAhXEQSYKHeNSCgs
Q6AEILTAB#v=onepage&q=our%20goal%20i
s%20to%20have%20more%20at%20bats&f
=false

56

Your impact through others
• See: https://youtu.be/pxBQLFLei70?t=1m7s

57

Michael Jordan
• “I can accept failure, everyone fails at something. But I can’t accept not
trying.”

• “The ceiling is the roof.”

• “I've missed more than 9000 shots in my career. I've lost almost 300 games.
26 times, I've been trusted to take the game winning shot and missed. I've
failed over and over and over again in my life. And that is why I succeed.”

• Michael Jordan was not accepted onto his High School Varsity Basketball
Team his ﬁrst year. He never forgot that.
58

Show up
• “I’m not throwing away my shot!” Hamilton.

• Take a shot each day.
59

HOW TO START
60

A couple of places to start…
1. Do Scrum (make the stupid stuff obvious)

2. Fix Impediments

3. Get manager’s to help fix impediments, as if they were rational (good ROI,
benefits over costs)

4. Have fun!

5. Laugh at the stupidity. (But respect the people.)
61

Some initial ideas - 1
1. “Whether you think you can or you can’t, you’re right.” Henry Ford

2. Show up.

3. Gather your ‘friends’.

4. Decide what culture means to you. Be as specific as possible.

5. Pull together some ideas about people. You’re going to discover a lot about
people. Your new BFFs. You need ideas to help talk about individuals and
groups of people.

6. Decide how you would know some useful ‘change’ had happened. (EX:
“They allowed us to start a 2nd Scrum Team and fix these 3 impediments.”)

7. Define the culture you want. Incremental-ize it.
62

Some initial ideas - 2
1. Map the culture. Maybe: The white hats, the gray, the black hats.

2. Decide who needs changing / ﬁxing. Prioritize.

3. Know your enemy.

4. “Q: How do you eat an elephant? A: One spoonful at a time.”  
Make a list of small ‘features.’ (Change backlog & roadmap!)

5. Fix a few people at a time. Maybe only one at a time.

6. Track progress.

7. Tell success stories.

8. Expect some ‘failures’. Get back in the saddle. Learn from them.
63

More quotes
64

Virginia SAFIR and Friends
65

Virginia Satir - Change curve
66

Mind games /// sympathy
• “Some people, if they don’t already know it, you can’t
explain it to them.” Yogi Berra

• This means: Understand how they think. And explain
things in a way that suits their thinking, their basic
assumptions about....life.

• Seek ﬁrst to understand, then to be understood.
(Based on the prayer of St. Francis)
67

Let me be clear
• Be hard and be soft

• Be aggressive and be gentle

• Be masculine and be feminine (yin and yang)

• Easy!

• No contradictions here!
68

So, I brought you some friends...
• “Dante, here’s Virgil. Virgil, here’s my good friend Dante. He wants to go on a
diﬃcult journey. Help him to ﬁnd the straight path.”

• Some guides...for your journey.

• Yes, an interesting journey.

• Look at it this way: You’ll take  
some interesting pictures and  
have lots of stories to tell!
Francesca and Paolo..., Scheffer
69

Vodde & Hofstede
70

Bas Vodde & Geert Hofstede
• Bas is an Agile Coach & Trainer. Geert writes many books on culture, eg,
Culture’s Consequences.

• See Bas’s presentations here: http://www.odd-e.com/index.php?
page=pageIdeas

• Especially: “Scrum doesn’t work in China?”
71

Dimensions
1. Power Distance. (High is ‘bad’)

2. Individualism versus Collectivism (former is ‘bad’)

3. Masculinity versus Femininity (latter is ‘good’)

4. Uncertainty Avoidance (High is ‘bad’)

5. Long-term Orientation vs Short-term (L-T is ‘good’, since it leads one to be
more adaptable)

6. Indulgence versus Restraint (seems indulgence has more fun)
72

Joe’s Conclusions
1. Cultures are complex.

2. Most people can’t explain their own culture.

3. Every culture sees agile a diﬀerent way.

4. Every culture in some ways supports agile.

5. Every culture in some ways rejects agile.

6. Every culture has a paradoxical, contradictory mix of elements.

7. Your job: change the balance.
73

Side Comments
74

What are we talking here?
• It probably is not brain surgery with a long sword aimed at their neck.  
Not a total transplant.

• More like opening the cranial lid, and putting you hands in -- and squishing
around in the wet stuﬀ a bit. A tweak here, a push there... More subtle. But
soon you hear ‘em singing a new tune.

• Wear gloves. And wash afterward. Please. (It’s messy!)
75

Side Conversation
1. You can. You really can.

Lots of stories, real stories, where people just like you did.

I believe in you.

You must believe that something is worth changing. And you must have
something to change toward. (Agile? Scrum? X?)

If you do....where there is a will, there is a way.

2. You are not alone.
76

The Boxing Metaphor - 7 rounds
Just a little patience baby.
77

One issue: Honesty
• Reality: “Never tell the truth!”

• Lies, damn lies, and statistics.

• CYA, the blame game, ‘performance reviews’

• The amount of dishonesty in corporations is... amazing.

• Failure? No, never happened to me!

• It’s not a lie; it’s a report!
78

One more time: where is culture?
• In each of the individuals, or in the group?

• Do we change one person at a time, or can we only change a ‘group’ at a
time?

• Do we think of it as a virus that spreads throughout the bodies in the group?
And the group sustains it, even as we think we eliminate the virus in one
person?

• Joe’s bias: Often it is best to ﬁx one person at a time. (Start with yourself.)

• Joe’s bias: Culture is like that part of the iceberg ‘beneath the water.’
79

To be successful...
• You need structures and patterns you can act on.

• But you also need to see the problem and take action within a bigger, ‘known’
context -- some meta-structure, some meta-patterns.

• We are making those visible too.
80

Another quote
• “People don’t resist change, they resist being changed.” P Senge
81

DANIEL PINK
82

Why? Knowledge Workers are different.
• Drive by Daniel Pink.

• Three Key Ideas:

• Autonomy - the ability to choose what and how tasks are completed

• Mastery - the process of becoming adept at an activity; “we’re making
progress”

• Purpose - we contribute to something bigger than ourselves

• We have to ‘organize’ things a diﬀerent way now. People will produce more...
83

Watch the two videos:
• https://www.youtube.com/watch?v=u6XAPnuFjJc

• https://www.youtube.com/watch?v=rrkrvAUbU9Y

• And also the HBR interview:

• https://hbr.org/2010/02/what-motivates-us

84

The key problems (as solutions) - Joe’s List
1. Get yourself motivated enough

2. Don’t defeat yourself

3. Show up

4. Get unconfused and make a little plan

5. Pull together a band of brothers

6. Do the basics

7. Talk to all the right people

8. Take half a loaf now.
85

Notes - 1
• “A sense of urgency” (Kotter)

• “Whether you think you can or you can’t, you’re right.” H Ford

• Only do what you can’t not do.

• Get married, be a success, have a baby, love your friends

• Run a marathon

• “Eighty percent of life is just showing up.” Woody Allen

• If you want to write a novel, write a novel. (paraphrase of Woody Allen)

• “Be who you are and say what you feel, because those who mind don’t
matter and those who matter don’t mind.” – Dr. Seuss
86

Notes - 2
• “I have always ﬁgured that a half a loaf is better than none.” R. Reagan

87

MARY LYNN MANNS & LINDA RISING
88

The Patterns
• We handed out a bunch of the patterns.

• Please read them (if you did not before).

• After I give some background, YOU will discuss some of these patterns.
89

Mary Lynn Manns & Linda Rising
• Fearless Change (book), and now More Fearless Change (book)
• “Leading Fearless Change” (article)

• http://www.fearlesschangepatterns.com/

• A framework for thinking about change.

• 48 Patterns for change.

• Use one each day.

• Rinse and repeat.

• “Little things are big” (Yogi Berra)

90

Step By Step (pattern)
• Relieve your frustration at the enormous task
of changing an organization by taking one
small step at a time toward your goal.

• You wonder what your plan should be for
introducing the new idea into your
organization.

• Use an incremental approach in the change
initiative, with short-term goals, while
keeping your long-term vision

“A journey of a thousand miles begins with a
single step.” Lao-tzu
91

Fearless Change (book)
• Overview

• Experiences (real stories)

• Patterns

• Appendix
92

Twelve Patterns in the article
• Evangelist

• Ask for Help

• Innovators

• Just Do It

• Personal Touch

• Hometown Story
93
• Step by Step

• Fear Less

• Bridge-Builder

• Champion Skeptic

• Corridor Politics

• Whisper in the General’s
Ear

List of Patterns
• See “Fearless Change Patterns” here…  
http://www.leanagiletraining.com/lean-agile-scrum-resources/articles-we-
recommend/

• You will see, roughly in the middle, “Appendix February 2011.doc” and….
there are 48 + 5 + 5 + 3 = 61 patterns now.
94

Now let’s discuss
• Who has a pattern that you like?

• For later: Fearless Journey - a game. http://fearlessjourney.info/

95

Stephen Denning
• Part of the Stoos group also.

• The Leader’s Guide to Radical Management (book)

• http://www.stevedenning.com/site/Default.aspx

• http://www.forbes.com/sites/stevedenning/2013/09/17/shift-index-2013-key-
innovation-ingredient-absent-worker-passion/

• http://www.forbes.com/sites/stevedenning/   the blog
96

The Principles of Radical Management
• A shift in goal from making money for shareholders to
delighting customers through continuous innovation.

• A shift in the role of managers from controlling
individuals to enabling self-organizing teams.

• A shift in the way work is coordinated from bureaucracy
to dynamic linking.

• A shift in values from a preoccupation with eﬃciency to
a broader set of values that will foster continuous
innovation.

• A shift in communications from top-down commands to
horizontal communications.
97

Jurgen Apello
• http://www.jurgenappelo.com/

• How To Change the World (book)

• Management 3.0 (book)

• Another guy from the Stoos group.
98

ADKAR
• Awareness (of the need to change)

• Desire (to participate and support)

• Knowledge (of how to change and what change looks like)

• Ability (to implement change on a day-to-day basis)

• Reinforcement (to keep the change in place)
99

Systems Thinking...
• Disturb the system (it will react in some way)

• Watch the ripples and learn

• If you change yourself, you change the system

• If you change several people, you have changed the system more

• Related: Use their own energy against them. You can ﬁnd a leverage point to
ﬂip them.

• Complex Adaptive Systems.

101

“How do I deal with my crappy organization?”
You have 3 choices (Jurgen says):

1. Ignore it

2. Quit your job

3. Learn about change management

Joe: I like choice #3, but it’s got some issues. But you wanted a little
challenge, didn’t you?
102

You are in a marathon
• ...and that’s the good news

• Be patient, and you will win (if you deserve to)
103

John Kotter
• http://www.kotterinternational.com/

• http://www.forbes.com/sites/johnkotter/

• A Sense of Urgency (book)

• Leading Change (book)

• Buy-In: Saving your good ideas from getting shot down (book)
104

John Kotter’s 8 Steps
• https://www.kotterinternational.com/8-steps-process-for-leading-change/

105

The 8 Steps (Kotter)
1. Create a sense of urgency (70% fail)

2. Build a Guiding Coalition

3. Form a Strategic Vision and Initiatives

4. Enlist a Volunteer Army

5. Enable Action by Removing Barriers

6. Generate Short-Term Wins

7. Sustain Acceleration

8. Institute Change

Note: It is more subtle than you may think.
106

A Sense of Urgency (Kotter book)
• “Aim for the heart” (an experience)

• “Underlying a true sense of urgency is 
a set of feelings: 
a compulsive determination  
to move, and win, now.”
107

A Sense of Urgency
108

Admiral McRaven
• “What starts here changes the world.”
Univ. of Texas slogan.

• “If you want to change the world, start oﬀ
by making your bed.” Adm. McRaven
109

The short video
111

The two versions & the book
• The short version: https://www.youtube.com/watch?v=3sK3wJAxGfs

• The longer version: https://www.youtube.com/watch?v=pxBQLFLei70

• The book: https://www.amazon.com/Make-Your-Bed-Little-Things/dp/
1455570249

112

Israel Gat
• http://blog.cutter.com/author/israelgat/

• The Concise Executive Guide to Agile (book)

• Key lesson: Speak their language

• A rational presentation.

• Idea: Sometimes all you need is for some naysayers to shut up.

• Related: There are lots of articles that also explain the beneﬁts of agile.
113

Chapter 3: How to ﬁt Agile into the fabric of your
company
• 3 sections:

• Heterogeneous Development Environments

• Performance Measures

• Linking Agile to Planning and Budgeting Processes

Very rational. No discussion of changing ‘culture.’ We are just rationally
changing processes.

It might work some places. Certainly his issues often must be addressed.
114

Taiichi Ohno
• He is the key person behind "Lean" (the Toyota Way)

• He changed Toyota from the late 1940's until well into the 1980's.

• He was not ﬁnished when he retired.

• Be patient.

• Read his books!

• He is subtle.

• He oﬀers nothing to attack.

• He speaks common sense (usually not very common).

• He attacks them where they are weakest.

115

Taiichi Ohno
• Toyota Production System (book)

• Workplace Management (book)

• “All we are doing is looking at the time line, from the moment the customer
gives us an order to the point when we collect the cash. And we are reducing
the time line by reducing the non-value adding wastes.”

• “Why not make the work easier and more interesting so that people do not
have to sweat? The Toyota style is not to create results by working hard. It is
a system that says there is no limit to people’s creativity. People don’t go to
Toyota to ‘work’, they go there to ‘think’.”
116

Lessons
• Key idea:

• Argue for a while.

• Usually the other person won't agree. (‘People don't resist change, they
resist being changed.’)

• So, agree to try an experiment (his idea or yours). And let the experiment
prove that an idea is better (in some way).

• Understand how Agile is like Lean.

• It is hard for any business person to resist Lean.

• If Lean ideas are in your culture, use that.

• Explain Agile in Lean terms.
117

Peter Drucker
• He invented the term “knowledge worker”

• Why do you care?

• Because it changed the game.

• He wrote LOTS of books . And articles.

• “People who don't take risks generally make about two big mistakes a year.
People who do take risks generally make about two big mistakes a year.”

• “Culture eats strategy for Breakfast” -- Peter Drucker (attributed)
118

Some ideas
• “The most important contribution management needs to make in the 21st
century is similarly (50x) to increase the productivity of knowledge work and
knowledge workers.”

• “The most valuable asset of a 21st-century institution (whether business or
nonbusiness) will be its knowledge workers and their productivity.”
119

Six major factors determine knowledge-worker
productivity
1. Knowledge-worker productivity demands that we ask the question:  
“What is the task?”

2. Knowledge Workers have to manage themselves. They have to have
autonomy.

3. Continuing innovation has to be part of the work.

4. Knowledge work requires continuous learning.

5. Productivity: Quality is at least as important.

6. Knowledge-worker productivity requires that the knowledge worker is both
seen and treated as an “asset” rather than a ”cost.” (6a)

7. Requires that knowledge workers want to work for the organization (6b)
120

Takeuchi & Nonaka
• They wrote The New New Product Development Game (HBR-1986) - they are
the godfathers of Scrum.

• They explain the mysteries of knowledge work well.

• Use their ideas.

• Use their many books and articles.

• “The Knowledge Creating Company”. Article, also book. (hbr.com)
121

6 Key Ideas from NNPDG
1. Built-in Instability

2. Self-organizing project teams

3. Overlapping development phases

4. “Multi-learning”

5. Subtle control

6. Organizational transfer of learning
122

Dan Mezick
• Wrote: The Culture Game.

• The OpenSpace Agility Handbook (Oct 2015)

• Some insights:

• Culture can be hacked

• We want learning organizations

• Game your meetings (clarify the ‘rules of the game’ re meetings)

• Use a whole bunch of agile ideas to manage the culture change
123

Two Key Ideas
• Management Scrum Team

• aka: Executive Action Team (by Jeﬀ Sutherland)

• Using Open Space to bring incremental cultural change
124

What is culture hacking?
• “Culture hacking is the active, intentional and iterative modiﬁcation of existing
cultural norms...”

• “...with the intent to create a stronger culture of learning.”

• “Culture hackers are...refactoring existing cultural code...so that the overall
system displays more robust performance.”
125

Agile Ideas to use in Change
1. Improve the meetings

2. Examine your norms (retrospective / feedback)

3. Be punctual

4. Structure your interactions

5. Announce your intent

6. Conduct frequent experiments

7. Manage visually

8. Inspect frequently (eg, do one ‘sprint’s’ worth of change)

9. Get coached
126

Other key insights
• Don’t just ask for ‘change’; deﬁne the change you want.

• He places… ‘high value on continuous organizational learning’

• Some similarity to “The Knowledge Creating Company”

• It is not just ‘change’ or ‘stop doing that’, but positive and clear.

• The future is not a new plateau!
127

Management Scrum Team
• Jeﬀ Sutherland has: Executive Action Team. See scruminc.com

• Get the top managers to do Scrum in front of the Tribe.

• They know it when they do it….
128

“OpenSpace Agility”
• First: Two Open Space events that time-box a ‘rite of passage’ and a time-
box toward ‘adoption.'

• Second: Multiple 'rites of passage', each to a new level of adoption,
productivity, success.

• Purpose: A more rapid and lasting agile adoption. Leading to better overall
business results.

• Key: Invite, Engage, Collaborate.

• Adoption ‘sprints’ within the larger rite of passage.

• See: OpenAgileAdoption.com
129

The ideas behind: Goals
• More success for everyone.

• But we think one key cause is: Better adoption of agile by the culture.

• We think that is driven by…. (all these other things we are talking about…)
130

OpenSpace Agility — Your opinions…
• What do you think so far?

• What sounds good?

• What puzzles or worries you?
132

What has to happen first?
• Can you just start doing OpenSpace Agility on the very first day?

• Probably not. So, what has to happen first?

• Short answer: Not sure.

• Longer answer: Maybe the pilot team has been trained and started, and had a
bit of success. Say, 3 sprints in. Maybe at least an executive has shown
some interest. And someone ‘in authority’ is willing to sponsor the first ‘open
space’.
133

My recent learning
• It works! Or so I think so far.

• The Sponsor (person of authority) is important. Often 'the people' feel
powerless until the sponsor authorizes them to 'self-organize.'

• Self-organization can feel scary to some Sponsors. But usually less than you
expect.

• There is lots of work to 'set it up.' And you only want to inﬂuence.

• They will self-organize. They won't do it perfectly. Expect 'good things', but
nothing speciﬁc.
134

Key Ideas
1. Invitation

2. By doing it together, they influence each other.

3. By doing Open Space, they become actors in the change. They are no
longer ‘being changed.’

4. Watch out for influencing that is felt as ‘forcing.’

5. Tell stories (before and after). Fill the story ‘field.’

6. Fix impediments! Fix impediments! Fix impediments!
135

More key ideas
1. They (the group) do not really understand Agile well enough. This is a
problem. (Their proposed changes could be ‘incompetent.”)

2. Also: They will never, as a group, all understand Agile well-enough. (It is
really rather complex, IMO.)

3. So: I think it is enough if the group includes a fair proportion of ‘agile
experts’. Bring Agile coaches, bring outside experts, bring trained
ScrumMasters, be sure your best agile people attend (can attend), etc.
Open the possibility for enough good agile seeds to be there, and to be
planted. And to grow.

4. My saying: “If you wait for perfection, you might wait too long.”
136

Recent learnings - 2
• Are you surprised that ‘a complete change’ will take more than one Open
Space event?

• It takes time for the group to change! Frustrating. But, do we think Culture is
important?
137

How do you know the cultural change is
happening?
• Let’s discuss.

• With Open Space, if you walk around the sessions and pay attention at the
end-of-day wrap-up, you will ‘see’ that the culture has changed. Some, not
completely.
138

Talking to Managers & Executives
139

Talk to the Executives and Managers
• They need to change too.

• They need information about what Agile is.

• You need to inﬂuence the way they think.

• You need them to change their behavior!

• So, what do you say to them?
140

Some ﬁrst ideas
• What you need to say can vary a lot…

• Depends who they are, and the company situation

• Depends on their biggest problems…

• It is not one conversation.

• Example: What I said recently at one company: (a) reduce WIP, (b) allow real
Teams, (c) help remove impediments! (Things they could ACT on.)
141

Two notes
• A culture change that is only ‘by the people’ is not a real culture change.

• A culture change only by ‘the Executives and managers’ is not a real culture
change.

• Maybe Executives could come to the Open Space??
142

Harrison Owen
• Very interesting guy. Google him.

• Invented “Open Space Technology” 20+ years ago.

• Key concept is “self-organizing”.

• Everyone inﬂuences everyone. Chaos and creation in the backyard.

• Chaos and order dance.
143

Dancing with Shiva
• A god, the creator and the destroyer.

• https://youtu.be/APD7oQ3xrSA?t=11s

• https://youtu.be/APD7oQ3xrSA?t=4m43s

• https://youtu.be/APD7oQ3xrSA?t=13m20s

144

#10 - “With a little help from my friends…”
145

Key: Do it together…
• Work with a key group at work (Kotter calls it a “guiding coalition”)

• Get help from many experts…

• Get comfort and support here at Agile Carolinas

• Elsewhere…

• There is much to learn before we all become expert “Change Agents”
146

CONCLUSION
147

You can!
• Yes, it will be hard and frustrating some days. All good work is.

• You can do it! Even you. And you can get help.

• How do I know this?

• With a sense of humor, honesty, love, patience, perseverance, boldness (and
some intelligence) -- you can change the whole world.  
 
But for now, your job is simpler.
148

“The future ain’t what it used to be.” 
“The game isn’t over ‘til it’s over.”
“Take it with a grin of salt.”
Yogi Berra 149
You are in ‘the
show’ now.

Closing
• Thank you. You have inspired me.

• I will make this slide deck available.

• Some Questions for you:

• Which part was the most useful?

• What one thing do you want to act on tomorrow?
150

Joe Little
• Agile coach and trainer (CST).

• jhlittle@kittyhawkconsulting.com

• LeanAgileTraining.com

• 704-376-8881

• Contact me if I can help.
151

Agile, Culture & Change

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