I've learned by direct and indirect experience, in over 15 years of professional activity in the Agile field, that so called Agile "transformations" which really meet their expectations (or, even better, exceeds them) are quite few.
In too many instances the benefits are minimal, totally absent or indeed negative.
This presentation intends to acknowledge, constructively, this elephant in the room and to offer insights, personal experiences and suggestions to anyone willing to enhance the Business Agility of their organization.
We'll take a look at some common misunderstanding concerning the organizational and cultural transition to Agility (I don't really like the term "transformation" in this context).
We'll also observe a few dear, old habits that are apparently hard to change.
2. ANDREA PROVAGLIO
Andrea Provaglio is one of the most senior Agile
practitioners in Italy, with over two decades of
experience, clients in three di
ff
erent continents
and experience on a wide range of companies and
organisations, both in the private and in the public
sector, ranging from the United Nations and large
multinationals to small and dynamic companies.
He works in Europe and he is based in Italy.
Executive Business Agility Advisor, Senior Agile Coach, Keynote Speaker, Mentor, Certi
fi
ed Agile Trainer
In addition to his main coaching and consulting activity inside
companies, Andrea is a regular speaker at major international Agile
conferences, where his talks are usually appreciated for their innovative
and ground-breaking perspectives.
Andrea is also a regular faculty member of the Executive MBA Ticinenis
with the University of Pavia, where he lectures on Agile management
and highly adaptive organizations.
ICAgile’s Authorized
Instructor
Professional
Scrum Master
Professional
Product Owner
Certi
fi
ed Agile
Leadership
Agility in HR
Professional
MAIN CERTIFICATIONS
Scrum at Scale
Practitioner
MAIN CLIENTS
During his previous career in IT he also worked for four years in the USA,
on an O-1 work visa for "extraordinary abilities in Sciences.”
3. AN OPEN SECRET
IN THE TRADE
Quite a few Agile “transformations” fail
— sometimes spectacularly
6. “It’s been a disaster. Whoever becomes the next
CEO, the
fi
rst thing they’ll do is to get rid of
agile.
-Former ANZ Executive
Read the article, though. There are other voices.
12. IT’S HARD TO
UNDERSTAND
WHAT AGILE
REALLY IS
Born in a highly technical industry that sells
products made 100% of intellectual work
https://flic.kr/p/2mb6vET
13. ORGANIZATIONS ARE
IMPLICITLY OPTIMIZED TO
AVOID CHANGING THE
STATUS QUO MIDDLE- AND
FIRST-LEVEL MANAGER AND
“SPECIALIST” POSITIONS &
POWER STRUCTURES
— Craig Larman
https://flic.kr/p/AEyVHF
18. SOME
INDICATORS OF
HEALTHY AGILE
Healthy for the business, people, society – +
People’s well-being
– +
People’s engagement
– +
Business resilience and adaptability
– +
More value-adding activities, less waste
– +
Continuing organizational learning
19. WHAT YOU CAN DO ABOUT IT
Change Agent Decision-maker