Creating clarity and focus in changing a large enterprise
Using a simple model to focus leadership on applying a cohesive set of transformational changes can improve the success of a agile adoption. This session explores how this model helped, and is continuing to help, the Boral Digital Solutions leadership team decide on a set of cohesive changes such as the adoption of Scrum, the use of Objective and Key Results, and the establishment of a culture code to accelerate its agile transformation.
Boral is a construction materials company founded in 1946. It adopted Lean practices in its manufacturing areas over 10 years ago but only recently started on a Technology/Digital transformation. Because Boral spans a diverse business from mining through to the delivery of construction materials, there are endless opportunities to pick from in building a highly engaged, autonomous workforce.
The challenge is creating clarity and focus from these choices as to what we will do, and what we won't. Using a simple model about how we work and how we engage our people, we are able to:
1) Create clarity and focus around a cohesive set of impactful changes
2) Build engagement and buy-in with executive leaders
We will explore how this model is currently helping Boral, as well as how it can help you in your own transformations. Having evolved through different industries (Campaign Monitor - Software Start-up, Commonwealth Bank of Australia - Financial Services), this model can help you create clarity and focus around what to do when you can't do everything.
Outline/Structure of the Talk
1) Setting the Stage (3 mins)
Boral and our challenges
2) Where many transformations start and end (5 mins)
I'll use the model being presented to highlight common approaches, challenges, different organisational design choices.
3) What is Boral doing differently - Exploring the model (5 mins)
4) Activity to gain group engagement (3 mins)
5) What we know about transformations and examples of choices company's make (5 mins)
6) How and Who model and how it works (15 mins)
How and why we have chosen what we are doing, the
strategies we have used to increase autonomy and
7) Summary (3 mins)
8) Q & A (5 mins)
Attendees will have learnt a conceptual model for how an organisation works. This includes "How work gets done", but also how we "engage Who does the work". They will learn how the model has been used at Boral and how it can be used in their own context to decide on their own transformational activities. They will see how this model has been used at Boral to strategically pick the key environmental changes we have made based on our current environment.
Individuals involved with Agile Transformations and engaging executive leaders within that change
Prerequisites for Attendees
Broad awareness around different agile frameworks and experience around driving agile transformations in different enterprises is a bonus.
schedule Submitted 2 years ago
People who liked this proposal, also liked:
Alex Sloley - The End is Nigh! Signs of Transformation Apocalypse
How can an Agile Coach figure out when an Agile “Transformation” is going wrong? Are there signs that they might see, heed, and take action upon? Of course, there are!
Hindsight is 20/20, but in the moment, these warning signs can be hard to see. Let’s explore some of the more common, and frightening, warning signs that your Agile “Transformation” might be exhibiting. We will discuss transformation provider types, frameworks, keywords, and other anti-patterns that might be signs that THE END IS NIGH.
This session will review common themes and help familiarize you with the warning signs. Armed with this new knowledge, you will be able to plan as appropriate, to help navigate your organization through potential impending doom.
Alex Sloley - Liberating Structures... 36 tried and true facilitation techniques to amp up your org's collaboration
The communication tools of Liberating Structures will teach you how to facilitate the discussions your org needs. I am going to demonstrate how to use these techniques in the workshop. And all the attendees are going to be fully immersed and ready to wield their new knowledge the very next day at work.
Come learn how to help your team(s), org(s), and company(ies)!!!
For more information, watch my video at http://youtu.be/UNOjqMUv8h0
A version of this workshop that was presented at Agile Tour Sydney 2016 is at http://bit.ly/2f4Bie8
Gabor Devenyi / Alex Sloley - The magic number is 10
Why are Agile teams supposed to be small? How big are they supposed to be? Most agilists tend to agree that a team of ten people works well.
But what is it about the number 10 that makes it the “magic” number?
Since the start of human evolution, people formed groups to be more effective. Whether it was the hunt for a mammoth or going to war, working in teams ensured a greater chance of success.
There have been various researches from Dunbar’s paper through the Scrum Guide to military formations about the ideal number of people in a team.
We’ll discuss the historical, scientific and cultural reasons why 10 seems to be the magic number of forming effective teams.
Does the number of team members really matter? Is 10 really the magic number. You will get an answer that will help you to create effective teams with the right amount of people.
Alex Sloley - The Product Owner and Scrum Master Brain Transplant! Mwuhahahaha!!!
Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct - what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?
Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.
And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.
Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.
Join the fun and come learn what horrifying results await!