Report to the Drucker Forum November 6, 2015 www.scrumalliance.org - - PowerPoint PPT Presentation

▶
report to the drucker forum november 6 2015
SMART_READER_LITE
LIVE PREVIEW

Report to the Drucker Forum November 6, 2015 www.scrumalliance.org - - PowerPoint PPT Presentation

Apr 24, 2023 468 likes •1.25k views

Report to the Drucker Forum November 6, 2015 www.scrumalliance.org learningconsortium@scrumalliance.org The Learning Consortium for the Creative Economy Ericsson Menlo Innovations Microsoft Riot Games CH Robinson Magna International

slide-1
SLIDE 1

Report to the Drucker Forum November 6, 2015

www.scrumalliance.org learningconsortium@scrumalliance.org

slide-2
SLIDE 2

The Learning Consortium for the Creative Economy

Ericsson Menlo Innovations Microsoft Riot Games CH Robinson Magna International Brillio SolutionsIQ agile42

slide-3
SLIDE 3

Learning Consortium for the Creative Economy

Nine firms went on mutual site visits :

Ericsson Microsoft Riot Games Menlo Innovations CH Robinson Magna International Brillio Agile42 SolutionsIQ Europe US US US US Europe India US Europe Networks/telecom Software/electronics Gaming Technology consultant Transportation brokerage Auto parts Software design Agile enterprise solutions Agile coaching/training
slide-4
SLIDE 4

Very different management practices

  • Different goals
  • Different structure of work
  • Different way of coordinating work
  • Different values
  • Different way of communicating
slide-5
SLIDE 5

Two surprising findings

  • Mindsets are more important than technology

Without the management mindset of enablement, the methodologies and practices achieve nothing.

  • Strong, inspirational leadership is key.
slide-6
SLIDE 6

Our visit to Microsoft

slide-7
SLIDE 7

Our image of Microsoft before the site visit

Photo Wikipedia CC "HMS Invincible .
slide-8
SLIDE 8

Our image of Microsoft after the site visit

Photo by Tertius Pickard/Getty Images for XCAT)
slide-9
SLIDE 9 Microsoft video: Aaron Bjork
slide-10
SLIDE 10

“Would you ever go back to the old way of working?“

“No way!”

slide-11
SLIDE 11

These workplaces look and feel “cool”

slide-12
SLIDE 12

Learning Consortium for the Creative Economy

  • “Agile is only for software”
  • “Agile doesn’t scale”
  • “Agile can’t handle complexity”
  • “Agile isn’t reliable”
  • “Agile doesn’t last”
We investigated:
slide-13
SLIDE 13

Findings of the Learning Consortium:

  • “Agile is only for software”
  • “Agile doesn’t scale”
  • “Agile can’t handle complexity”
  • “Agile isn’t reliable”
  • “Agile doesn’t endure”

Agile is spreading to everything Agile scales without sclerosis Agile handles complexity Agile can be fail-safe Some examples: 10-15 years

slide-14
SLIDE 14

A different view of the world

  • This is about communicating, not necessarily computers.
  • This is about transportation, not necessarily cars.
  • This is about banking, not necessarily banks.
  • This is about accommodation, not necessarily hotels.
  • This is about health, not necessarily hospitals
slide-15
SLIDE 15
slide-16
SLIDE 16
slide-17
SLIDE 17
slide-18
SLIDE 18

This is not just “news.” This is “news that stays news.”

  • - Percy Bysshe Shelley

.The Copernican revolution in management

slide-19
SLIDE 19

Ahmed Sidky Director, Development Management Riot Games

@asidky

slide-20
SLIDE 20
slide-21
SLIDE 21
slide-22
SLIDE 22
slide-23
SLIDE 23
slide-24
SLIDE 24
slide-25
SLIDE 25
slide-26
SLIDE 26
slide-27
SLIDE 27
slide-28
SLIDE 28
slide-29
SLIDE 29
slide-30
SLIDE 30
slide-31
SLIDE 31
slide-32
SLIDE 32
slide-33
SLIDE 33
slide-34
SLIDE 34
slide-35
SLIDE 35 Peopl eople (Values, Beliefs, A tudes, Norms, Habits)
  • Proces
  • cess
(Value Chain, Policies, Opera ons, Business Processes)
  • Struct
uctur ure (Roles and Responsibili es, Decisions, Organiza on)
  • Str
Strate tegy (Goals, Measures
  • f
Success, Rewards)
  • Leader
Leadershi hip (Style, Values, Habits)
  • Culture
Culture Culture
slide-36
SLIDE 36 Peopl eople (Values, Beliefs, A tudes, Norms, Habits)
  • Proces
  • cess
(Value Chain, Policies, Opera ons, Business Processes)
  • Struct
uctur ure (Roles and Responsibili es, Decisions, Organiza on)
  • Str
Strate tegy (Goals, Measures
  • f
Success, Rewards)
  • Leader
Leadershi hip (Style, Values, Habits)
  • Culture
Culture Culture
slide-37
SLIDE 37 Peop eople (Values, Beliefs, A tudes, Norms, Habits)
  • Proces
  • cess
(Value Chain, Policies, Opera ons, Business Processes)
  • Struct
uctur ure (Roles and Responsibili es, Decisions, Organiza on)
  • Str
Strate tegy (Goals, Measures
  • f
Success, Rewards)
  • Leader
Leadershi hip (Style, Values, Habits)
  • MORE AGILE

LESS AGILE

slide-38
SLIDE 38 Peopl eople (Values, Beliefs, A tudes, Norms, Habits)
  • Proces
  • cess
(Value Chain, Policies, Opera ons, Business Processes)
  • Struct
uctur ure (Roles and Responsibili es, Decisions, Organiza on)
  • Str
Strate tegy (Goals, Measures
  • f
Success, Rewards)
  • Leader
Leadershi hip (Style, Values, Habits)
  • Culture
Culture Culture
slide-39
SLIDE 39 I believe that my [Intelligence, Personality, Character] is inherent and static. Locked-down or
  • fixed. My potential is determined at birth. It doesn’t
change. I believe that my [Intelligence, Personality, Character] can be continuously developed. My true potential is unknown and unknowable. Desire to Look Good / To Demonstrate Avoid failure Avoids challenges Stick to what they know Feedback and criticism is personal They don’t change or improve Desire continuous learning / To Develop Confront uncertainties. Embracing challenges Not afraid to fail Put lots of effort to learn Feedback is about current capabilities Based on the work of Carol Dweck
slide-40
SLIDE 40 When faced with uncertainty they have a desire to reduce risk of failure by “forcing work to a known state” and fixing it there When faced with uncertainty they have a desire to learn, and discover effectively and efficiently through feedback then adapting based on what they learned Desire to Look Good / To Demonstrate Avoid failure Avoids challenges Stick to what they know Feedback and criticism is personal They don’t change or improve Desire continuous learning / To Develop Confront uncertainties. Embracing challenges Not afraid to fail Put lots of effort to learn Feedback is about current capabilities Based on the work of Carol Dweck
slide-41
SLIDE 41
slide-42
SLIDE 42

Brian [Harry] is a move forward guy. There are 2 types of leaders I have seen. One type has had success in the past and is always trying to repeat that success with the same model from the past. The second type of leader is what I am calling a move forward

  • leader. They recognize that

things are always moving forward. Technology is moving forward, Customers are moving forward, the world is moving forward and he tries to move forward to keep up with all that by constantly learning and is not afraid to try new risky things

“ ”

slide-43
SLIDE 43 When faced with uncertainty they have a desire to reduce risk of failure by “forcing work to a known state” and fixing it there When faced with uncertainty they have a desire to learn, and discover effectively and efficiently through feedback then adapting based on what they learned

RIOT Mindset Fixed Mindset

Desire to Look Good / To Demonstrate Avoid failure Avoids challenges Stick to what they know Feedback and criticism is personal They don’t change or improve Desire continuous learning / To Develop Confront uncertainties. Embracing challenges Not afraid to fail Put lots of effort to learn Feedback is about current capabilities

SUSTAINING A CULTURE OF AGILITY AT RIOT

Based on the work of Carol Dweck
slide-44
SLIDE 44

The site visits showed that implementation of the goals, principles, and values requires strong leadership, with a particular mindset …

“ ”

  • The Learning Consortium for the Creative

Economy 2015 Report

slide-45
SLIDE 45
slide-46
SLIDE 46

Paul Madden Head of Product Development Ericsson Athlone, Ireland

@paul_madden

slide-47
SLIDE 47

What we’re doing in Ericsson

Athlone

slide-48
SLIDE 48
slide-49
SLIDE 49
slide-50
SLIDE 50
slide-51
SLIDE 51
slide-52
SLIDE 52

Alignment Autonomy

slide-53
SLIDE 53

Inner source

Getting everybody in the game

slide-54
SLIDE 54

My visits

slide-55
SLIDE 55
slide-56
SLIDE 56
slide-57
SLIDE 57
slide-58
SLIDE 58
slide-59
SLIDE 59

Rich Sheridan Chief Executive Officer Menlo Innovations

slide-60
SLIDE 60

Rich Sheridan, CEO, Chief Storyteller @menloprez

What could we do if we weren’t afraid?

slide-61
SLIDE 61
slide-62
SLIDE 62
slide-63
SLIDE 63

Embrace Learning

slide-64
SLIDE 64

Two heads

slide-65
SLIDE 65

hearts Two

slide-66
SLIDE 66

Four hands

slide-67
SLIDE 67
slide-68
SLIDE 68
slide-69
SLIDE 69
slide-70
SLIDE 70
slide-71
SLIDE 71
slide-72
SLIDE 72

Planning Game

slide-73
SLIDE 73

Fight fear, embrace change: Run the experiment!

slide-74
SLIDE 74

Rigor and

  • Automated Unit Testing
  • Simple, powerful, ignored
  • Living, breathing documentation

discipline

slide-75
SLIDE 75

Questions and Comments

slide-76
SLIDE 76

Thank you for your participation!

www.scrumalliance.org learningconsortium@scrumalliance.org.

slide-77
SLIDE 77

Report to the Drucker Forum November 6, 2015

]

www.scrumalliance.org learningconsortium@scrumalliance.org