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agile transformation

The Two Most Fundamental KEYS for your Agile Transformations

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The Two Most Fundamental KEYS for your Agile Transformations

This is a short blog post. But I hope the brevity doesn’t undermine the seriousness of the message. 

Most firms focus on:

  • Reorganizations or flattening their structures

  • Bringing in coaching firms that only coach the teams

  • Buying a TON of tools

  • Sending everyone to certifications classes (everyone on the teams that is)

  • Expecting a bottom up success without top down engagement

  • Getting more done, lots more!

  • When challenged, reorganizing again…and again

  • Converting the PMO to an Agile PMO

  • Executing agile “projects” with “resources”

  • Buying a scaling framework to rule them all…

  • Literally, “leaders & managers” are focused on “making” the firm “agile”…

The most fundamental steps…

  1. Bring in a coaching partner that has real experience coaching at all tiers of your organization. Starting with your leadership team. A partner who understands the principles of agile and isn’t selling you classes, certifications, and frameworks.

  2. Realizing that your teams are your fundamental value proposition. You have to engage or invite them to participate in ALL aspects of your transformation. Listen to their ideas, trust their advice, and act based on it. No longer are the managers running the asylum, Nor the inmates. You are all in it together.

Everything revolves around activating your workforce to deliver customer value. You serve your workforce first and customer value (and ROI) will follow.

Oh, and you need expert help. Help that you trust. Help that is deeply experienced. Help that looks to partner with you, while also being willing to challenge you and tell you the truth.

Wrapping Up

There. That’s it!

Value your teams and get a trusted and experienced partner to help guide your path. 

It’s as simple as that.

Stay agile my friends,

Bob.

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Advice for leading an Agile Transformation

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Advice for leading an Agile Transformation

Nathanial Willis posted this in LinkedIn recently:

I asked Steve Denning for advice on how to successfully lead an agile transformation and here's what he said:

  1. Get a bullet-proof vest and hockey mask because you're going to get beaten and be shot at! (As he laughed)
  2. Stop communicating over email - do it face-to-face; preferably in a bar. (No seriously)
  3. Discover your executive leader’s problem. Find a story of how another company solved that problem and share it.
  4. Focus on the 20% that want to change. Forget about the folks that don't.

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I don’t care if we’re “Agile” – Just tell me what to do!

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I don’t care if we’re “Agile” – Just tell me what to do!

My partner Josh Anderson and I just finished a Meta-Cast on the topic of self-directed teams. One of our listeners asked us to share our thoughts on handling agile team members who simply wanted to be “told what to do”.

On the surface, this doesn’t seem like such a bad thing. In fact, I’ll bet these folks are bright, capable and work very hard. They’re also probably “good people”. So if there is an issue with this in agile teams, what is it? And why would it be a problem?

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What Problems Are Executives Trying To Solve With Agile?

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What Problems Are Executives Trying To Solve With Agile?

Mike Cottmeyer is one of my favorite agile coaches and leaders within our community. When he worked for VersionOne years ago, I used to read his blogs fairly often. Now that he’s been out on his own with LeadingAgile, I don’t get the chance as often to experience his thoughts.

So I was pleased when I ran into a recent post by Mike that had the same title as this post. I read it with anticipation, and as with all of his writing, Mike made me stop and think a bit. Here’s a context snippet from Mike’s post:

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