This webinar was recorded in June 2014. I was on a panel with Bernd Schiffer discussing the role of a BA in large agile environments hosted by Pete Cohen. I forgot to post this at the time and although it was two years ago the discussion is still relevant today.
Thanks to Lynne Cazaly for capturing the following visual notes of the session.
My presentation at LAST Conference 2016 titled “Agile Innovation and Thinking Like a Startup” is available on Slideshare.
Many enterprises are struggling to innovate whilst smaller startups are disrupting the market. Existing organisational business models work well in a known and predictable environment. However, these approaches fail when applied to an uncertain and changing environment.
In this session I will discuss the different approaches and how an organisation can balance a portfolio that both can exploit existing opportunities while enable the exploration of new opportunities.
I will draw on my experience working with some innovation teams in an enterprise and how we are re-focusing agile back to its roots and thinking like a startup to evolve the way we work.
Participants will also gain an understanding how Design Thinking/Human Centred Design, Lean Startup, Agile and Business Model Innovation can blended together to transform the way you work to enable innovation within larger enterprises.
Here are some of the tweets from the session:
My Lightning Talk at the opening session of LAST Conference 2016 titled “Pirate Metrics” is available on Slideshare.
The talk is a quick 5 minute introduction to the Pirate Metrics based on Dave McClure’s startup metrics. Fans of Lucas Art’s game ‘Secret of Monkey Island’ would enjoy the inclusion in my talk. AARRR!!!
Here’s some of the tweets from the session:
My presentation at Scrum Australia 2016 titled “Lean Discovery” is available on Slideshare.
“The hardest part of building any software system is determining precisely what to build.” – Fredrick Brooks.
Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. Scrum starts with a product backlog, but how do you know that the development of the product supports the growth of your company?
Getting off on the right foot when starting an agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.
And here are some of the tweets from the session:
Along the interior of the stockade, 19 feet from the stockade wall, was a line of small wooden posts with a wood rail on top. This was the “deadline”. Any prisoner who crossed the deadline could be shot by guards stationed in the sentry boxes. 
“The sponsors, developers, and users should be able to maintain a constant pace indefinitely” – Agile Manifesto.
The real problem with deadlines, is that any deadline longer than a day or two you are asking people to fail. What you are really measuring with deadlines is the ability to estimate. If you are trying to convince people to get something by a deadline, the only way they could get something done by a deadline is by getting better and better at estimating. This is something you cannot do, even with experience. 
I’ve seen this movie before. The plot is simple: First, you take an urgent date-driven project, where the shipment date cannot be delayed because of external commitments made to Wall Street or customers. Then you add a bunch of developers who use up all the time in the schedule, leaving no time for testing or operations deployment. And because no one is willing to slip the deployment date, everyone after Development has to take outrageous and unacceptable shortcuts to hit the date.
The seven stages of waterfall:
- Perfect plan
- Wild enthusiasm
- Total confusion
- Death march
- The search for the guilty
- The persecution of the innocent
- The promotion of the incompetent
Adapted from Roger Rothstein’s ‘6 Stages of (film/movie) Production’.
Self-organising teams is the antithesis to hierarchical structures that exist in many organisations. Traditional leadership required a strong leader to take control, attract followers and make it happen. Modern leadership is about leaders giving control and creating leaders.
Self-organisation requires autonomy and control to be given to teams. This includes trusting individuals to figure out how to solve problems, make decisions and how to best get work done. With knowledge work the best decisions are those in teams who are closest to the information and customers. However, structure, policies, processes and hierarchy often take the decision making away from these teams.
In his book, Turn The Ship Around!, nuclear submarine Commander David Marquet describes how control was given to the ship’s crew. It required each member of the team to improve his or her technical competence and have a clear understanding and clarity of the organisation’s driving purpose:
Competence: Provide teams with the tools and technical competence to get the job done; create the environment for thinking.
Clarity: Define and communicate the organisational intent so everyone is clear on the vision, goals & objectives. Everyone understands what is the right thing to do.
As a leader you trust the teams are competent and have clarity of vision. Individuals have the freedom to adjust actions and make decisions in line with the vision and intent.
So what does this mean for a leader in today’s ever fast changing world?
As a leader your job is to ensure people have clarity of vision and the competency needed to succeed.
If leaders don’t believe individuals can understand the vision or pick up the skills, why did the leader bring them in the first place? And if there is a competency gap, why did the leaders not mentor or provide training? We all have the extraordinary meta-skill to learn and acquire new skills. If people do not have the competence, the role of leaders is to mentor, give people training and provide the environment for learning.
One of Edward Deming’s 14 Prinicples from his book Out of the Crisis (1982), contains a very astute principle that procurement should grasp:
End the practice of awarding business on price tag alone. Instead, minimize total cost – move towards a single supplier for any item, on trust.
The current thinking and policies for procurement in organisations does not match the agile values and principles. There are infinite tales of troubled projects as a result of fixed price (implicit fixed scope) using agile approaches.
Comparing vendors/partners on fixed price is fraught with danger when product development is inherently unpredictable and uncertainty is the natural order. This is more complicated when vendors attempt to put a price on the work when the team that will work on the product development hasn’t even been assembled (self-organising teams plan and estimate their own work).
Organisations and teams are complex adaptive systems (human systems) that interact and connect with each other in unpredictable and unplanned ways. Complex problems require experimentation and learning. As a result each team will approach creative/knowledge work differently and will highly likely produce different results even when teams have the same starting conditions. Pitting vendors in a competitive position against each other in order to get the best price under these inherently unpredictable and uncertain circumstances wastes time and energy.
are counter-intuitive to [procurement] expertise built on containing risk and ensuring value for money through rigour, clarity and specificity
– Cath Thompson
However, there is a way forward for procurement – it will require a change in mindset to one that understands the need to develop a long term relationship with the vendor/partner beyond just the immediate contract transaction. Procurement needs to realise agile ways of working are easier to govern as a result of increased transparency and visibility, ability to adapt, increased collaboration based on trust, and focus on working solution.
Here’s the link to the entire text of the article – Reinventing the office (Cath Thompson, Procurement Leaders, September/October 2015)
For the past 10 years I have been working with various organisations to humanise the workplace, help improve the leadership capability and dampen the toxic culture that may currently exit. A recent article (28 Oct 2015) in the news has provided no relief.
The article indicated that the thinking and culture of tomorrow’s leaders being taught at school’s today still resembles ‘traditional’ management of command and control borne out of the industrial era and Taylorism. Traditional command and control is about managers telling subordinated what to do, when to do it, where to do it and how to do it. There is very little thinking required of the subordinates and very little autonomy in this hierarchical culture.
The article has quoted a student stating to some other students:
Just remember your parents work for mine, so don’t go complaining to them.
Remember to say ‘hi’ to me when I’m your boss one day.
Girls who replied to the thread were told to shut up to “let the men handle business”:
Could all woman (sic) please refrain from expressing there (sic) opinions thank you
This type of thinking is a big contrast to modern management and leadership styles of ‘Servant Leadership’ where the leader is servant to those they work with.
The student’s comment resembles Level 1 of John Maxwell’s 5 Levels of Leadership. Level 1 is more about “hierarchy” rather than “leadership”.
There is a real leadership debt in some organisations. We have too many leaders who work “in” the organisation rather than working “on” the organisation. Organisations and machines don’t build great products and services, people do. It is the collaboration and the human spirit that are at the heart and mind of great work. We need to stop viewing people as ‘resources’; treating them as robots or commodities who are easily interchangeable. We need to enable performance rather than manage performance.
Humanising the workplace is about making a work environment that puts a greater emphasis on knowledge, passion, inspiring people to collaborate towards common goals, and fostering teamwork where creativity can flourish. Leaders have a large role to play in humanising the workplace.
Effective leaders are increasingly collaboraters rather than being command and control. Effective leaders realise great outcomes from setting appropriate context, rather than trying to control people. Modern leaders provide vision and purpose that allows individuals and teams to be self-organising and self-disciplined. It’s not about “managing” people but more about “leading” people and being more facilitating.
Further to my last post, Malcolm Turnbull – The Agile Australian Government, Turnbull has said:
We need a different style of leadership. A style of leadership that respects the people’s intelligence, that explains these complex issues and then sets out the course of action we believe we should take and makes a case for it.
We need to stop accumulating more leadership debt and start erasing this debt in schools so we can survive the challenges of today and tomorrow and build better world for the future.