Agile and the Creative Economy

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1 Agile and the Creative Economy April Webinar will start 3 minutes a6er the hour

2 What is the Learning Consor9um? A. B. C. D. Who is presen9ng today? Steve Denning is a board member of Scrum Alliance and combines several decades of management experience at the World Bank with many years of consul9ng and research on leadership and management issues. He now writes for Forbes.com. He is the author of eight books, including The Leader s Guide To Radical Management (2010) and The Leader s Guide To Storytelling (2010). Peter Stevens a Swiss- American Scrum Trainer, based in Switzerland. His focus is on helping companies become beser at innova9on and product development. His coaching focus is on developing start- ups to medium organiza9ons to meet the challenges of today economy. I teach teams, their leaders, their management and their stakeholders to do Scrum well, to understand Scrum deeply, and to live Scrum values without obsessing over the details! Simon Roberts is a management consultant, Agile coach and Cer9fied Scrum Trainer based in Berlin, Germany. He speaks regularly on topics such as Radical Management, Intrinsic Mo9va9on in Scrum Teams and Enterprise Scrum Transi9ons. He works with organiza9ons large and small to help them achieve beser results by leveraging the power of self- organizing teams. He has contributed as coach, consultant and trainer to several large- scale Agile transi9ons, including at Allianz and Deutsche Telekom. 2

3 What is the Learning Consor9um? A. B. C. D. Our panel: Two other members of the Learning Consor9um core team Jay Goldstein is an adjunct lecturer in entrepreneurship at McCormick School of Engineering at Northwestern University. He teaches Entrepreneurial Selling and Scaling with the applica9on of advanced Agile mind- sets and methods; he is a serial entrepreneur and was a founding partner in Jabbok River Group, which invests in early- stage companies to accelerate innova9on and growth. Michael Pacanowsky is the director of the Center for Innova9ve Cultures at the Bill and Vieve Gore School of Business at Westminster College in Salt Lake City, Utah. He is also the Gore- Giovale Chair in Business Innova9on at Westminster College. He worked for several decades with W. L. Gore and Associates. 3

4 The Learning Consor9um for the Crea9ve Economy A. B. C. D. Poll I par&cipated or saw a recording of either the January 21 webinar or the February 19 webinar Yes No 4

5 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. Agenda A. Update on the Crea9ve Economy & the Learning Consor9um B. Radical Management sm in Germany C. Radical Management sm in Switzerland D. Q&A 5

6 The Learning Consor9um for the Crea9ve Economy A. B. C. D. What is the Crea9ve Economy? The term, Crea9ve Economy, is passing into the common vocabulary The New Yorker, February

7 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. The Crea9ve Economy at the team level: Scrum/Agile Bureaucracy Agile/Scrum Boss Team` Customer Individuals Product owner 7

8 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. The Crea9ve Economy at the level of the firm Tradi9onal economy Crea9ve economy Cloud Teams Networks Ecosystems Planorm Customer 8

9 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. There are many par9al transi9ons Plugging Scrum teams into a bureaucracy creates fric9on Boss Boss Boss Scrum Boss Boss Boss Team Product owner Customer 9

10 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. Poll results from the January webinar Where I work, there is tension between way Scrum teams are run and the way the rest of the organiza9on is managed Yes In part No Not sure Not relevant 40% 36% 7% 3% 13% 76% 10

11 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. Poll: Where I work, there is tension between way Scrum teams are run and the way the rest of the organiza9on is managed. Yes No To some Not extent sure Not relevant to my firm 11

12 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. What is the Learning Consor9um? The Learning Consor9um is a group of firms that want to learn together about con9nuous customer- focused innova9on 12

13 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. Who is in the Learning Consor9um? Twelve firms have decided to join. Agile42 Autodesk Brillio CH Robinson Ericsson Magna Interna9onal Microso6 Menlo Innova9ons PENSCO Trust [gaming company] Solu9onsIQ SWIFT Europe US US/UK US Europe Europe US US US US] US Europe Agile coaching/training Design so6ware Technology consultant Logis9cs Networks/telecom Auto parts So6ware/electronics So6ware design Finance Gaming Agile enterprise solu9ons Finance <500 ~8,000 na ~11,000 ~120,000 ~130,000 ~130,000 <500 <500 ~1,000 <500 ~2,000 13

14 Update on the Learning Consor9um and the Crea9ve Economy A. B. C. D. How the Learning Consor9um will work Members will select the five most interes&ng firms for site visits. Site visits will take place from May through September An on- line conversa&on space for members will be established. An informal advisory panel will be available for consulta9on by members. A conference will be organized later in A report on findings of the consor9um will be prepared in consulta9on with members In November 2015, the Drucker Forum will devote a session to the outcome 14

15 Radical Management in Germany A. B. C. D. Radical Management Simon Roberts 15

16 Radical Management A. B. C. D. What s the Problem? Communications Top down commands Efficiency, cost cutting Values Goal Make money for shareholders Role Managers as controller Bureaucracy: rules, plans, reports Coordination Short- termism through over focus on shareholder value rather than customer delight Success not sustainable Poor quality Knowledge workers not engaged All of the crea9ve things in companies are allergic to command and control management: Product development Marke9ng Knowledge management 16

17 Radical Management A. B. C. D. The Five Shi6s of Radical Management Goal Goal Communications Top down commands Make money for shareholders Role Managers as controller Communication Peer to peer collaboration Delighting customers Role From controller to enabler Efficiency, cost cutting Values Bureaucracy: rules, plans, reports Coordination Transparency Improvement Sustainability From value to values Values Direct Line of Sight Agile, Scrum, Kanban Coordination 17

18 Radical Management in Germany A. B. C. D. Radical Management in Germany Simon Roberts 18

19 Radical Management in Germany A. B. C. D. Poll: Where I work, my organiza9on fits on the spectrum at: Shareholder value Manager = controller Waterfall monitoring Efficiency, predictability Top down communica9ons Delight customers Managers = enablers Agile, itera9ve coordina9on Transparency, improvement Horizontal communica9ons 19

20 Radical Management in Germany A. B. C. D. Early 2011 Read "A Leaders Guide To Radical Management" Steve Denning s Keynote on Radical Scrum Gathering London 2011 January 2012 Stoos Gathering My Journey with Radical Management Simon Roberts (Berlin) March 2012 Radical Management workshop in Washington D.C. with Steve Denning and Peter Stevens Radical Management workshop in Berlin with Steve Denning and Simon Roberts July 2012 Radical Management integrated into Agile Training and Coaching Around 10 clients where Radical Management is an active topic 2015 Integrated into CSM and CSPO training and as separate 2-day Agile Manager training

21 Radical Management in Germany A. B. C. D. Example 1: AdverDsing Sales Company Company s clients are adver9sing agencies in Madison Avenue NYC 2- day Radical Management training for whole leadership team (CEOs + direct reports) Follow up feedback / coaching A6er two months New focus on customer delight, cross- func9onal teams and pair- working

22 Radical Management in Germany A. B. C. D. Example 2: Medium- Sized Product Development Company Company is using Scrum for product development, wants to extend use of Agile Management consul9ng project Board members rated their approach on a sliding scale on the five shi6s (using flip- charts and s9cky dots) Where are they currently? Where do they want to be? Generated SMART ac9ons on how to get to where they want to be Communication Transparency Improvement Sustainability Peer to peer collaboration From value to values Values Goal Delighting customers Role From controller to enabler Direct Line of Sight Agile, Scrum, Kanban Coordination

23 Radical Management in Germany A. B. C. D. Example 3: Business Unit in a Large Enterprise Complex product development (used by millions of households in Germany) Radical Management workshop for leadership team (circa 20) Follow up feedback and coaching A6er two months: Managers working more as enablers, less as directors Leadership storytelling used ac9vely Managers have more 9me for strategy!

24 Radical Management in Germany A. B. C. D. Radical Management in PracDce: Key Learnings Provides the missing link - how to scale Agile into the whole organisa9on Not a magic bullet needs disciplined execu9on combined with con9nuous innova9on Raises awareness in management of: The importance of customer delight for sustainable success What managers need to do to help knowledge knowledge- workers be engaged That Agile is not just for product development The C- Suite needs to be involved! Communication Transparency Improvement Sustainability Peer to peer collaboration From value to values Values Goal Delighting customers Role From controller to enabler Direct Line of Sight Agile, Scrum, Kanban Coordination 24

25 Radical management in Switzerland A. B. C. D. Radical Management in Switzerland Peter Stevens 25

26 Radical management in Switzerland A. B. C. D. Pushing Granite Soap on a wet floor Sustainability My Journey with Radical Management Peter Stevens (Zürich) Radical Management Gathering Communities Pre-Publishing Reviewer for TLG to Radical Management Washington DC May 2011 Scrum Gathering in London P October 2011 Communi9es Stoos Gathering Stoos, Switzerland Collaboration with Steve, Simon Spring 2012 Today 2010 January 2012

27 Radical management in Switzerland A. B. C. D. Peter s Tales from Switzerland Goal Delighting customers Communication Role Communications Goal Make money for shareholders Role Peer to peer collaboration From controller to enabler Top down commands Managers as controller Transparency Improvement Sustainability From value to values Values Direct Line of Sight Agile, Scrum, Kanban Coordination Efficiency, cost cutting Values Bureaucracy: rules, plans, reports Coordination 27

28 Radical management in Switzerland A. B. C. D. Using tradidonal management methods to transform is risky Large Insurance Company Goal CTO decided: Do Scrum Communications Peer to peer collaboration Make money for shareholders Role Do Scrum! Good news 4 years later, s9ll doing Scrum Efficiency, cost cutting Values Direct Line of Sight Agile, Scrum, Kanban Coordination Bad news Rocky road Internal conflict 28

29 Radical management in Switzerland A. B. C. D. Radical Management transformed how I help transformadons Think about your best project ever! Is this your current project?

30 Radical management in Switzerland A. B. C. D. The transidon to a radical mindset must occur at all levels Large, recently merged Media Company Communications Goal Audience is everything Role Before star9ng, informed and consulted everyone Peer to peer collaboration If you want to do Scrum, I ll support you Management gave permission and support Efficiency, cost cutting Values Direct Line of Sight Agile, Scrum, Kanban Coordination Minimal passive resistance, grief response, or other tradi9onal headaches of transforma9on 30

31 Radical management in Switzerland A. B. C. D. The transidon is only complete when the governance is on board Governance CEO CFO CTO CMO CXO C2C company CTO wanted the change, proceeded much like the media company Got everyone, including the CEO on to support the new approach Company restructured around lines of business One day, there was a new CEO... 31

32 Radical management in Switzerland A. B. C. D. What does Scrum have to do with running a company? Product Development Pre- Funding Startup Feature requests Something that works impediments Inspect and Adapt Time- boxing 32

33 Radical management in Switzerland A. B. C. D. The product isn t the product. The company is the product. Product Development Pre- Funding Startup Feature requests Something that works Goals, objec9ves impediments Inspect and Adapt Time- boxing impediments Inspect and Adapt Time- boxing 33

34 Radical management in Switzerland A. B. C. D. A leader must make decisions. Why this decision now? Why is this decision difficult? Product Development Pre- Funding Startup Decisions Feature requests Something that works Goals, objec9ves impediments Inspect and Adapt Time- boxing impediments Inspect and Adapt Time- boxing 34

35 Radical management in Switzerland A. B. C. D. Radical Management in PracDce: Key Learnings People are their own best storytellers! The tradi9onal eco- system is naturally stable. The radical ecosystem requires energy and passion to keep it in place. Communication Peer to peer collaboration Goal Delighting customers Role From controller to enabler Changing the goal and the role are key Radical Management and Scrum complement each other perfectly! Transparency Improvement Sustainability From value to values Values Direct Line of Sight Agile, Scrum, Kanban Coordination 35

36 Ques9ons? A. B. C. D. Jay Goldstein Is Radical Management a method for scaling Agile? 36

37 Ques9ons? A. B. C. D. Michael Pacanowksy In your successful cases, was management already disposed to embrace Agile? Or was it something transferable to other companies situa9ons? 37

38 Ques9ons? A. B. C. D. More ques9ons? 38

39 Ques9ons? A. B. C. D. Poll I want to be kept informed about progress of the Learning Consor9um I want to par9cipate in a series of webinars on the Crea9ve Economy I want to par9cipate in an (asynchronous) online Google group discussion about the Learning Consor9um. I want to par9cipate in a "community of prac9ce" on the Crea9ve Economy. I am interested in establishing and leading such a community of 39

40 Ques9ons? A. B. C. D. Next month s webinar on the Crea9ve Economy: May 20 at 11am US ET Discussants: Rod Collins, author of Wiki Management (2014) and former chief opera9ng officer of Federal Blue Cross Blue Shiedl Dawna Jones, author of Decision- making For Dummies (2014)

41 Ques9ons? A. B. C. D. More InformaDon on Radical Management Steve Denning s blog on forbes.com (600+ ar9cles) hsp:// The Leader s Guide to Radical Management, Stephen Denning (2010) hsp://radicalmanagement.org ALSO: These slides, and a recording of this session: hsps:// scrum/learning- consor9um/ learning- consor9um- resources 41

42 Thank you for attending The Learning Consortium for the Creative Economy February 19, 2015

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