Difference between revisions of "Ask for the moon"
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(Medium » Joshua Kerievsky » Ask for the Moon) |
m (+= A list of essential and optional ‘asks’ to discuss during your first engagement.) |
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|so=Secure the essential ingredients for a successful agile adoption are in place, like executive support. assessment, cross-functional community, an awesome workplace, training & coaching, chartering, retroprostpectives, and coach-the-coaches. | |so=Secure the essential ingredients for a successful agile adoption are in place, like executive support. assessment, cross-functional community, an awesome workplace, training & coaching, chartering, retroprostpectives, and coach-the-coaches. | ||
|wish full=Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste. | |wish full=Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste. | ||
|background=*asking for optimal conditions for kicking butt; | |background=A list of essential and optional ‘asks’ to discuss during your first engagement. | ||
*asking for optimal conditions for kicking butt; | |||
*talking about ideal executive support; | *talking about ideal executive support; | ||
*people who are excited to try a new way of working (rather than have a process imposed on them); | *people who are excited to try a new way of working (rather than have a process imposed on them); | ||
| Line 21: | Line 23: | ||
*'''Executive Support''', in order to: | *'''Executive Support''', in order to: | ||
**slay any impediments; | **slay any impediments; | ||
**take quick and decisions and secure its implementation. | **take quick and decisions and secure its implementation; | ||
** {{p|lead by example}}. | |||
*'''Assessment''', in order to: | *'''Assessment''', in order to: | ||
**gauge organisational fitness for adopting agile; | **gauge organisational fitness for adopting agile; | ||
**provide a safety tool to discover whether people want to improve; | **provide a safety tool to discover whether people want to improve; | ||
**find out how we may best go about making improvements; | **find out how we may best go about making improvements; | ||
**get people to know each other better; | **get people to know each other better in other ways; | ||
**improve understanding of the current and desired state of affairs; | |||
**explore problems; | **explore problems; | ||
**consider future directions; | **consider future directions; | ||
**educe effective and pleasant | **educe effective and pleasant ways of working rather than imposing it; | ||
**excite the majority to move | **excite the majority to move forward—creates energy. | ||
*'''Cross-Functional Community''', in order to: | *'''Cross-Functional Community''', in order to: | ||
**perform as a | **perform as a committed, cross-functional community; | ||
**focus on a whole product rather than individual tasks; | **focus on a whole product rather than individual tasks; | ||
**delight customers with amazing products and services that | **delight customers with amazing products and services that fulfil needs. | ||
*'''An Awesome Workspace''', in order to: | *'''An Awesome Workspace''', in order to: | ||
**allow focused work as small group or individually; | **allow focused work as a small group or individually; | ||
**create a commons where people collaborate naturally; | **create a commons where people collaborate naturally; | ||
**publish information radiators for key information; | **publish information radiators for key information; | ||
** | **facilitate mobbing and pairing. | ||
*'''Training & Coaching''', in order to: | *'''Training & Coaching''', in order to: | ||
**maximise the return on coaching instead of wasting it; | **maximise the return on coaching instead of wasting it; | ||
| Line 45: | Line 49: | ||
**expose the whole team of teams to agile & lean leadership, planning, evolving; | **expose the whole team of teams to agile & lean leadership, planning, evolving; | ||
*'''Chartering''', in order to: | *'''Chartering''', in order to: | ||
**co-create, refine and live a shared vision, mission | **co-create, refine and live a shared vision, mission, objectives, key results, and outcomes, as well as community working agreements; | ||
**foster connective tissue between all levels; | **foster connective tissue between all levels; | ||
**facilitate rapid and sound decision-making near the action as well as decision-making with oversight; | **facilitate rapid and sound decision-making near the action as well as decision-making with oversight; | ||
**secure aligned autonomy. | **secure aligned autonomy. | ||
*''' | *'''Retroprospectives''', in order to: | ||
**continuously evolve and improve; | **continuously evolve and improve; | ||
**boost the flow of value creating work by an infinite stream of experiments, small and large; | **boost the flow of value creating work by an infinite stream of experiments, small and large; | ||
**fuel the joy of meaningful work. | **fuel the joy of meaningful work. | ||
*'''Coach-the-Coaches''', in order to: | *'''Coach-the-Coaches''', in order to: | ||
**accelerate agile adoption; | |||
**free up the mercenary, often external, coaches—autonomy; | **free up the mercenary, often external, coaches—autonomy; | ||
**make agility stick organisation-wide. | **make agility stick organisation-wide. | ||
Latest revision as of 14:40, 22 November 2018
…in a large, complex organisation, you’re invited to start and lead an large scale agile transformation. Multiple teams and dozens or hundreds of people need to become more agile.
✣ ✣ ✣
Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.
A list of essential and optional ‘asks’ to discuss during your first engagement.
- asking for optimal conditions for kicking butt;
- talking about ideal executive support;
- people who are excited to try a new way of working (rather than have a process imposed on them);
- a genuinely cross-functional community of dedicated people (“everyone needed to be successful”);
- an ideal workplace for collaboration and concentration;
- training to help develop essential agile skills;
- coaching to help cement those skills;
- chartering to align everyone on a clear vision/mission/objectives;
- retroprospectives to help the community continuously improve;
- coaching-the-coaches to help the organization build capability to help others learn genuine agility.
Essential for success is:
- Executive Support, in order to:
- slay any impediments;
- take quick and decisions and secure its implementation;
- lead by example.
- Assessment, in order to:
- gauge organisational fitness for adopting agile;
- provide a safety tool to discover whether people want to improve;
- find out how we may best go about making improvements;
- get people to know each other better in other ways;
- improve understanding of the current and desired state of affairs;
- explore problems;
- consider future directions;
- educe effective and pleasant ways of working rather than imposing it;
- excite the majority to move forward—creates energy.
- Cross-Functional Community, in order to:
- perform as a committed, cross-functional community;
- focus on a whole product rather than individual tasks;
- delight customers with amazing products and services that fulfil needs.
- An Awesome Workspace, in order to:
- allow focused work as a small group or individually;
- create a commons where people collaborate naturally;
- publish information radiators for key information;
- facilitate mobbing and pairing.
- Training & Coaching, in order to:
- maximise the return on coaching instead of wasting it;
- make the training practical and making it stick;
- expose the whole team of teams to agile & lean leadership, planning, evolving;
- Chartering, in order to:
- co-create, refine and live a shared vision, mission, objectives, key results, and outcomes, as well as community working agreements;
- foster connective tissue between all levels;
- facilitate rapid and sound decision-making near the action as well as decision-making with oversight;
- secure aligned autonomy.
- Retroprospectives, in order to:
- continuously evolve and improve;
- boost the flow of value creating work by an infinite stream of experiments, small and large;
- fuel the joy of meaningful work.
- Coach-the-Coaches, in order to:
- accelerate agile adoption;
- free up the mercenary, often external, coaches—autonomy;
- make agility stick organisation-wide.
Therefore:
Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.
✣ ✣ ✣
✣ ✣ ✣