The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.

1.
The secret to achieving
sustainable Agility at scale
Ahmed Sidky
President/ Co-founder of ICAgile

2. Ahmed Sidky, Ph.D.
Head of Development Management at Riot Games
President of the International Consortium for Agile (ICAgile)
THE SECRET TO ACHIEVING SUSTAINABLE
AGILITY AT SCALE
@asidky

3. 20
YEARS
on the PMI-ACP
Steering committeePh.D. in Agile
Transformation and
Agility Assessment
years of experience in software development,
management and delivery
President and
Co-founder
Co-authored
Consulted, trained or coached with
people and teams from …
Program Chair
Head of
Development
Management

4. MEET JACKCompany:
Future
Corp
Size:
10,000
people
Profession:
CIO
Size
of
IT:
3000
People
Goal:
Transform
organizaDon
to
Agile
-­‐
ASAP

5. MEET JACK
1. Start
training
across
IT
–
probably
on
Scrum
2. Picked
a
star,
Stacy,
in
the
IT
organizaDon
and
put
her
in
charge
of
the
transformaDon
–
in
addiDon
to
her
day
job.
3. Two
pilot
projects
were
launched
successfully
(doing
Scrum)
!
4. Memo
from
the
CIO
that
says
we’re
moving
to
an
agile/scrum
process
for
all
IT
projects
by
the
end
of
the
year.
5. The
plan
is
to
launch
five
pilots/teams
every
quarter.
6. The
CIO
is
meeDng
monthly
with
Stacy
to
track
the
number
of
projects
who
are
adopDng
the
agile
process.
7. Stacy
is
procuring
an
agile
tool
to
help
teams
be
consistent
in
their
agile
process.
Company:
Future
Corp
Size:
10,000
people
Profession:
CIO
Size
of
IT:
3000
People
Goal:
Transform
organizaDon
to
Agile
-­‐
ASAP
Plan:
Something
like
this

6. MEET JACKCompany:
Future
Corp
Size:
10,000
people
Profession:
CIO
Size
of
IT:
3000
People
Goal:
Transform
organizaDon
to
Agile
-­‐
ASAP
Sustainable?
Organizational?
Agility?

7. LETS MAKE SURE WE ARE ALIGNED

8. TASK
WORK(assembly line)
…not all work is the same…

9. KNOWLEDGE
WORK(creative work)
…not all work is the same…

10. KNOWLEDGE
WORK(creative work)
TASK
WORK(assembly line)
INDUSTRIALAGEMENTALITY
KNOWLEDGEAGEMENTALITY
Coordina(on
and
Control
to
realize
the
outcome
Inspect
and
Adapt
to
realize
an
outcome
Exact
outcome
is
knowable
in
advance
Exact
outcome
is
not
knowable
in
advance
High
cost
of
change
leading
to
less
change
Low
cost
of
change
leading
to
more
change

11. OUR MINDSET
Fear of failure
Reducing uncertainty by “nailing things down.”
Looking to fix and confirm things.
Seeking learning opportunities
Reducing uncertainty by discovering and learning.
Learn and discover in the most efficient way possible.
Fixed Mindset
approach to managing uncertainty
Agile Mindset
approach to managing uncertainty
Inspect
and
Adapt
to
realize
an
outcome
Exact
outcome
is
not
knowable
in
advance
Low
cost
of
change
leading
to
more
change

12. Fixed
Mindset
approach
to
delivery
(Assembly
Line)
Agile
Mindset
approach
to
delivery
(Knowledge
Work)
Must
“nail
down”
the
output
in
order
to
start
delivery
(Liner
Thinking)
Discover
and
learn
through
valuable
output
and
welcoming
change
(Circular
Thinking
–
IKIWISI)
Discover
Then Build
LOCK-DOWN
1
2
3
4
5
1
2
3
4
5

13. Mindset Values Principles Practices
AGILE IS A
MINDSET
DESCRIBED BY
4 VALUES
DEFINED BY
12 PRINCIPLES
MANIFESTED THROUGH
UNLIMITED NUMBER OF PRACTICES

14. Mindset Values Principles Practices
AGILE IS A
MINDSET
DESCRIBED BY
4 VALUES
DEFINED BY
12 PRINCIPLES
MANIFESTED THROUGH
UNLIMITED NUMBER OF PRACTICES
SCRUM XP CUSTOM

15. Mindset Values Principles Practices
AGILE IS A
MINDSET
DESCRIBED BY
4 VALUES
DEFINED BY
12 PRINCIPLES
MANIFESTED THROUGH
UNLIMITED NUMBER OF PRACTICES
BEING
AGILE
DOING
AGILE

16. CROSSING THE SCALING AGILE CHASM
SINGLE
TEAM AGILE
MULTIPLE AGILE
TEAMS
ORGANIZATIONAL
AGILITY

17. THE TRANSFORMATION “WHY” SPECTRUM
Lower
energy
among
the
rank
and
file
about
Agile
due
to
lack
of
buy-­‐in
or
increased
workload
Very
high
energy
among
the
rank
and
file
about
Agile
stemming
from
belief
that
Agile
is
an
aid
not
a
burden
ExecuDve
ExploraDon
CauDous
Commitment
Highly
Constrained
“Green
Light”
High
Level
ExecuDve
Commitment
No
Proof
Needed
for
Agile
Unconstrained
“Green
Light”
Leadership
Staff
Agility
is
viewed
as
a
necessity
for
the
survival
of
the
organiza(on
Agile
is
a
nice
to
have,
could
help
with
some
problems,
and
we
can
survive
without
it
Why

18. PROCESS ADOPTION VS
CULTURE TRANSFORMATION
PROCESS CHANGE CULTURE TRANSFORMATION
Focus on Process and Technology Focus on People
Cascading Decisions Shared Vision
Training Educating
Communication Buy-in
Compliance Commitment

19. VERSION ONE: 9th ANNUAL STATE OF AGILE™ SURVEY
At the agile initiative level, respondents cited ability to change
organizational culture or a general resistance to change as their
biggest barriers to further agile adoption, followed by not having
the right skill set.

20. CULTURE ISN'T ABOUT POST-ITS, HIGH FIVES, OR DAILY STAND-UPS.
THESE ARE ARTIFACTS OF CULTURE – THE TIP OF THE CULTURE ICEBERG.

21. CULTURE IS OUR COLLECTIVE VALUES, BELIEFS, AND BEHAVIORS
IT'S THE FORCE BEHIND HOW WE DO WHAT WE DO

22. People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
Culture'
Culture'
Culture'
THE ORGANIZATIONAL ECOSYSTEM

23. People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
Culture'
Culture'
Culture'
CHANGE
THE ORGANIZATIONAL ECOSYSTEM

24. HUMAN ELEMENTS
NON-HUMAN ELEMENTS
BASIC ELEMENTS OF A CULTURE TRANSFORMATION

25. What does your culture triangle look like?
Where is the focus for your transformation? Why?
People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
MORE
AGILE
LESS
AGILE

26. ORGANIZATIONAL AGILITY
Organizational Agility is a culture inline with
the values and principles of Agile, supported
by the organizational ecosystem and
manifested through personal and
organizational habits (how work really
gets done around here).
People
(Values,)Beliefs,)A.tudes,)Norms,)Habits))
Process
(Value)Chain,)Policies,)Opera?ons,)Business)Processes))
Structure
(Roles)and)Responsibili?es,)Decisions,)Organiza?on))
)
Strategy
(Goals,)Measures)of)Success,)Rewards))
Leadership
(Style,)Values,)Habits))
Culture'
Culture'
Culture'

27. SUSTAINABLE ORANIZATIONAL AGILITY
NEEDS A COMPREHENSIVE CULTURE TRANSFORMATION

28. !
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
COMMON TRANSFORMATION APPROACHES
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
INDUSTRIAL AGE
MINDSET & CULTURE
KNOWLEDGE AGE
MINDSET & CULTURE

29. PROCESS-LED TRANSFORMATION
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)

30.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
PROCESS-LED TRANSFORMATION

31.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
PROCESS-LED TRANSFORMATION

32.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
PROCESS-LED TRANSFORMATION

33.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
PROCESS-LED TRANSFORMATION

34.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
PROCESS-LED TRANSFORMATION

35.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
PROCESS-LED TRANSFORMATION

36. Team
1
Team
2
Team
3
Team
4
Team
5
Team
6
Team
7
Team
8
Team
9
TEAM-LED TRANSFORMATION

37. Team
1
Team
2
Team
3
Team
4
Team
5
Team
6
Team
7
Team
8
Team
9
TEAM-LED TRANSFORMATION

38. Team
1
Team
2
Team
3
Team
4
Team
5
Team
6
Team
7
Team
8
Team
9
TEAM-LED TRANSFORMATION

39. Team
1
Team
2
Team
3
Team
4
Team
5
Team
6
Team
7
Team
8
Team
9
TEAM-LED TRANSFORMATION

40. Team
1
Team
2
Team
3
Team
4
Team
5
Team
6
Team
7
Team
8
Team
9
TEAM-LED TRANSFORMATION

41. Team
1
Team
2
Team
3
Team
4
Team
5
Team
6
Team
7
Team
8
Team
9
TEAM-LED TRANSFORMATION

42. How
Much
Can
Influence
the
Culture
?
Org
1
Org
2
Org
3
IT
Org
5
Org
6
Org
7
Org
8
Org
9
LITTLE INFLUENCE
ORGANIZATIONAL-LED TRANSFORMATION

43. Org
1
Org
2
Org
3
Org
4
Org
5
Org
6
Org
7
Org
8
Org
9
How
much
can
influence
the
culture
?
IT
LOTS OF
INFLUENCE
ORGANIZATIONAL-LED TRANSFORMATION

44. When big
organizations scale
well, they focus on
“moving a thousand
people forward a
foot at a time, rather
than moving one
person forward by a
thousand feet.
“
”SUTTON AND RAO, 2014 - SCALING UP EXCELLENCE

45.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

46.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

47.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

48.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

49.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

50.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

51. True culture transformation doesn’t
only take a long time… its need a
long time !

52. QUICK WINS
Momentum fuels
motivation – get in the
habit of accomplishing
small victories
REWORK;:JASON FRIED,, DAVID HANSSON ; FOUNDERS OF 37 SIGNALS

53.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

54.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
Team
4
Team
5
CULTURE-LED TRANSFORMATION

55.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
Team
4
Team
5
Team
7
CULTURE-LED TRANSFORMATION

56.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
Team
4
Team
5
Team
7
CULTURE-LED TRANSFORMATION

57.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
Team
4
Team
5
Team
7
Team
3
CULTURE-LED TRANSFORMATION

58.
Leadership
(Style,
Values,
Habits)
Strategy
(Goals,
Measures
of
Success,
Rewards)
Structure
(Roles
and
ResponsibiliDes,
Decisions,
OrganizaDons)
Processes
(Value
Chain,
Policies,
OperaDons
and
Business
Processes)
People
(Values,
Beliefs,
Aitudes,
Norms,
Habits)
CULTURE-LED TRANSFORMATION

59. !
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
WHAT ARE WE CHANGING?
? ? ? ?
PERSONAL AND ORGANIZATIONAL KEYSTONE HABITS

60. What is a Habit?
The Power of Habit, Charles Duhigg
Habits are not conscious
decisions, but instead are
automatic routines. Once we
start the routine, we go on
autopilot and simply go
through the steps of the
routine–we don’t even think
about it. It’s just what we do.

61. The Habit Loop
The Power of Habit, Charles Duhigg

62. What is a Habit?
The Power of Habit, Charles Duhigg
When we first engage in a new
task, our brains are working
hard—processing tons of new
information as we find our way.
But, as soon as we understand
how a task works, the behavior
starts becoming automatic and
the mental activity required to do
the task decreases dramatically.

63. What is a Keystone Habit?
The Power of Habit, Charles Duhigg
A keystone habit is a habit
that has the power to start a
chain reaction changing other
habits across the organization
Keystone habit start a process
that, over time, transforms
everything

64. HABIT #1: COLLABORATING

65. CURRENT SILOED ORGANIZATION

66. Keystone Habit #1: Collaborating
Establish a habit of communicating and collaborating

67. Leadership
Strategy
Structure
Process
People
Keystone Habit:
Collaborating
Establish a habit of
communicating and
collaborating
What does Leadership
need to know, or do to
enable, support and
promote enhancing
communication and
collaboration?
What needs to change
for our Strategies to
enable, support and
promote enhancing
communication and
collaboration
What needs to change
for our Structure to
enable, support and
promote enhancing
communication and
collaboration
What needs to change
for our Processes to
enable, support and
promote enhancing
communication and
collaboration
What do People need to
know, or do to enable,
support and promote
enhancing
communication and
collaboration
COLLABORATING
Establish a Habit of Communication and Collaboration
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
?

68. !
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
!
!
!
!
Leadership!
(Style,(Values,((
Habits)!
(
Strategy((
(Goals,(Measures(of(
Success,(Rewards)(
Structure(
(Roles(and(Responsibili<es,(Decisions,(
Organiza<ons)(
Processes!
(Value(Chain,(Policies,(Opera<ons(and(Business(
Processes)(
People!
(Values,(Beliefs,(AFtudes,(Norms,(Habits)(
?
Leadership
Strategy
Structure
Process
People
Keystone Habit:
Collaborating
Establish a habit of
communicating and
collaborating
² Agile Mindset
² Knowledge Work
Management
² Facilitative Leadership
² Create a cross-silo
portfolio value team
² Management level
rewarding system for
team collaboration not
heroics
² New Role: Value Team
Facilitator
² Chartering
² Information Radiators
² Collaboration Tools
² 15 Minute Daily Touch
Points
² Retrospectives
² Agile Fundamentals
(Including Agile
Mindset)
COLLABORATING
Establish a Habit of Communication and Collaboration

69. Leadership
What does Leadership need to know, or
do to enable, support and promote this
keystone habit?
Strategy
What needs to change for our
Strategies to enable, support and
promote this keystone habit?
Structure
What needs to change for our
Structure to enable, support and
promote this keystone habit?
Process
What needs to change for our
Processes to enable, support and
promote this keystone habit?
People
What do People need to know, or do to
enable, support and promote this
keystone habit?
Keystone Habit #n
Keystone Habit #4
Keystone Habit #3
Keystone Habit #2
Keystone Habit:
Collaborating
Establish a habit of
communicating and
collaborating
² Agile Mindset
² Knowledge Work
Management
² Facilitative Leadership
² Create a cross-silo
portfolio value team
² Management level
rewarding system for
team collaboration not
heroics
² New Role: Value Team
Facilitator
² Chartering
² Information Radiators
² Collaboration Tools
² 15 Minute Daily Touch
Points
² Retrospectives
² Agile Fundamentals
(Including Agile
Mindset)

70. HABIT #2: SLICING

72. Keystone Habit #2: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value

73. Keystone Habit: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value
Keystone Habit: Collaborating
Establish a habit of communicating and collaborating

74. HABIT #3: SWARMING

75. Keystone Habit #3: Swarming
Establish a habit of integrating all efforts – integrated work streams, integrated work team

76. Keystone Habit: Swarming
Establish a habit of integrating all efforts – integrated work streams, integrated work team
Keystone Habit: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value
Keystone Habit: Collaborating
Establish a habit of communicating and collaborating

77. HABIT #4: LEARNING

78. Keystone Habit #4: Learning
Establish a habit of gathering feedback from multiple levels – truly open to change and learning

79. Keystone Habit #n
Keystone Habit: Learning
Establish a habit of gathering feedback from multiple levels – truly open to change and learning
Keystone Habit: Swarming
Establish a habit of integrating all efforts – integrated work streams, integrated work team
Keystone Habit: Slicing
Establish a habit of working and delivering in circular – evolutionary slices to realize early value
Keystone Habit: Collaborating
Establish a habit of communicating and collaborating

80. • Why should we spend so much to collaborate?
• What are my responsibilities in this new world?
• What is really my focus: delivery or value?
• What determines if I am doing a good job
(competency)?
• What is rewarded?
• What should be optimized?
• What is valuable?
• What is a priority?
ORGANIZATIONALPERSONAL

81. Leadership
What does Leadership need to know, or
do to enable, support and promote this
keystone habit?
Strategy
What needs to change for our
Strategies to enable, support and
promote this keystone habit?
Structure
What needs to change for our
Structure to enable, support and
promote this keystone habit?
Process
What needs to change for our
Processes to enable, support and
promote this keystone habit?
People
What do People need to know, or do to
enable, support and promote this
keystone habit?
Keystone Habit #n
Keystone Habit:
Learning
Establish a habit of gathering
feedback from multiple levels
– truly open to change and
learning
Keystone Habit:
Swarming
Establish a habit of
integrating all efforts –
integrated work streams,
integrated work team
Keystone Habit:
Slicing
Establish a habit of working
and delivering in circular –
evolutionary slices to realize
early value
Keystone Habit:
Collaborating
Establish a habit of
communicating and
collaborating
THE CURRENT FOCUS OF
MANY ORGANIZATIONS

82. Leadership
What does Leadership need to know, or
do to enable, support and promote this
keystone habit?
Strategy
What needs to change for our
Strategies to enable, support and
promote this keystone habit?
Structure
What needs to change for our
Structure to enable, support and
promote this keystone habit?
Process
What needs to change for our
Processes to enable, support and
promote this keystone habit?
People
What do People need to know, or do to
enable, support and promote this
keystone habit?
Keystone Habit #n
Keystone Habit:
Learning
Establish a habit of gathering
feedback from multiple levels
– truly open to change and
learning
Keystone Habit:
Swarming
Establish a habit of
integrating all efforts –
integrated work streams,
integrated work team
Keystone Habit:
Slicing
Establish a habit of working
and delivering in circular –
evolutionary slices to realize
early value
Keystone Habit:
Collaborating
Establish a habit of
communicating and
collaborating
81
Transformational
Learning &
Education
Coaching
Mentoring
Transformational
Learning &
Education
Coaching
Mentoring

83. 9-­‐10
10-­‐11
11-­‐12
12-­‐1
1-­‐2
2-­‐3
3-­‐4
4-­‐5
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Day
8
Day
9
Day
10
Other
IteraDon
Planning
Stand-­‐up
Demo
RetrospecDve
Release
Planning
TRANSFORMATIONAL EDUCATION = BEING AGILE

84. 9-­‐10
10-­‐11
11-­‐12
12-­‐1
1-­‐2
2-­‐3
3-­‐4
4-­‐5
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Day
8
Day
9
Day
10
Other
Being
Agile
Doing
Agile
22%
78%
TRANSFORMATIONAL EDUCATION = BEING AGILE

85. Human Elements
Non-Human Elements
Basic Elements of the Transformation
International
Consortium for Agile

86. What concepts and competencies do organizations
need to build in their people to realize sustainable
agility?
And how can we [ICAgile] encourage people pursue
the journey to master those competencies?

87. Marsha Acker
Gene Gotimer
Dan Mezick
Charlie Rudd
Lyssa Adkins
Janet Gregory
Richard Mills
Cindy Shelton
Pete Behrens
Mike Griffiths
Jeff Morgan
Ahmed Sidky
Erin Beierwaltes
Christian Hargraves
Claire Moss
Michael Spayd
Mike Burrows
Shane Hastie
Niel Nickolaisen
Jon Stahl
Ben Butler
Elisabeth Hendrickson
Jeff Nielsen
Kevin Steffensen
Alistair Cockburn
Curt Hibbs
Michael Norton
Dennis Stevens
Rod Collins
Derek Huether
Jeffery Payne
Jennifer Stone
Larry Cooper
Eric Jacobson
Pat Reed
Venkat Subramanian
Brian Corrales
Alex Kell
Laurie Reuben
Chris Turner
Dominica DeGrandis
Olav Maassen
Randy Rice
Richard Turner
Sally Elatta
Paul Mahoney
Sharon Robson
Michi Tyson
Bob Galen
Gerard Meszaros
Ronica Roth
and many more …
AGILE EXPERTS AND PRACTITIONERS CONTRIBUTING TO BUILDING ICAGILE’S LEARNING OBJECTIVES
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?

88. It needed to be
Methodology agnostic
Compatible with all current and custom methodologies
Therefore
Grounded in agile values and principles
Focused on disciplines not roles
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?

89. What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?

90. What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?
learning objectives defined for each track

91. learning objectives defined for each track
What concepts and competencies do
organizations need to build in their people to
realize sustainable agility?

92. And how can we [ICAgile] encourage people pursue
the journey to master those competencies?

93. And how can we [ICAgile] encourage people pursue
the journey to master those competencies?

94. And how can we [ICAgile] help people pursue the
journey to master those competencies?

95. And how can we [ICAgile] encourage people pursue
the journey to master those competencies?

96. LEARNING + MENTORING + PRACTICE = COMPETENCY
ICAgile Professional Certifications:
Recognizing people along their journey of
knowledge acquisition
ICAgile Expert Certifications:
Recognizing people that
developed competency
And how can we [ICAgile] encourage people pursue
the journey to master those competencies?

97. HOW DO WE ASSESS
COMPETENCY?

98. ICE-AC Candidate Evaluation Rubric
4/2/14
Description Proficient Competent Developing Beginning
Topic: Facilitating Agile Practices 4 3 2 1
Candidate's ability to use their agile
subject matter expertise to adapt the agile
practice(s) being facilitated
Can create new agile practices that serve the
team's reality without compromising the values of
agile; Embodies the agile mindset when faciltating
agile practices by maintaining a focused, yet
adaptive, presence.
Can facilitate a variety of agile practices and
understands the essence behind each practice. Can
link the practices to the principles and values and
understands how each practice supports the agile
mindset.
Demonstrates textbook knowledge of agile practices
and understands how to apply and combine
practices beyond the known agile methodologies.
Able to facilitate and speak about practices with
confidence.
Demonstrates a working ability to regulary facilitate
the textbook definition of the agile practice and can
articulate the rules but not necessairly the values or
principles of the practice.
Candidate's ability to design an effective
customized session to maximize
participation and progress towards agreed
upon outcomes
There is a clear arc to the design of the meeting
with well-thought out and planned flow from one
activity to another. Each activity smoothly builds on
the outputs of the previous one, providing clear
context and direction for the desired outcomes.
Design is well-thought out and planned. Candidate's
agenda drives towards desired outcomes. May
demonstrate some room for improvement in
foreseeing difficulties and being ready to address
them smoothly in the moment.
Creates an agenda and shows some ability to
anticipate complexities and prepare to handle them
smoothly.
Creates agenda but does not yet showcase: A)
flexibility and adaptability during the session if things
do not go according to plan, or B) sufficient session
design skills to ensure appropriate materials are
created and presented, participants understand
agenda and meeting progression, etc.
Candidate's ability to demonstrate
neutrality while facilitating agile practices
and to hold the group's agenda
throughout the meeting
Remains entirely neutral, encourages balanced
participation using methods appropriate to the
group dynamic. If the rare need to switch roles
occurs, candidate makes a clear declaration of this
to the group. Closes meeting smoothly with
everyone aware of outcomes and next steps.
Engages the participation of everyone in the group
using various methods as appropriate. Uses
appropriate tools and techniques to manage group
energy and move the meeting along. Demonstrates
ability to adapt in the moment. Closes the meeting,
including summarizing outcomes and next steps.
Demonstrates understanding of facilitator /
participant distinction and encourages balanced
participation. May falter in truly owning the facilitation
process as discussions take place and unanticipated
events occur.
Occasionally wavers between facilitator and
contributor mode. Encourages participation but does
not maintain awareness of balanced participation.
May struggle to manage time or energy. May not
close the meeting so participants may leave without
having a common understanding.
Description Proficient Competent Developing Beginning
Topic: Coach as Professional Coach
Candidate's ability to remain present with
the coachee using professional coaching
listening skills during session and to avoid
giving advice / relating to coach's
personal experience
Engages in a collaborative dance with the
coachee. Self-manages so well that it appears
effortless and maintains complete presence with
the coachee.
Exercises self-management effectively. Stays present
with client and asks powerful questions.
Shows ability to connect with coachee and hone in
on the agenda. Does not always stay true to the
agenda and may occasionally slip in to mentor or
teacher mode.
Listens to coachee but occasionally slips into the role
of mentor, teacher or commiserator.
Candidate's ability to gain trust, hone in
on the coachee's agenda, and conclude
the session in a manner that resonates
with the coachee and forwards his/her
agenda
Candidate paces session effectively to allow
adequate time for clarifying the agenda, exploring
it, and bringing the session to a powerful close.
Coachee leaves session attesting to deepened
learning and/or forwarding of his/her agenda.
Candidate hones in on coachee's agenda and
spends time exploring topics without feeling rushed at
the end. Able to reach suitable closure for the
coachee.
Able to hone in on coachee's agenda and can ask
some powerful questions and leverage skills to
deepen the conversation. May get to an adequate
close with room for improvement on holding the
space for new insights to emerge.
Candidate is able to asks some questions that
promote exploration of the topic for the coachee.
Candidate's ability to hold space for an
agile team to deepen its learning and
reach desired outcomes
Asks powerful questions and allows insights to
emerge without steering the discussion in a
particular direction but while also holding the
focus. Ensures group participation in this process.
Asks powerful questions that often generate insights.
Is able to articulate what is going on and ensure full
group participation.
Asks powerful questions that may generate insights.
May occasionally slip into the role of mentor or
teacher or lose full group participation.
Asks powerful questions, but does not always hold
space for new insights or demonstrate self-
management.
Description Proficient Competent Developing Beginning
Topic: Coach as Mentor / Steward of Teams
Candidate's ability to develop teams while
effectively dealing with complex situations
(i.e. conflict, resistance, lack of
commitment, etc.)
Distinguishes among: A) a beginning team that
has not yet formed, B) a mature team that is well
functioning and C) a team that has been together
a while but has significantly suboptimized
performance, and acts appropriately in each
instance.
Coach can surface conflict, and other complex
situations, and can help the team navigate them
effectively.
Distinguishes among teams in various stages of
development. Tailors approaches with some room for
improvement in versatility. Works with conflict, and
other complex situations, using a limited toolset that
may or may not expand the capabilites of team.
Able to tailor approach for new vs. existing teams.
Has limited tool set for "solving" complex situations
that do not expand the capabilities of the team.
Acts from a standard approach to all teams that does
not consider their level of development as a team
system. Approaches conflict, and other complex
situations, with a "solve it" mentality.
Candidate's ability to provide options to
the mentee that would provide insight into
how to solve the challenge the mentee is
facing
Gives multiple helpful recommendations,
highlighting challenges and pitfalls with each.
Checks with mentee if these are helpful and
ensures the mentee has a way forward.
Gives 1 or 2 helpful recommendations to the mentee.
Checks in to ensure recommendations are relevant to
the mentee's challenges or provide the mentee with
food for thought.
Candidate provides mentee with recommendations,
but may not check their relevance to the mentee.
Candidate offers advice and solutions on subjects
that they may or may not be an expert on.
Description Proficient Competent Developing Beginning
Topic: Coach as Teacher
Candidate's ability to relay a new concept
or technique to an indvidual in a
meaningful way
Engages the learner in the learning to provide
them with a deeper understanding of the concept
at hand. The learning sticks.
Successfully relays a new concept to a person by
engaging them in the process.
Explains the new concept sufficently, but does not
check for understanding in a way that ensures the
individual can apply the concept.
Explains the new concept without awareness of how
it was recieved.
Candidate's ability to know when to
directly lead the team (i.e. provide
content, direction, or opinion) versus
giving them space to decide on their own
Is able to effectively use his/her leadership power
as an agile coach. Able to create space for the
team to make the decision, even if it's the "wrong"
answer. On the other hand, coach can articulate
the areas where s/he takes a stand as an agile
expert and leader.
Is aware of (and can potentially articulate) what
leadership power is and what implication it has on an
agile team. Is able to create the space for the team to
make the decision, even if it is the "wrong" answer.
Only somewhat willing to let the team/individual
make the "wrong" decision. Stands in their Agile
expertise as the default position.
Primarily leads by giving explicit directions or
explanations.
Description Proficient Competent Developing Beginning
Topic: The Agile Coach Roles
Candidate's ability to choose the skillset
appropriate to the situation at hand (i.e.
choosing and shifting among coaching,
facilitating, mentoring, and teaching)
Skillfully chooses between the different roles and
gets effective results with teams. Is able to explain
the internal process used to choose a particular
skill set for the situation at hand. Is able to explain
the pros and cons of the chosen approach.
Is able to explain the internal process used to chose
a particular skill set for the situation at hand.
Sometimes falls into using the skill set of their
comfort zone and recognizes later that they should
have made a conscious choice. Overall, makes a
conscious choice at least some of the time and the
percentage of time is increasing.
Often falls into using the skill set of their comfort zone
and sometimes recognizes later that they should
have made a conscious choice.
The candidate's ability to manifest the
intangibles (earning trust of the team,
holding space, mastering the Agile Coach
Stance, embodying the mindset, etc.)
Demonstrates poise in all situations and roles; It is
clear that teams and participants in live demos
respect the candidate's expertise.
Shows a command of the different roles and skills
involved; Clearly has respect of team and participants
in most situations.
Able to function in each of the roles and
demonstrates poise in one or more.
Seems mechanical or uncertain in two or more of the
agile coach roles.

105. If you have the will, now there is a way

106. QUESTIONS