How your culture is shaping your Agile
rowanb
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33 slides
Jun 25, 2017
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About This Presentation
aka "Agile adoption stories from highly varied organisational cultures"
Why is the culture change that genuine Agile requires so difficult in most army or machine-like corporate cultures, yet quite natural for certain organisations who have a culture similar to a family or living organism...
Slide Content
Agile adoption stories from highly
varied organisational cultures
How your culture is shaping your Agile
[email protected] @rowanb
Rowan Bunning CST - Scrum WithStyle
varied organisational cultures
How your culture is shaping your Agile
[email protected] @rowanb
Rowan Bunning CST - Scrum WithStyle
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Organisational culture eats Agile…
Image credit: dreamstime.com/royalty-free-stock-photos-big-fish-image4138958#_
Organisational culture eats Agile…
Image credit: dreamstime.com/royalty-free-stock-photos-big-fish-image4138958#_
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Session outline
•Quick outline of LaLoux culture model
Adoption stories and insights from…
•Amber organisations
•Orange organisations
•Green organisations
•Partially Teal organisation
•What you can do
Session outline
•Quick outline of LaLoux culture model
Adoption stories and insights from…
•Amber organisations
•Orange organisations
•Green organisations
•Partially Teal organisation
•What you can do
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Thanks to…
Michael Spayd Michael HammanMichael Sahota Jean Tabaka
Thanks to…
Michael Spayd Michael HammanMichael Sahota Jean Tabaka
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
1950 1960 1970 1980 1990 2000 2010
Frederic LaLoux
A short history of consciousness theory
Spiral Dynamics
Clare W.
Graves, Ph.D Ken Wilber
Integral Theory
1950 1960 1970 1980 1990 2000 2010
Frederic LaLoux
A short history of consciousness theory
Spiral Dynamics
Clare W.
Graves, Ph.D Ken Wilber
Integral Theory
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 9
Human development
Overview of the main (organizational) paradigms
Levels of Consciousness
TURQUOISE
TEAL
GREEN
ORANGE
AMBER
RED
MAGENTA
INFRARED
foraging
bands
authority by
the Elders
powerful
chiefdoms
formal
hierarchies
command
& control
“the stick”
effective
matrix,
predict &
control,
“the carrot”,
shareholder
perspective
relationships
above
outcomes,
stakeholder
perspective
self manage-
ment for
evolutionary
purpose
100 000
yrs ago
100 00
yrs ago
1000
yrs ago
100
yrs ago
10
yrs ago
1
yr ago
© Frederic Laloux (content based on his book „Reinventing organizations“ (2014) 9
Human development
Overview of the main (organizational) paradigms
Levels of Consciousness
TURQUOISE
TEAL
GREEN
ORANGE
AMBER
RED
MAGENTA
INFRARED
foraging
bands
authority by
the Elders
powerful
chiefdoms
formal
hierarchies
command
& control
“the stick”
effective
matrix,
predict &
control,
“the carrot”,
shareholder
perspective
relationships
above
outcomes,
stakeholder
perspective
self manage-
ment for
evolutionary
purpose
100 000
yrs ago
100 00
yrs ago
1000
yrs ago
100
yrs ago
10
yrs ago
1
yr ago
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Source: Frederic LaLoux, Reinventing Organizations (Nelson Parker 2014)
20-25% of
Australians
50%
20-25%
2%
Source: Frederic LaLoux, Reinventing Organizations (Nelson Parker 2014)
20-25% of
Australians
50%
20-25%
2%
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com Agile
Agile Culture
is here
Agile Culture
is here
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Subtitle Text
Conformist - Amber
Subtitle Text
Conformist - Amber
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Conformist Amber
“Agile” in
Amber
Surrounded by
bureaucracy
30% of organisations including most of public sector
Conformist Amber
“Agile” in
Amber
Surrounded by
bureaucracy
30% of organisations including most of public sector
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Conformist Amber
Amber orgs value the opposite of Agile
over Individuals and interactions
over Working softwareComprehensive documentation
Processes and tools
Contract negotiation over Customer collaboration
Following a plan over Responding to change
The traditional manifesto
Conformist Amber
Amber orgs value the opposite of Agile
over Individuals and interactions
over Working softwareComprehensive documentation
Processes and tools
Contract negotiation over Customer collaboration
Following a plan over Responding to change
The traditional manifesto
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Conformist Amber
Theory X dominant in Amber
Theory X Theory Y
Dislike work and avoid it Need to work and can enjoy it
Need to control Direct ourselves
Avoid responsibility Seek and accept responsibility
Motivated by money Motivated to realise our potential
Little creativity Highly creative
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
Conformist Amber
Theory X dominant in Amber
Theory X Theory Y
Dislike work and avoid it Need to work and can enjoy it
Need to control Direct ourselves
Avoid responsibility Seek and accept responsibility
Motivated by money Motivated to realise our potential
Little creativity Highly creative
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Conformist Amber
Agile only survives within a protected bubble
!
Conformist Amber
Agile only survives within a protected bubble
!
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Conformist Amber
Against the grain
•Hard work protecting the bubble
•Heavy reporting up based on predictive plan
•Secretive by default
•Disinterested in “theory” - can’t reason for continuous improvement !
•Positional power up hierarchy where understanding of work situation is
limited !
•Good Agile is fragile and can be rapidly destroyed !
Conformist Amber
Against the grain
•Hard work protecting the bubble
•Heavy reporting up based on predictive plan
•Secretive by default
•Disinterested in “theory” - can’t reason for continuous improvement !
•Positional power up hierarchy where understanding of work situation is
limited !
•Good Agile is fragile and can be rapidly destroyed !
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Subtitle Text
Achievement - Orange
Subtitle Text
Achievement - Orange
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
More concerned
about going fast
than going in the
right direction in
the face of
uncertainty
> 40% of organisations including most large corporate
Achievement Orange
More concerned
about going fast
than going in the
right direction in
the face of
uncertainty
> 40% of organisations including most large corporate
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
agility != “faster”
“We considered a bunch of names, and agreed eventually on “agile” as
we felt that captured the adaptiveness and response to change
which we felt was so important to our approach." - Martin Fowler
“Agile does not mean delivering faster. Agile does not mean fewer
defects or higher quality. Agile does not mean higher productivity. Agile
means agile - the ability to move with quick easy grace, to be nimble
and adaptable. To embrace change and become masters of change -
to compete through adaptability by being able to change faster and
cheaper than your competition can." - Craig Larman and Bas Vodde
Achievement Orange
agility != “faster”
“We considered a bunch of names, and agreed eventually on “agile” as
we felt that captured the adaptiveness and response to change
which we felt was so important to our approach." - Martin Fowler
“Agile does not mean delivering faster. Agile does not mean fewer
defects or higher quality. Agile does not mean higher productivity. Agile
means agile - the ability to move with quick easy grace, to be nimble
and adaptable. To embrace change and become masters of change -
to compete through adaptability by being able to change faster and
cheaper than your competition can." - Craig Larman and Bas Vodde
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Which has agility?
Source:YouTube Source: invorma.com/16-super-jumping-animals
or
Achievement Orange
Which has agility?
Source:YouTube Source: invorma.com/16-super-jumping-animals
or
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Ability to steer
Photo credits: thoughtcatalog.com and static.ezermester.hu
not
Achievement Orange
Ability to steer
Photo credits: thoughtcatalog.com and static.ezermester.hu
not
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Organisation as machine
Machine language:
Measurement and control,
efficiency, order, programmes,
inputs and outputs, production,
top down, bottom-up, centralised,
decentralised, roll-out.
Forcing language:
Consistency, standardisation, Get
people to, make them… etc.
Source: cleanlanguage.co.uk
Achievement Orange
Organisation as machine
Machine language:
Measurement and control,
efficiency, order, programmes,
inputs and outputs, production,
top down, bottom-up, centralised,
decentralised, roll-out.
Forcing language:
Consistency, standardisation, Get
people to, make them… etc.
Source: cleanlanguage.co.uk
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Orange orgs want faster but not agility
•Shareholder value + IT as a cost centre —>
playing a cost side, resource efficiency game
•Misinterpret Agile as a tool for increasing
efficiency
•“Program efficiency” and “delivery” are where
Orange orgs believe the problem is
•“Agile” the Execute within “Plan-then-Execute”
•“iterations” used to build out fixed scope to plan
•Actually doing Incremental Development
and calling it “Agile”
•Not: agility, iteration from customer
feedback, working in pure value
order or amplified learning,
Achievement Orange
Orange orgs want faster but not agility
•Shareholder value + IT as a cost centre —>
playing a cost side, resource efficiency game
•Misinterpret Agile as a tool for increasing
efficiency
•“Program efficiency” and “delivery” are where
Orange orgs believe the problem is
•“Agile” the Execute within “Plan-then-Execute”
•“iterations” used to build out fixed scope to plan
•Actually doing Incremental Development
and calling it “Agile”
•Not: agility, iteration from customer
feedback, working in pure value
order or amplified learning,
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Agile positioned as “delivery” tool
•Management by Objectives (MbO): “define objectives (predict); follow-up
(control); strategic planning; mid-term planning, yearly budgeting cycles, key
performance indicators, and balanced scorecards” [LaLoux14]
•Leads to negotiating fixed Scope & Date…
Contract negotiation over Customer collaboration
•“The most serious impediments to using Scrum are habits of waterfall, predictive
thinking over the last twenty to thirty years; these have spawned command and
control management, belief that demanding something will make it happen,
and the willingness of development to cut quality to meet dates. These are
inbred habits that we aren’t even aware of anymore.” - Ken Schwaber
Achievement Orange
Agile positioned as “delivery” tool
•Management by Objectives (MbO): “define objectives (predict); follow-up
(control); strategic planning; mid-term planning, yearly budgeting cycles, key
performance indicators, and balanced scorecards” [LaLoux14]
•Leads to negotiating fixed Scope & Date…
Contract negotiation over Customer collaboration
•“The most serious impediments to using Scrum are habits of waterfall, predictive
thinking over the last twenty to thirty years; these have spawned command and
control management, belief that demanding something will make it happen,
and the willingness of development to cut quality to meet dates. These are
inbred habits that we aren’t even aware of anymore.” - Ken Schwaber
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Agility constrained by hierarchy of objectives
Delivery DeliveryDelivery
Agile is put in these boxes
Team
Program
Value Stream
Portfolio
Achievement Orange
Agility constrained by hierarchy of objectives
Delivery DeliveryDelivery
Agile is put in these boxes
Team
Program
Value Stream
Portfolio
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Project/PI focus over customer focus
•Projects, Programs, PMO
abstract away the external
customer
•Internal stakeholder interests
dominate over external customers
•Programs, projects as means of
control
•Heavy lifting to mediate between
internal stakeholder interests
Project
Focus on project delivery
"
#
Focus on Customer
Achievement Orange
Project/PI focus over customer focus
•Projects, Programs, PMO
abstract away the external
customer
•Internal stakeholder interests
dominate over external customers
•Programs, projects as means of
control
•Heavy lifting to mediate between
internal stakeholder interests
Project
Focus on project delivery
"
#
Focus on Customer
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Water-Scrum-Fall
$ $
ArchitectsBusiness AnalystsProject Control
Board
User RepsOperations
SIT UAT
System
Testers
Deployment
#
Benefits Realisation
begins
Business case
Big Batch
Specification
Big Batch
Project Scope
Product
Backlog
Current Product
Users
Limited Coverage
Agile Team
Programmers & Testers only
Months
2 weeks
each iteration
Months
Released
Dependent on other
groups to get anything
specified or released
Water-Scrum-Fall
$ $
ArchitectsBusiness AnalystsProject Control
Board
User RepsOperations
SIT UAT
System
Testers
Deployment
#
Benefits Realisation
begins
Business case
Big Batch
Specification
Big Batch
Project Scope
Product
Backlog
Current Product
Users
Limited Coverage
Agile Team
Programmers & Testers only
Months
2 weeks
each iteration
Months
Released
Dependent on other
groups to get anything
specified or released
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Big bang “transformation” to Agile
•“Changes must be mapped out in
blueprints, then carefully implemented
according to plan.” [LaLoux14]
•Big up-front plan for “Agile
transformation” with defined end state
!
Slideshare from Sathyanarayana H.R
Agile Resource Plan Template for Visio from Business Documents UK
Achievement Orange
Big bang “transformation” to Agile
•“Changes must be mapped out in
blueprints, then carefully implemented
according to plan.” [LaLoux14]
•Big up-front plan for “Agile
transformation” with defined end state
!
Slideshare from Sathyanarayana H.R
Agile Resource Plan Template for Visio from Business Documents UK
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Process over Values
“Orange Organisations increasingly feel obligated to follow the fad: they
define a set of values, post them on office walls and company web site, and
then ignore them whenever that is more convenient for the bottom line.”
Control through formal rules (policies), procedures, supervision etc. rather
than relying on values
Less ability to decide what is situationally appropriate
Agile and Scrum values seen as fuzzy and not nearly as relevant day-to-day
as following the defined “process”
Misinterpret Scrum etc. as a process
Achievement Orange
Process over Values
“Orange Organisations increasingly feel obligated to follow the fad: they
define a set of values, post them on office walls and company web site, and
then ignore them whenever that is more convenient for the bottom line.”
Control through formal rules (policies), procedures, supervision etc. rather
than relying on values
Less ability to decide what is situationally appropriate
Agile and Scrum values seen as fuzzy and not nearly as relevant day-to-day
as following the defined “process”
Misinterpret Scrum etc. as a process
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Clash with self-organisation
•Pre-defined job titles and roles impede
self-organisation
•Individual performance review
•Efficiency drive + technical work =
•narrow division of labour + hierarchy
for technical supervision
•local optimisation
•Opposite of generalising specialists
and Scrum rule of no titles or sub-
teams
Achievement Orange
Clash with self-organisation
•Pre-defined job titles and roles impede
self-organisation
•Individual performance review
•Efficiency drive + technical work =
•narrow division of labour + hierarchy
for technical supervision
•local optimisation
•Opposite of generalising specialists
and Scrum rule of no titles or sub-
teams
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Professional mask impediment
•Fear of disempowerment an elephant in the
room impediment to Agile adoption
•"Emotions, doubts, and dreams are best
kept behind a mask, so that we do not
make ourselves vulnerable. Our identity is
no longer fused with our need to be seen as
competent and successful, ready for the
next promotion.” [LaLoux14]
Image credit: 9hues.com
Achievement Orange
Professional mask impediment
•Fear of disempowerment an elephant in the
room impediment to Agile adoption
•"Emotions, doubts, and dreams are best
kept behind a mask, so that we do not
make ourselves vulnerable. Our identity is
no longer fused with our need to be seen as
competent and successful, ready for the
next promotion.” [LaLoux14]
Image credit: 9hues.com
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Control systems in organisations
Market system
Bureaucratic
system
Clan system
•Prices drive very efficient decision making
•Measure Input and Output
•Formal rules, roles, processes, compliance
•Supervision, direction and hierarchy
•Specialisations enable clearer comparison with
like workers
•Informal value based rules
•Allows innovation and collaboration
•Most suitable for unique, interdependent or
ambiguous work e.g. software development
Reference: A Conceptual Framework for the Design of Organizational Control Mechanisms, William G. Ouchi, Management Science, Vol. 25, No. 9. 1979.
Control systems in organisations
Market system
Bureaucratic
system
Clan system
•Prices drive very efficient decision making
•Measure Input and Output
•Formal rules, roles, processes, compliance
•Supervision, direction and hierarchy
•Specialisations enable clearer comparison with
like workers
•Informal value based rules
•Allows innovation and collaboration
•Most suitable for unique, interdependent or
ambiguous work e.g. software development
Reference: A Conceptual Framework for the Design of Organizational Control Mechanisms, William G. Ouchi, Management Science, Vol. 25, No. 9. 1979.
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Transitioning from Orange to Green
Involves eliminating formal constraints
replacing them with team self-regulation,
values, responsibility, inspect & adapt
Transitioning from Orange to Green
Involves eliminating formal constraints
replacing them with team self-regulation,
values, responsibility, inspect & adapt
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Orange vs Green stories
In order to hit our predicted
half-yearly profit target,
As an executive,
I want all projects run to
produce the predicted results
on time and budget.
Orange
In order to continually delight
customers in a turbulent market,
As an executive,
I want high capability teams of people
with purpose and passion, learning
about customers and creating high
value products that serve the
interests of all stakeholders.
Green
Orange vs Green stories
In order to hit our predicted
half-yearly profit target,
As an executive,
I want all projects run to
produce the predicted results
on time and budget.
Orange
In order to continually delight
customers in a turbulent market,
As an executive,
I want high capability teams of people
with purpose and passion, learning
about customers and creating high
value products that serve the
interests of all stakeholders.
Green
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Subtitle Text
Pluralistic Green
Subtitle Text
Pluralistic Green
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Pluralistic Green
Interdependence and Shared Values
•Motivation: Customer has power, need to
“Delight” customers
•Structure around customer value creation
•“Culture is paramount” !
•Share values instead of policies, processes
•Value Relationships over Outcomes
•Honest about uncertainty !
Image credit: gomindshift.com
< 20% of organisations inc. start-ups and growth mode
Pluralistic Green
Interdependence and Shared Values
•Motivation: Customer has power, need to
“Delight” customers
•Structure around customer value creation
•“Culture is paramount” !
•Share values instead of policies, processes
•Value Relationships over Outcomes
•Honest about uncertainty !
Image credit: gomindshift.com
< 20% of organisations inc. start-ups and growth mode
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Pluralistic Green
Customer Collaboration
•Vendor seeks ongoing partnership with
client !
•Multi-stakeholder win-win-win increases
complexity
•Agility required to wrestle success
•Value side management
•Business steering development directly
makes sense (Product Owner) !
Image credit: phoonies.wordpress.com
Pluralistic Green
Customer Collaboration
•Vendor seeks ongoing partnership with
client !
•Multi-stakeholder win-win-win increases
complexity
•Agility required to wrestle success
•Value side management
•Business steering development directly
makes sense (Product Owner) !
Image credit: phoonies.wordpress.com
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Achievement Orange
Organisation as Organism, Culture
Organism language:
“Living systems, environmental
conditions, adaptation, life cycles,
recycling, needs, homeostasis,
evolution, survival of the fittest,
health, illness.”
Culture language:
“Socialise, values, beliefs, ideology,
rituals, diversity, traditions, history,
service, shared vision and mission,
understanding, qualities, families.”
Source: cleanlanguage.co.uk
Photo credit: holganix.com
Achievement Orange
Organisation as Organism, Culture
Organism language:
“Living systems, environmental
conditions, adaptation, life cycles,
recycling, needs, homeostasis,
evolution, survival of the fittest,
health, illness.”
Culture language:
“Socialise, values, beliefs, ideology,
rituals, diversity, traditions, history,
service, shared vision and mission,
understanding, qualities, families.”
Source: cleanlanguage.co.uk
Photo credit: holganix.com
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Pluralistic Green
Green is easily misunderstood from
an Amber/Orange perspective
"...it is clear to me that PRINCE2 is agile, and therefore I have always been
running projects in an agile way since I started my project management
career.
I fully expect Agile to fade away given time and perhaps end its days as a
niche small project delivery (web projects) [approach] advocated by the
major web agencies such as Conchango.” - Kevin Brady, 2011
Source: eprince2.com/articles/prince2-is-agile/2011/03/17/
Pluralistic Green
Green is easily misunderstood from
an Amber/Orange perspective
"...it is clear to me that PRINCE2 is agile, and therefore I have always been
running projects in an agile way since I started my project management
career.
I fully expect Agile to fade away given time and perhaps end its days as a
niche small project delivery (web projects) [approach] advocated by the
major web agencies such as Conchango.” - Kevin Brady, 2011
Source: eprince2.com/articles/prince2-is-agile/2011/03/17/
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Pluralistic Green
And now, some words of wisdom from my
favourite management though leader…
Pluralistic Green
And now, some words of wisdom from my
favourite management though leader…
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Pluralistic Green
Capability over objectives
"The most serious impediments to using Scrum are habits of waterfall,
predictive thinking over the last twenty to thirty years; these have spawned
command and control management, belief that demanding something will
make it happen, and the willingness of development to cut quality to meet
dates. These are inbred habits that we aren’t even aware of anymore."
- Ken Schwaber
Not objectives over capability
Pluralistic Green
Capability over objectives
"The most serious impediments to using Scrum are habits of waterfall,
predictive thinking over the last twenty to thirty years; these have spawned
command and control management, belief that demanding something will
make it happen, and the willingness of development to cut quality to meet
dates. These are inbred habits that we aren’t even aware of anymore."
- Ken Schwaber
Not objectives over capability
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Pluralistic Green
Inverted hierarchy
•Distaste for power imbalance
•Inverted hierarchy where
management supports teams
•“Frontline workers make far-
reaching decisions without
management approval” !
Image credit: Large-Scale Scrum: More with LeSS by Craig Larman and Bas Vodde
Pluralistic Green
Inverted hierarchy
•Distaste for power imbalance
•Inverted hierarchy where
management supports teams
•“Frontline workers make far-
reaching decisions without
management approval” !
Image credit: Large-Scale Scrum: More with LeSS by Craig Larman and Bas Vodde
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Pluralistic Green
Green values Servant-leadership
•“Green insists that leaders should be in
service of those they lead.”
•“In some innovating companies,
managers are not appointed from above,
but from below; subordinates choose
their boss, after interviewing prospective
candidates.” [LaLoux14]
Pluralistic Green
Green values Servant-leadership
•“Green insists that leaders should be in
service of those they lead.”
•“In some innovating companies,
managers are not appointed from above,
but from below; subordinates choose
their boss, after interviewing prospective
candidates.” [LaLoux14]
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
Team Performance Curve
Source: The Wisdom of Teams: Creating the High-performance Organisation, by Jon R. Katzenbach, Douglas K. Smith, Harvard Business Press, 1993.
© 2015 Scrum WithStyle scrumwithstyle.com
The “Compromise Units”
________________
______________________
____________________
All the characteristics of a real
team, but the members are deeply
committed to one another’s personal
growth and development
Equally committed to a common
purpose, goals, and working
approach for which they hold
themselves mutually
accountable.
___________
Has not yet established collective
accountability. Requires more clarity
about purpose, goals or work-products
and more discipline in hammering out
a common working approach.
______________
Has not focused on collective
performance and is not really trying to
achieve it. Has no interest in shaping a
common purpose or performance goals.
_______________
Members act primarily to share
information, best practices, or
perspectives and to make decisions
to help each individual perform within
his or her area of responsibility.
___________
Working group
Performance Impact
Time
Pseudo-team
Potential team
Real team
Exceptional team
Real teams come naturally
Evolutionary Teal
Team Performance Curve
Source: The Wisdom of Teams: Creating the High-performance Organisation, by Jon R. Katzenbach, Douglas K. Smith, Harvard Business Press, 1993.
© 2015 Scrum WithStyle scrumwithstyle.com
The “Compromise Units”
________________
______________________
____________________
All the characteristics of a real
team, but the members are deeply
committed to one another’s personal
growth and development
Equally committed to a common
purpose, goals, and working
approach for which they hold
themselves mutually
accountable.
___________
Has not yet established collective
accountability. Requires more clarity
about purpose, goals or work-products
and more discipline in hammering out
a common working approach.
______________
Has not focused on collective
performance and is not really trying to
achieve it. Has no interest in shaping a
common purpose or performance goals.
_______________
Members act primarily to share
information, best practices, or
perspectives and to make decisions
to help each individual perform within
his or her area of responsibility.
___________
Working group
Performance Impact
Time
Pseudo-team
Potential team
Real team
Exceptional team
Real teams come naturally
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
#"
Folding everyone into end-to-end teams
$
Flow of Value
Benefits Realisation
begins
Vision &
Business Goals
Product
Backlog
Current
Product
Users
Feature Team that is fully
cross-functional
2 weeks
each iteration
Released$
Feedback re Product and Process quality
OperationsSystem
Testers
The Agile Team has the skills and
authority to create usable Product
Increments each iteration
Architect
Business
Analysts
Broadening of skills
#"
Folding everyone into end-to-end teams
$
Flow of Value
Benefits Realisation
begins
Vision &
Business Goals
Product
Backlog
Current
Product
Users
Feature Team that is fully
cross-functional
2 weeks
each iteration
Released$
Feedback re Product and Process quality
OperationsSystem
Testers
The Agile Team has the skills and
authority to create usable Product
Increments each iteration
Architect
Business
Analysts
Broadening of skills
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Finally… Scrum makes perfect sense
•The elements of Scrum that get
broken in Orange orgs make
perfect sense in Green
✓Agility
✓Customer collaboration
✓Servant-leadership
✓Self-management (Teal)
Finally… Scrum makes perfect sense
•The elements of Scrum that get
broken in Orange orgs make
perfect sense in Green
✓Agility
✓Customer collaboration
✓Servant-leadership
✓Self-management (Teal)
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Subtitle Text
Evolutionary Teal
Subtitle Text
Evolutionary Teal
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
Teal: purpose, self-management and possibility
•Perceived context: we evolve with the world
•Belief: amazing things will emerge from a
truly supportive environment
•About unleashing human ingenuity
•Volunteering, free choice, true taking of
Responsibility !
•No projects - long-lived product
development
•No budgets - why create scarcity, why play
games with each other?
Image credit: healthyplace.com
Very few organisations
Evolutionary Teal
Teal: purpose, self-management and possibility
•Perceived context: we evolve with the world
•Belief: amazing things will emerge from a
truly supportive environment
•About unleashing human ingenuity
•Volunteering, free choice, true taking of
Responsibility !
•No projects - long-lived product
development
•No budgets - why create scarcity, why play
games with each other?
Image credit: healthyplace.com
Very few organisations
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
Evolutionary purpose, breakthrough innovation
Inventions in the 1990’s and early 2000’s… !
•One of first web app languages
•One of first e-retail sites, most complex Govt.
transaction
•First semantic XML-based content
management
•Meta-level object framework for business
application development
•Semantic web-based knowledge system
re-definable without programmer
•Solar thermal “big dish”
Photo: Unknown via Aperture
Evolutionary Teal
Evolutionary purpose, breakthrough innovation
Inventions in the 1990’s and early 2000’s… !
•One of first web app languages
•One of first e-retail sites, most complex Govt.
transaction
•First semantic XML-based content
management
•Meta-level object framework for business
application development
•Semantic web-based knowledge system
re-definable without programmer
•Solar thermal “big dish”
Photo: Unknown via Aperture
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
CPJ inspired by Jeff Bezos' most recent annual letter.
medium.com/21st-century-organizational-development/type-2-organizations-df3f1f53c66c
Distributed decision making
Evolutionary Teal
CPJ inspired by Jeff Bezos' most recent annual letter.
medium.com/21st-century-organizational-development/type-2-organizations-df3f1f53c66c
Distributed decision making
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
Self-management
•No “reporting lines”
•High agency teams, little formal structure to take
power away
•Org functioned as social network
•Trust relationships valued
•Team interaction directly with visionary Executive
•Recent comments… “had a great culture”
“best team I’ve ever worked in”
Image credit: @NielsPflaeging Twitter
Evolutionary Teal
Self-management
•No “reporting lines”
•High agency teams, little formal structure to take
power away
•Org functioned as social network
•Trust relationships valued
•Team interaction directly with visionary Executive
•Recent comments… “had a great culture”
“best team I’ve ever worked in”
Image credit: @NielsPflaeging Twitter
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
People and roles are organic, dynamic
•Team involvement in hiring
•Not hired into narrowly defined job.
Instead, roles emerges from individual
•Uncool to refer to someone by job title
•“Job titles and descriptions hardly do
justice to unique combinations of roles,
and they are too static to account for the
fluid nature of work in Teal
Organisations.” [LaLoux14]
•Empathy is essential !
Evolutionary Teal
People and roles are organic, dynamic
•Team involvement in hiring
•Not hired into narrowly defined job.
Instead, roles emerges from individual
•Uncool to refer to someone by job title
•“Job titles and descriptions hardly do
justice to unique combinations of roles,
and they are too static to account for the
fluid nature of work in Teal
Organisations.” [LaLoux14]
•Empathy is essential !
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
Psychological safety
Pair Programming taken up readily
as safety existed !
See Google’s Project Aristotle
Image credit: Calqui
Evolutionary Teal
Psychological safety
Pair Programming taken up readily
as safety existed !
See Google’s Project Aristotle
Image credit: Calqui
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Hypothesis Driven Development
Hypothesis Driven Development
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
Wholeness
•Encouraged to be yourself !
•Non-conformists
•Strong intrinsic motivation and
loyalty !
Photo: careerandhumanresources.blogcommunity.com
Evolutionary Teal
Wholeness
•Encouraged to be yourself !
•Non-conformists
•Strong intrinsic motivation and
loyalty !
Photo: careerandhumanresources.blogcommunity.com
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
“I visualise Scrum as a rocket. Pushing that rocket
forward is the power of its engines. But puling it back
are the forces of gravity. If the rocket it able to push far
enough, it can enter into orbit. But if it cannot, it will
inevitably get pulled back to earth, right where it started.
The implications of Scrum must be pushed far enough
into other parts of the organisation so that the entire
transition is not pulled back by organisational gravity.”
- Mike Cohn, Succeeding with Agile
“I visualise Scrum as a rocket. Pushing that rocket
forward is the power of its engines. But puling it back
are the forces of gravity. If the rocket it able to push far
enough, it can enter into orbit. But if it cannot, it will
inevitably get pulled back to earth, right where it started.
The implications of Scrum must be pushed far enough
into other parts of the organisation so that the entire
transition is not pulled back by organisational gravity.”
- Mike Cohn, Succeeding with Agile
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Evolutionary Teal
Organisational Gravity: Ego
•Social proof from the “big corporates”
•Status through position or individual
achievement
•Impediments to progressing…
•Ego, identity and positional status
•Fear of vulnerability and looking incompetent
•Lack of trust between managers separated
from the work
•Lack of belief in team-based and self-
regulating alternatives
Image credit: fortune.com
Evolutionary Teal
Organisational Gravity: Ego
•Social proof from the “big corporates”
•Status through position or individual
achievement
•Impediments to progressing…
•Ego, identity and positional status
•Fear of vulnerability and looking incompetent
•Lack of trust between managers separated
from the work
•Lack of belief in team-based and self-
regulating alternatives
Image credit: fortune.com
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
Summary of Insights
•Many are pursuing Agile for the “wrong” reasons*
•Organisations are (mis)interpreting Agile to fit their current level of
consciousness
•“faster, cheaper” motivation bends “Agile” to be an incremental delivery tool
to project goals at the expense of customer-centric agility
•Water-Scrum-Fall is a typical consequence
•The elements of Scrum and good Agile that get broken in Orange orgs are
what makes perfect sense in Green
•“An organisation cannot evolve beyond its leadership’s stage of
development.”
* Pursuing ends for which it was not intended by those who invented it
Summary of Insights
•Many are pursuing Agile for the “wrong” reasons*
•Organisations are (mis)interpreting Agile to fit their current level of
consciousness
•“faster, cheaper” motivation bends “Agile” to be an incremental delivery tool
to project goals at the expense of customer-centric agility
•Water-Scrum-Fall is a typical consequence
•The elements of Scrum and good Agile that get broken in Orange orgs are
what makes perfect sense in Green
•“An organisation cannot evolve beyond its leadership’s stage of
development.”
* Pursuing ends for which it was not intended by those who invented it
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
What you can do yourself
•Listen for language reflecting a
machine metaphor
•Have the confidence to take of your
Professional Mask, say “I don’t know”
•Cultivate your own Green and Teal
beliefs and share them
What you can do yourself
•Listen for language reflecting a
machine metaphor
•Have the confidence to take of your
Professional Mask, say “I don’t know”
•Cultivate your own Green and Teal
beliefs and share them
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
What you can do to invite others
Image credit: Yi Lv, Odd-e
Example Causal Loop Diagram•Ask leadership:
•why change?
•would you like to talk about culture &
leadership?
•Talk about sources of uncertainty, variability
•Tell stories and engineer experiences that
challenge limiting beliefs
•Use Systems Thinking to explore current
beliefs about organisational dynamics
•Point out where behaviour is not aligned
with purported aspiration
What you can do to invite others
Image credit: Yi Lv, Odd-e
Example Causal Loop Diagram•Ask leadership:
•why change?
•would you like to talk about culture &
leadership?
•Talk about sources of uncertainty, variability
•Tell stories and engineer experiences that
challenge limiting beliefs
•Use Systems Thinking to explore current
beliefs about organisational dynamics
•Point out where behaviour is not aligned
with purported aspiration
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
To learn more…
•Reinventing Organizations by Frederic Laloux
•reinventingorganizations.com
•We the people: Consenting to a deeper democracy by John Buck
and Sharon Villines
•sociocracy30.org
•meetup.com/Teal-Sydney-Reinventing-Organisations-and-
Holacracy
•medium.com/teal-for-startups
•cleanlanguage.co.uk
•Talk to me… I have plenty more stories!
To learn more…
•Reinventing Organizations by Frederic Laloux
•reinventingorganizations.com
•We the people: Consenting to a deeper democracy by John Buck
and Sharon Villines
•sociocracy30.org
•meetup.com/Teal-Sydney-Reinventing-Organisations-and-
Holacracy
•medium.com/teal-for-startups
•cleanlanguage.co.uk
•Talk to me… I have plenty more stories!
@rowanb© 2017 Scrum WithStyle scrumwithstyle.com
@rowanb au.linkedin.com/in/rowanbunning
Rowan Bunning
[email protected]
scrumwithstyle.com
@rowanb au.linkedin.com/in/rowanbunning
Rowan Bunning
[email protected]
scrumwithstyle.com
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