BUSINESS AGILITY Enterprise Agility What Scrum Forgot May

BUSINESS AGILITY Enterprise Agility – What Scrum Forgot May 12, 2016 Daryl Kulak Pillar Technology Columbus, Ohio USA

BUSINESS AGILITY Pick an organization Use words to describe their tech stack

BUSINESS AGILITY Same organization Use words to describe their culture

BUSINESS AGILITY d n a flat m m a ” l g o y i l o l i e C r t “ m n a f o C d d e t n an e i or l ir a unremark u able e n e r y r p a n o e y c a r c r o l o o visi H p t en n e bureaucratic n r e s ults friend fu ly competitive orient ed

BUSINESS AGILITY Why do projects fail? ?

BUSINESS AGILITY n i a M e c n a t s i s e e r R u l l i a r a u F t l u M C P B f o e s u a C Big Data Failures Owe ly k e e r. W e t u p Com More to Business Culture than Technology Read. Write. com Dev. Ops Repre sents a Considerable C ulture Shock Tech Beacon

BUSINESS AGILITY Culture matters. Why do we know so little about it?

BUSINESS AGILITY Lean Startup ++ + + e F SA Team Room Practices Engineering Practices S Value Practices Value Stories Release Thin-Slicing Boundary Critique + + m u r c S Sprints Definition of Done User Stories Enterprise Scalability Program Metrics Budgeting and Contracting Performance Appraisals oftwa re Crafts ma. Development Test-Driven n s hip ++ Pair Programming SOLID Principles

BUSINESS AGILITY Right Practices Value Practices Enterprise Scalability Team Room Practices Engineering Practices Right Speech Culture Right Intention Right Worldview

BUSINESS AGILITY Va St lu or e ie s S o ftware Kanban C r a f t s m a n s s h i p c i t i l o P Black t f So s m Swan e t s y g S m n u i r c k S n i h Lean Startup T m s i h d d Bu SAFe Cultural Assessment f o y r o e h T s t n i a r t s n o C

BUSINESS AGILITY Cultural Model (1) Assessing Corporate Cultural Dimension Description Examples Individualism versus collectivism Making decisions quickly by an individual versus a slower, consensus-based approach USA – individualist China – collectivist Power distance How comfortable the society is with differences in equality, influence and wealth; status consciousness India – high power distance Denmark – low power distance Uncertainty avoidance How comfortable a society is with ambiguity and vagueness; how much people follow the dominant norms Germany – high uncertainty avoidance Singapore – low uncertainty avoidance Time Orientation View of time as exact and punctual or as approximate, flexible and relative Norway – clock time Mexico – event time Cultural Intelligence Center

BUSINESS AGILITY Cultural Model (2) Assessing Corporate Cultural Dimension Description Examples Direct versus indirect Communication styles of lowcontext, open communication versus subtle and high-context Russia – direct Most of Asia – indirect Neutral versus affective Approach to the display of emotions – neutral/unemotional versus highly expressive and emotional Japan – neutral Italy – effective Tight versus loose Approach to social norms – tight control or left to personal preferences and diversity Saudi Arabia – tight The Netherlands - loose