Why Agile Fails in Large Enterprises - Large Scale Agile Transformation
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- เผยแพร่เมื่อ 2 มิ.ย. 2024
- Many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why scaled agile isn't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your large-scale agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Follow along with the slides from the talk: www.leadingagile.com/resource...
For more information about the LeadingAgile Transformation Approach check out www.leadingagile.com
Table of Contents
0:00 Introduction
3:33 A brief historical perspective
6:51 Culture vs Practices vs Structure
12:30 What is Structure?
33:18 LeadingAgile Theory of Transformation
35:46 Mapping your Transformation Journey
58:39 Incremental and Iterative Improvement
1:11:37 Developing your Agile Transformation Roadmap
1:11:45 Structure
1:12:29 Governance
1:12:42 Metrics
1:13:51 Defining Incremental Transformation
1:16:18 Iterative and Incremental Change
1:19:21 Summary
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This video was fantastic and really sung to me. It helped me realise that all this time I've wanted to ignore broken structures and unaddressed dependencies and just work with the teams on a micro level to improve their agility, that none of that is going to lead to better outcomes for the organisation if they're not committed to setting things up right at the fundamental level so that practises and culture can thrive. Absolutely brilliant video Mike I'm going to look for everything you touch from now on and listen to and absorb it with great enthusiasm. Thank you :)
I'm just a junior but where I work right now, politics and too much politics is slowing down the entire development process. High trust environment is a must to deliver better products regardless of what methodology is used. Broken structures is really bad not only for the company but also for its employees.
The problem with agile is people who should not be using it try to use it anyway. They've been given a hammer so everything's a nail. I have worked in dozens of teams and projects and everyone that says they do agile just uses tools like jira and terms like scrum but none of them do agile development. Why? Because it doesn't work for them. Their project doesn't require constantly changing requirements or the customer to be right there. Case in point, the project I'm working on right now is essentially rewriting an old system in a new technology, we know everything that needs to be done, it just needs to work like the old system but be deliverable in the cloud. There is no agile and scrum is just reserving our meetings to 15 minutes and having them every morning. There's no point in trying to do agile development for this project.
Saw this in 2017 first time. revisited it today, still very much holds. Thanks Mike!
Absolutely fantastic. Thank you so much!!
Amazing session
Glad I stumbled on this video. I tried to explain this to my manager since our organization is stating to build teams, but did horribly in my explanation.
Great Presentation MIke. I liked very much your views. Liked especially the four quadrants to get the view of organisation types.
Appreciate the compliment Vinay!
Great presentation & insights into achieving Agility in large orgs.
Excellent practical ideas. Well done Mike
Basic change model is to first soften the existing state so you can mold and refreeze like you want it!
Amazing presentation
Excellent talk!
Insightful talk !
Great presentation & pragmatic thinking. As far as the Emergent / Convergent axis of the quadrant is concerned: is this similar or related to thinking by Alex Osterwalder, Eric Ries & others of categorising organisations as either "searching for a business model" (/emergent, typical lean start-up) or focusing on "executing a business model" (/ convergent)?
Thanks for the note Thomas. Glad you got value from the presentation.
Video content starts after 9:00😋
Really good - spot on and much needed insight into the challenges faced going agile. This is in particular relevant for large established (predictability-focused) enterprises. It is an eye opener in highlighting the many obstacles and the real challenges but also it proposes a pragmatic approach on how to overcome these and move forward.
Mike, outstanding work. If there was one advice I would give to large organisations going for agile, I would strongly suggest they spare the time to reflect on this. Especially slide on 1:00:00. What would be really interesting to build on top would be to overlay "multi-modal" portfolios within an organization. Make sense?
This was a really interesting and educational talk. My organisation is moving to scale Agile when we haven't really achieved successful Scrum, so this is applicable now. Could I have some help with downloading the slides from the LeadingAgile website as they were unresponsive.
Hey Barry, here is a link to the slideshare www.slideshare.net/LeadingAgile/why-agile-is-failing-in-large-enterprises-70179636 . If you can't access it there send a note to marketing(at)leadingagile.com and we'll email them to you.
Fantastic presentation! Great insights into the problems large orgs face. Love the 4 quadrants and the other models you outlined.
First 17 seconds establish the speaker's agile credentials: seeking empirical feedback on the smallest loops possible!
Changing a company's culture and a complete IT architecture because developers want to do Agile, an unproven approach !! Completely ignoring the nature of companies, management and investments? Speaking about risks !! Chaos ahead !! good luck. Stop doing things because they are "wanted" as if we were in a candy shop. People want many things and that changes. Focus on what is necessary. That's already more stable and more valuable.
seldomly is the dev. team that asks for Agile. I know this from experience.
@@errrzarrr Thank you for your reaction. I am a bit surprised as it enriches their job. No specs to read, no deadlines, not being told what to do.. but talking directly with customers, learning from the source, quickly seeing results, being able to show the results and getting direct approvals, etc.. Seems much more motivating for them to me.
How does structure change without addressing culture first?
The way we see it, culture is important but just not the first place you start. Here is a blog post that elaborates some on that point of view www.leadingagile.com/2021/04/want-to-change-culture-have-a-plan/
The bank statement with the young developers shows little understanding of the topic...
People keep creating these silly terms and rituals when all they need to do is listen to the user, discover what he wants and then deliver that. Not need for fancy names and weird procedures
But then you have nothing to sell!
Make up some procedures, slap on a fancy name then sell books and consultations for said fancy philosophy.
Dude! It's so bad! Ritual comes first, quality comes last!
A good drinking game would be take a shot every time this dood say "mmmmk?" By one hour i wanted to start drinking and i dont even like alcohol.
That's not very nice, m'kay. You should think twice before saying stuff like that, m'kay.
You completely did not address org change basics of sense of urgency Vision executive sponsorship and leadership…
ok?
Mkay, don't do bad scrum and agile mkay
Yeah, it is so annoying.
A lot of debating points,
Every point need to validated
These patterns have worked for numerous clients over the last 12 years. What are you seeing that is different than what we've presented here?
@@Leadingagile
I've been working in software development for more than 35 years, and engaged in Agile projects for 4 years or so, I think Agile should be limited only for implementation, not requirements or Analysis & design & architecture, and if have to at least this should be completed for MVP,
Late elaboration for future releases features can and will lead to frequently changes on core and other destructive changes,
The backlog with it's user stories should have the highest coverage and comprehensive.
Agile does assumes that all team members must understand everything about the project and this is hard to have and not cost effective,
There is a lot to say,
Take a look at RUP (Rational Unified Process) to see how it can be more effictive.
Thank you.
Great info. It'd be even better if Mike would stop saying "right" and "ok" so much.
I like this, but it also feels like a word soup
Because they do the corporate version of Scrum and claim they are flexible.
"Knowledge workers are not really driven by money" - Wrong! They want a fat paycheck, so fat that they never have to worry about money again. Pay all of your knowledge workers minimum pay and visibly give the money to the non-knowledge workers and see what happens. They will no longer produce the products that YOU want to SELL.
Because of 97% of people like you that aren’t inviting agility, not putting people first and selling bs framework like S-Fe….
It’s not agile that failed but lack of vision, knowledge and capability of the people will in the org-level. and there is NO « agile » transformation… but business process improvements that might inspired themselves from the agile values and principles to enable patternes and practice.