Big Agile Requires Strong Leadership: Just Not The Kind You're Used To

By: Jeff Dalton

Everywhere we look, including every CMMI and Agile appraisal I’ve done in the last decade, technology leaders in large companies are asking about scaling agility. 

But it’s the wrong question. They should be asking how to scale self-organization.

For centuries business has been led using a proven hierarchical, low-trust, command-and-control model that has its roots in the successful Roman military machine, and is still taught today in MBA programs from Cambridge to Ann Arbor.  It’s a model that is in professional DNA, and self-organization, a foundational characteristic of agility, is absent.

In recent years, many businesses have been attempting to transition from traditional hierarchies to self-organizing models based on the  “rules of nature,” a system that more closely resembles the controlled chaos of the natural world.  They start with the premise that humans naturally demonstrate certain behavior patterns, and it makes sense to leverage these, rather than re-program them to fit into more traditional hierarchical models.  Agile frameworks like Scrum,  as well as self-organizing performance models like the Agile Performance Holarchy, are good examples of this.  

These models invert the hierarchy, transforming leaders into stewards of the a self-organizing behavioral architecture,  with team roles and accountabilities dispersed throughout the organization in a way that allows people go about the messy process of self-organization and improved performance. In an agile world, team members are empowered to make important decisions within the context of the behavioral architecture without having to ask permission from a supervisor or manager.

But don’t expect all mangers, or the schools where MBA students who are eager to lead are graduating, to come along willingly.  To ask them to change is to ask them to transform themselves after a lifetime of learning how to succeed in a hierarchical world.  This might have been best articulated by Benjamin Disreaeli, who upon becoming the Prime Minister of the UK said “I have climbed to the top of a greasy pole!.”  Indeed.

 

Why Agile Matters

According to the CMMI Institute, over seventy percent of organizations who have achieved a CMMI rating in the last three years describe at least some of their projects as  “agile.”  This is a dramatic increase over previous years that has deep-rooted cultural and operational implications.  There are good reasons for leaders to transition to self-organizing models, but significant cultural change, especially among leaders, will need to take place to ensure success.

Agile frameworks reduce the cost of failure. It is conventional wisdom in the technology industry that failure is inevitable, with many companies seeing failure rates as high as 70 percent.  Research conducted by organizations such as the Project Management Institute and the Software Engineering Institute has consistently confirmed high failure rates, so it makes sense to seek solutions that assume failure, not success, and to simply reduce its cost.   All agile frameworks, with their incremental and iterative development model, support the idea of “fail-fast.”

Failure is not just an option; it’s a requirement. A foundational premise of agile is to acknowledge that failure is normal, and we should plan to fail fast and learn as much as we can.  This reduces a project’s cost while allowing teams to redirect efforts toward a more successful approach through the use of experimentation, retrospectives, and short, timeboxed iterations. Quality professionals will recognize this as an application of W. Edwards Deming’s “plan-do-check-act” framework of continuous improvement applied in short iterations.

Agile methods deliver business value to end-users more quickly. Value is delivered more quickly with an iterative and incremental delivery approach due to low-value features being de-prioritized or discarded, freeing up valuable resources to focus on the high-priority needs of the customer.

Self-organization pushes decision-making downward, freeing leaders to focus on strategy. For decades, the technology industry has explored ways to push decisions downward. Agile frameworks finally provide a model that can make that a reality, if only leaders are willing to accept their role as enablers rather than task managers. A successful agile team requires minimal over- sight, makes day-to-day operational decisions, collaborates with business customers, and delivers business value without the need for continuous management intervention.

Agile complements important IT industry models. If CMMI®, ISO 9001, and the PMBOK® Guide are models we use, agile is something we are. For example, CMMI has a perspective of defining what needs to occur for a product or service to be successfully and consistently deliver, and to improve the process,  while agile values describe why we take those actions. If adopted in this way, rather as only a marketing tool to receive a rating, CMMI makes agile stronger.

Big Agile is Coming

Since 2016, General Motors, the Department of Defense, Health and Human Services, Fiat Chrysler, and other large companies have begun to adopt agile within their software organizations, and along with their combined $100 Billion IT budgets they are bringing their biases, bureaucracies, documentation, and leadership infrastructure with them.  What will be the effect on the agile community?

“Big Agile” requires leadership at all levels, just not the kind we are used to. Simply working with an agile coach to implement well-known ceremonies is not enough. Metaphorically, the leadership “operating system” needs an upgrade.

In today’s corporate hierarchies where command-and-control structures, low trust, long-term planning, and risk management reign supreme, the skills required to thrive and survive are anything but agile. This leaves agile teams to push the culture uphill, leading to unpredictable results once business operations expand beyond the boundaries of the core agile team. This creates a “cultural type-mismatch”  due to information technology, operations, marketing, infrastructure, business development, sales, and end-users not being on the same cultural page.

Performing agile ceremonies and techniques without self-organization isn’t agile at all. There is nothing inherently wrong with adopting ceremonies and techniques identified as being agile, and many companies have found some success with that, but the power of agile values and their associated frameworks grows exponentially once self-organization is perfected.

What to do about it?

Tomorrow’s leaders, and the schools and corporate mentoring programs that train them, will need to transition their mission from that of command-and-control task manager to one of an architect and operator of a self-organizing infrastructure.  This includes changes in culture, training, and performance monitoring with a bias towards high-trust, peer accountability and self-governance.  Two models that can help new leaders prepare for the future are the Capability Maturity Model Integration V2.0 ® and the Agile Performance Holarchy (APH).

CMMI V2.0 provides guidance for leaders to consider while implementing improvements to organizational process systems, and currently contains twenty Practice Areas, with three that specifically apply to solving this problem: Governance (GOV), Process Management (PCM), and Implementation Infrastructure (II).  These three Practices Areas each contain practices that can help leaders formulate a plan, as well as develop and deploy a system, for a new, self-organizing operating model. 

The Agile Performance Holarchy is a leadership model that provides a definition of a self-organizing agile architecture, with objectives, desired outcomes, and set of behavioral guiderails for agile leaders and teams seeking to master self-organization and large-scale agility.  The APH currently contains six Performance Circles that address Leadership, Craftsmanship, Providing Infrastructure, Affirming Quality, Teaming, and Envisioning Solutions.

Culture Needs to Change

An “Agile Transformation” where the scope is hiring an agile coach, and the adoption of basic ceremonies or techniques, is doomed to failure.  Agile isn’t a process or a framework like scrum, XP, or SAFe.  It’s a collaborative, transparent, and self-organizing culture where the operational model is high-trust, empirical, and calibrated for relentless improvement in the pursuit of high quality and increased speed to value. 
Jim Bouchard, author of The Sensei Leader, sums it up for leaders: “Don’t even attempt to transform your organization until you can transform yourself.”

Jeff Dalton is CEO of Broadsword Solutions Corporation.  He is a Certified SCAMPI Lead Appraiser, CMMI Instructor, Certified Agile Assessor, author, and keynote speaker.  His new book, Great Big Agile: an OS for Agile Leaders  (© 2018), is now available on Amazon.

Adopting Agile frameworks and techniques doesn't make you Agile - does it?

It's undeniable that "agile" is all the rage and is growing exponentially, and that frameworks and techniques that are frequently associated with "agile" (Scrum, XP, TDD, BDD, Planning Poker, et al) are being adopted at a furious pace.  But its growth is horizontal *across projects* and not vertical from projects up to the C-Suite.  This is a problem.

In other words, management isn't really on board.  In most cases, they're still running a "waterfall" operation.  And Agile values? Not so much.

The adoption and projection of Agile values are what provides the necessary culture and state-of-mind that enables true agility.  Without leadership on these, enterprise agile will never happen.  Ever.

So adopting frameworks isn't enough, is it?

I've lost count of the number of companies I've worked with that started out by telling me that they were "agile - sorta."  By that they meant they were working "a little more iteratively" (whatever that means) and holding "daily meetings." Good stuff, for sure, but it's just the beginning.

Most of these companies were diligently trying to adopt agile frameworks and techniques, but they were doing it in a vacuum - without leadership support.  They were doing yeoman's work without leaders fertilizing the crops with a solid demonstration and projection of Agile values - especially high trust, transparency, fail-fast, and collaboration.

"Sure - be agile.  Just make sure to provide a 24 month program plan."

"Sure - be agile.  Just don't bother the customer."

"Great!  We love agile.  Can you fit this new feature into this sprint?"

I wish I could say this is rare problem, but it's not.  I've assessed more than 100 "agile" organizations and 90% of them had leadership that was not actively engaged in agile adoption.

Nothing against the folks who are doing great work at the team level, or the people leading the industry with new and innovative techniques for enterprise agile, SAFe, or DAD  (great stuff, really), but the real impediment is more basic - leaders need to get up to speed on what great agile is, better understand what they're role is in the agile ecosystem, and change the way their leading!

Until they do that, we're pushing rope uphill.

To make matters more complicated, there hasn't been an industry model for them to lean on to check themselves - until now.  Check this one out.

I'll be speaking on the of Agile leadership, values, and more at the upcoming 2017 Agile Leadership Summit in Washington, DC on September 22nd, 2017.  There will be eight great speakers, and networking with other Agile leaders who are looking to address this problem in the industry.  Why don't you join me?  agilecxo.org.

The first keynote is Kevin Fisher, VP at the Nationwide Insurance Advance Development Center.  Kevin is responsible for the capability lift of their 225 Agile teams.  Talk about Enterprise Agile!

The second keynote is our good friend Tom Cagley from SPaMCast.  Tom's interviewed 100s of Agile luminaries, and will be sharing his lessons on Agile leadership.

Register for the Agile Leadership Summit at www.agilecxo.org.

Jeff Dalton is an author, coach, and instructor for Agile leaders.  He is President of Broadsword, a Performance Innovation company, and Chief Evangelist at AgileCxO.org, a resource an development organization that provides models for Agile leaders.