Tag Archives: Philosophy

How a Non-Agile Big Corporation Lost Out

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The Scenario

In a search for new vistas and growth, my husband had been scanning employment ads across the country and applied for a job he was well-suited for with a large corporation. He received two interviews by telephone and SKYPE. The new job would require us to move several provinces, leaving family, friends and a community we were attached to.

He received confirmation by telephone that the corporation wanted to hire him. We spent a few days agonizing over a decision, consulting with family and friends, praying about it, and decided my husband would accept the job. After his verbal acceptance, a contract followed a few days later, which he duly signed and sent back. He was told it had been signed at the other end and he could now announce the new job publicly.

He gave notice to his present employers, as did I mine, and we proceeded to take steps to put our house on the market, search for housing in the new city, and pack. We had begun to say good-bye.

Three days later a phone call came from the HR Department of the corporation saying they had to rescind the contract as someone “higher up” had not given approval for it.

We were stunned. There had been no hint in any part of the process that the job offer was in any way tentative or not thoroughly vetted. We had taken many steps forward, and now had to backtrack several steps.

My husband had to go, hat in hand, to his current employers to see if he could retain his job. After a painful good-bye session with my team I had to inform them that I was not leaving.

This whole experience has brought to mind the importance of what my employer, BERTEIG Inc, is attempting to do through agile training, consulting and coaching.

The “Agile Manifesto” proclaims:

Individuals and interactions over processes and tools.”

And, further on: “Customer collaboration over contract negotiation.

These are prime values to be lived by small and large businesses.

Admittedly, Agile was initially created for software developers, but more and more corporations and organizations are seeing the value in being agile, and are responding to this necessary change of culture in what is currently a time of deep disruption.

What If?

What if the corporation my husband was contracting with had honored the implications of “individuals and interactions over processes and tools” and “customer collaboration over contract negotiations?”

If some “higher up” had not actually given approval for this hiring, once the contract was signed at both ends (which it was), could this higher-up not have responded with more agility, more compassion, and more ethically?

What if he had acted in such a way that, even if he did not approve the contract, he acknowledged the good intentions of both sides and let it go? After all, his corporation was getting a highly-qualified, experienced employee.

What if he was transparent and acknowledged that the contract was not to his liking, and asked would my husband consider some other version of it? And then consulted directly with my husband and HR over certain changes to the contract? And made sure everyone was agreeable with the changes?

What if the “higher-up” just called my husband directly, apologizing that the contract was made without his say-so, that they were not in a position to hire him, and offered two-months salary for any damages – material and emotional – that had been incurred?

The above scenarios could have changed the situation from one of loss, to one of win-win for both sides. Agile frameworks are clearly proving to be of great benefit to employers and employees alike.

Hundreds of eager attendees take Certified Scrum Master and Certified Product Owner training from us. Many have taken our Certified Agile Leadership offering in cooperation with Agilitrix. Do the corporations they belong to welcome the changes these attendees are prepared to make? Are corporations taking steps to truly alter their culture?

The Losing End

My husband was almost employed in that organization, where hundreds of others are employed. I wonder how often their employees experience this type of trauma, since this neglectful handling of my husband’s contract is a likely sign of ongoing cultural problems within.

This rescinding of a contract was a losing situation on both ends. The corporation in question lost a highly-talented employee who would have been extremely loyal and hard-working (as was determined in the interviews). My husband lost professional credibility having to backtrack with his current employers. We lost the challenge of a new adventure.

We’re recovering, despite this having a huge emotional impact on our lives. We’ve been agile enough to say: we’re still here, we still have jobs, we can make the best of it all.

I just wish that Big Corp would get it. And soon. Before more is lost.


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How Kanban Saved Agile

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For my working definition of Kanban, please refer to my previous article 14 Things Every Agilist Should Know About Kanban (this contains links to the Kanban body of knowledge, including Essential Kanban Condensed by David J. Anderson and Andy Carmichael).

For my working definition of Agile, please refer to The Manifesto for Agile Software Development.

In reality, Kanban isn’t actually saving Agile nor is it intended to, nor is any thoughtful and responsible Kanban practitioner motivated by this agenda. What I’m really trying to convey is how human thinking about the business of professional services (including software development) has evolved since “Agile” as many of us know it was conceived around 20 or so years ago. The manifesto is the collective statement of a group of software development thought leaders that captured some of their ideas at the time about how the software industry needed to improve. Essentially, it was about the iterative and incremental delivery of high-quality software products. For 2001, this was pretty heady stuff. You could even say that it spawned a movement.

Since the publication of the manifesto in 2001, a lot of other people have had a lot of other good ideas about how the business of delivering professional services can improve. This has been well documented in well known sources too numerous to mention for the scope of this article.

Substantial contributions to the discourse have been generated by and through the LeanKanban community. The aim of Kanban is to foster environments in which knowledge workers can thrive and create innovative, valuable and viable solutions for improving the world. Kanban has three agendas: survivability (primarily but not exclusively for the business executives), service-orientation (primarily but not exclusively for managers) and sustainability (primarily but not exclusively for knowledge workers). Kanban provides pragmatic, actionable, evidence-based guidance for improving along these three agendas.

Evolutionary Theory is one of the key conceptual underpinnings of the Kanban Method, most notably the dynamic of punctuated equilibrium. Evolution is natural, perpetual and fundamental to life. Long periods of equilibrium are punctuated by relatively short periods of “transformation”—apparent total and irreversible change. An extinction event is a kind of punctuation, so too is the rapid explosion of new forms. Evolutionary theory is not only a scientifically proven body of knowledge for understanding the nature of life. It can be also applied to the way we think about ideas, methods and movements.

For example, science has more or less established that the extinction of the dinosaurs, triggered by a meteor impact and subsequent dramatic atmospheric and climate change, was in fact a key punctuation point in the evolution of birds. In other words, dinosaurs didn’t become extinct, rather they evolved into birds. That is, something along the lines of the small dinosaurs with large feathers hanging around after Armageddon learned to fly over generations in order to escape predators, find food and raise their young. Dinosaurs evolved into birds. Birds saved the dinosaurs.

There has been a lot of social media chatter and buzz lately about how Agile is dead. It is a movement that has run its course, or so the narrative goes. After all, 20 years is more or less the established pattern for the rise and fall of management fads. But too much emphasis on the rise and fall of fads can blind us to larger, broader (deeper) over-arching trends.

The agile movement historically has been about high-performing teams. More recently, market demand has lead to the profusion of “scaling” approaches and frameworks. Scaling emerged out of the reality of systemic interdependence in which most Agile teams find themselves. Most agile teams are responsible for aspects of workflows—stages of value creation—as contributors to the delivery of a service or multiple services. Agile teams capable of independently taking requests directly from and delivering directly to customers are extremely rare. For the rest, classical Agile or Scrum is not enough. The feathers just aren’t big enough. Agile teams attempting to function independently (pure Scrum) in an interdependent environment are vulnerable to the antibodies of the system, especially when such interdependencies are merely denounced as impediments to agility.

Some organizations find themselves in a state of evolutionary punctuation (the proverbial sky is falling) that can trigger rapid adaptations and the emergence of local conditions in which independent service delivery teams can thrive. Most large, established organizations seem to be more or less in a state of equilibrium. Whether real or imagined, this is what change agents have to work with. However, more often than not, the typical Agile change agent seems adamant that the sky is always falling and that everyone accepting that the sky is falling is the first step to real and meaningful change. This is not an attitude held by Agile change agents alone. This is a standard feature of traditional 20th Century change management methods, the key selling point for change management consulting.

Naturally, most self-identifying “Agilists” see themselves as change agents. Many of them find themselves in the position of change management consultants. But the motivation for change can quickly become misaligned: Change needs to happen in order for Agile to work. If you are passionate about Agile, you will seek to bring about the environmental changes that will allow for Agile to thrive. We don’t need to follow this path too far until Agile becomes an end in itself. It is understandable then that for some, Agile appears to be a dead end, or just dead.

But if there is a larger, over-arching historical process playing out, what might that be? Perhaps it has something to do with the evolution of human organization. Perhaps we are living in a period of punctuation.

 

 


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What Do Strong Companies Hire For – Skills, or “Something Else?”

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Perhaps you’ve experienced this…You go all revved up to a job interview with your beautiful resume in hand outlining all your accomplishments, believing you have all the right training, skills and experience…but you’re not chosen for the position. You cannot understand why.

Advertising guru and author, Simon Sinek, explains: “Weak companies hire the right experience to do the job. Strong companies hire the right person to join their team.”

Teamwork is becoming the hallmark of most successful businesses and organizations. We have entered an age where cooperation and working together is a vital necessity. No longer is the individual star performer going to do it for an organization. That’s not enough. Everyone needs to have the same vision, the same values, the same feeling of being valued. The demands on companies is just too great for one or two individuals to lead the way. Everyone must be a leader.

How can one show a potential employer that you are a team player? That you have great consultative and cooperative skills? That you’re willing to learn from everyone around you? Is this something that can be reflected in your personality?

“A recent international study surveyed more than 500 business leaders and asked them what sets great employees apart. The researchers wanted to know why some people are more successful than others at work, and the answers were surprising; leaders chose “personality” as the leading reason. Notably, 78% of leaders said personality sets great employees apart, more than cultural fit (53%) and even an employee’s skills (39%).” http://www.linkedin.com/pulse/do-you-have-right-personality-successful-dr-travis-bradberry

Forbes Magazine has published online articles about the hiring process which are fairly old-school, even wishy-washy. Writers talk about knowing the clear skill-sets a company is looking for, and having a detailed scorecard that defines the performance objectives for the position. They also discuss qualities of behaviour, but do not define behaviour in any specific way. Their expertise falls short in looking at personality, team-building qualities, and desire to learn, change and adapt.

Agile is the leading team-oriented methodology being adopted by the best and the brightest organizations in the world, such as Google and Apple. Agile teaches its participants to reflect, act and learn.

This is a kind of life-agility that’s needed in every realm we function in, whether as spouses, parents, employees, or members of our communities.

What do you hire for?


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Awesome Agile Article about the Retrospective

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Glen Wang, a former student of mine, has written another fantastic article about Scrum called “The Retrospective: Know Yourself and Adapt to the World“.

I love Glen’s philosophical take on things!  This article is strongly recommended to any ScrumMasters, Process Facilitators and Agile Coaches out there!


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Scrum Master, Process Facilitator, Growth Facilitator. Managers or Leaders or Neither?

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“I now can see why Corporations have such a hard time identifying the Scrum Master in their organizations. Scrum Masters basically don’t fit either category, yet most corporate hiring is done based on hiring of “leaders” and “managers”.”

For the complete text click here


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Agile is Not Communism

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Last week I taught an introductory course on Agile Work. Normally this is pretty easy stuff. However, I was teaching this course in Bucharest, Romania (cool), and I have come across a substantial, strong and vigorous objection to agile (also cool, but challenging too). Several people in my class are asserting that agile is just like communism and since communism failed, agile is not likely to succeed either. I’m looking for help on this!

Continue reading Agile is Not Communism


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The Inner Ring

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Here’s a slightly off-topic, but nevertheless excellent read: “The Inner Ring” by C S Lewis. This is a talk given by C S Lewis to what seems to be a group of university students. In it, he describes the notion of the inner ring and the desire to be “in”. It is amazing how much our culture in North America and our corporate culture is driven by this desire. I’ll leave it to you to decide if this is good or bad.


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Lean, Agile and Capitalism – Just a Thought

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It occurred to me to ask: If the “invisible hand” in the free markets of capitalism is making for efficient markets, efficient work… then why is there some much room for improvement when we start using non-competitive, collaborative techniques such as lean and agile?

And if these collaborative techniques work on a small scale to improve efficiency, does this mean that we could do this across organizations as a “replacement” for capitalism somehow?

In agile methods, we “assume positive intent” on the part of individuals. What if we could do this across organizations? I’m not living in a dream world yet, but I think I have an inkling of what it might look like: Toyota and its collaborative, leaned-out supply chain.


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The Case for Context Switching

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Recently, Dimitri Zimine wrote an excellent little story about context switching. Joel Spolsky writes in “From the ‘You Call this Agile’ Department“:

Dmitri is only looking at one side of the cost/benefit equation. He’s laid out a very convincing argument why Sarah should not interrupt her carefully planned two week iteration, but he hasn’t even mentioned arguments for the other side: the important sale that will be lost.

Okay… I’ll bite.

Continue reading The Case for Context Switching


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It’s NOT About the Money

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David Anderson, on the ScrumDevelopment Yahoo! group asked, somewhat rhetorically:
Is agile about economic benefit or not?

I would like to assert, without much to back this up, that agile is not about economic benefit.

Continue reading It’s NOT About the Money


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An Introduction to General Systems Thinking

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I recently completed reading An Introduction to General Systems Thinking by Gerald M. Weinberg. Since it was mind-blowingly fantastic, I thought I should probably write a brief review of it so you-all can check it out!

Continue reading An Introduction to General Systems Thinking


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Agile Axioms – A Brief Exposition

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The previous article was interesting enough for me that I wrote it up real nice, got it edited, and published it as a downloadable pdf. Check it out at the Berteig Consulting Inc. Agile Work Resources page. There is also a whitepaper about Agile and Lean and a one-page Agile Work Cheat Sheet. Have fun!


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Agile or Not Agile?

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Every once in a while the del.icio.us tag for Agile turns up something really interesting. This evening, I found this article about the ongoing use of the term “Agile”. The article is brief and a little weak, but it brings up a concern that is always niggling in the back of my mind. Interestingly enough, a good friend of mine, Christian Gruber, emailed me another web page of similar import…

Continue reading Agile or Not Agile?


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