Achieving Business Buy-in for Agile

This is the slides and materials from my hands-on workshop at Agile Cambridge 2015 on 2nd October 2015 on Achieving Business Buy-in for Agile: Overcoming Objections, Obstacles and Opposition.

Agile within an IT team only takes us so far, especially if the wider organisation uses waterfall processes for product/project management, traditional budgeting and siloed manager-heavy hierarchies.

During this hands-on session we’ll collaboratively explore 12 common objections and obstacles to growing Agile beyond IT teams.  Using the power of the group, we’ll uncover a range of practical ways to win hearts and minds, overcome opposition, transform non-technical understandings of Agile and get broad-based buy-in for change.

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Video: AgileMK – The Agile Organisation and People

This is a talk and interactive session that I ran with Dan Rough at Agile:MK on 1st September 2014.

We speak about The Agile Organisation and its effects – the effects on people, how work is managed and on organisational culture.

We follow up with a practical exercise in small groups – asking participants to list the people and organisational challenges that they have with Agile in their organisations and then to work together to design a time-boxed experiment that they can run to start solving the problem.

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Video: Cultivating Culture Change with Tom Sedge

In this video, we take an example-led practical tour of Cultivating Culture Change within organisations using the metaphor of gardening. This draws on my experience to include a range of techniques and tools that you can use in your organisation. We explore what a workplace can look like when it has undergone a cultural transformation and where to get started.

Traditionally people approach culture change as an engineering problem or by telling their people what to be. But it just doesn’t work like that. Culture is different: it’s an emergent property and that requires a different approach.

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True Motivation: A marriage of meaning and money (Part III)

There’s a lot of debate on what motivates people to work: is it money, is it autonomy, purpose, mastery, or is it something else?

In Part I we explored the issue and common opposing views. In Part II we dove into a deeper model of motivation and used it to explain how these views are actually compatible.

In this, Part III we’ll cover practical strategies that use this model of motivation to improve motivation in your business.

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Delivering Great Services: Merge the best of people and technology (Part I)

In the last few decades of service design we’ve gone from one extreme (people serving people without computers – *engaged tone*), through an intermediate stage (people serving people with computers – “Sorry, the system’s down at the moment”) to another extreme (computers serving people without people – “Error. Invalid service request.” or the exasperated frustration of millions in front of their computer screens).

This is often hailed as progress – yet services today are just as frustrating to deal with and customer satisfaction is poor. Everyone has their own computerised service nightmare story.

Why is this? It’s because in our haste to believe that technology would solve all our problems, we’ve misunderstood how services work and jumped straight to the wrong solution.

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Bringing the Citizen back into Digital Service Design

Today’s narrow focus on digital risks elevating it to become the purpose of services instead of the real purpose: serving citizens

Digital services are in vogue and the UK government has been changing both how they are implemented (using agile techniques) and how they are procured (smaller suppliers, G-Cloud and other frameworks).

With the creation of the Government Digital Service (GDS), “digital” is now at the heart of the Cabinet Office. With the creation of “Digital by Default” it is now impossible to ignore technology when delivering services.

Much of this is a welcome break from poor past practices and there is much to be admired. But there remains something missing and a potentially dangerous risk.

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