I was asked recently in a quite informal and time-bound discussion to share a few examples of known anti-patterns of Agile transformations. This topic has somehow become a topic of my high interest, as there is so many insights from multiple organisations in my mind. You can see a lot of resources at my website or in my mini book. I share the insights openly as I deeply care for transforming the workplace. And between us - after all these year of Agile, there is many highly appealing ideas beyond Agile that being Agile is currently a hygiene level not an avant-garde.
Anyway, I spontaneously came up with a kind of an elevator pitch, and listed these 3 anti-patterns without any up-front prep:
1. Big Bang approach - I witnessed transformations that started with a lengthly Design phase, say 9 months - 1 year of designing the new target state in a small group of executives and senior management. I believe than during this phase there is more value in actually de-freezing this stakeholder group than there is in the design.
And then on Day 1 the master plan and the playbook are released to the wide audience and the expectation is to kick off in the new setup without significant glitches. After all we have done the prep work for you, right? All you need to do is just follow the script.
Nothing more illusional as you may know - on Day 1 people are surprised, confused, ask a lot of questions, there is disbelief, they feel betrayed. And indeed, it is an example of heavy up front process which is not verified in live so one gets unexpected feedback and the investment misses its goal.
I usually recommend to avoid Big Bang nature approach to transformations, and giving yourself a chance to include your employees in the transformation, invite them to co-author and co-own the workplace based on a shared purpose right from the beginning. Stating your goals vs throwing solutions. A classic, right? The smoother the experience and more inclusive approach is, the more and more you prove you are serious about Agile. After all, this way you show that the Agile transformation is your first initiative driven in an Agile way!
2. Horizontal approach
There is a tendency, backed up by The Conway's Law, to structure the transformation team in synch with the structure of the company leading the transformation and/or in synch with the structure of the company that is undergoing the transformation.
In many cases I have seen Agile transformations aiming to flatten the org structure, yet at the same time, the structure of the transformation team was significantly hierarchical. As a result I saw for example a setup in which an account leader who interacted with sponsors, there was a transformation leader who interacted reported to the account leader, there were Agile coaches who interacted with all parties within tribes and were supposed to report to the transformation leader, etc. And there was usually a gap between these layers, which resulted in suboptimal communication and information flow, and misunderstanding of intensions and goals.
I am a big fan of vertical setups in which the transformation team is actually a team, yes - a cross-functional team and it actually operates as a team, using itself an agile ways of working rather than reporting and splitting tasks, delegating work and reporting. Sounds as an obvious approach, but believe me it is still rather rare. In the vertical setup the transformation team acts across the whole hierarchy, meaning that individuals in the team operate in a Zoom-In and Zoom-Out mode. They Zoom Out to see the whole landscape and plan the next steps and then each of them Zooms In according to what they agreed on to support the organisation and teams and individuals in going through the transformative change.
3. Put the old Performance and Incentive systems aside for the moment
During the first weeks of a transformations there is usually a hunger of information as employees try to re-model their behaviours according to the new value suit evangelised by the company. They need to understand their new or altered roles and responsibilities. Going further they also need to map what is evangelised as the highest value to incentive programs and performance management systems. And as you can image these programs are not yet existent and scheduled for later in the transformation backlog. And this topic distracts employees from the core change. Usually the lack of clarity or inconsistency within this particular area feeds directly into the resistance against the change.
Honestly, the only approach I have seen that actually worked is to define an intentional target state so that people anticipate the governing principles and keep the old systems in place for the first 6 months in a frozen form, e.g. everybody gets the same scores of 60% for the next months before we work out the new systems. Of course it would be ideal to have these new systems in place as these are fragile matter, however these systems need to ensure "justice" and as such require wide consultations to reach the consensus. Remember that the procedural justice is what makes people to accept whatever is worked-out.
All right, that's all I can do on a Sunday morning without harm to my family - please stay in touch and share your thoughts. I am open to share more. You can also purchase the mini-book I mentioned above for more throughout and holistic view.
