Radtac Culture

Agile:
People over Process

Michael Short Head of Radtac:Culture

@tweetandshort
@Radtacltd
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 Radtac - 16 Years of learning continues

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 RADTAC Why

We believe in challenging the status quo

and in the innate ability of people to rise to
the challenges of their organisation.

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 RADTAC How

We enable our clients to achieve sustainable and continuous

improvement by unlocking their human potential, using our
exceptional people and unparalleled practical industry experience.

By doing this we have come to value….

Evolution over revolution

Collaborative partnerships over supplier relationships
Pragmatic transformation over fundamentalist dogma
Transformational leadership over transactional management

We believe there is value associated with the statements on the

right, however we value the statements on the left more

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 RADTAC What

We deliver this by providing a fully integrated portfolio of services,

Our 4 Pillars

Culture – Vision and behavioural transformation

Consulting – Capability transformation
Delivery – Transformation catalysts / interim people
Training – Knowledge transformation

We deliver this by focussing on a pragmatic and realistic integration of

modern and existing delivery and management frameworks, with a focus
on Lean, Agile and Kanban thinking

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 Tonight’s: “Why”

Purpose
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

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 People are central to Change

Clear short iterations

provide fast wins and
easy adjustment to shape
Good Results success
measurement
reinforces
actions as
successes Actions

Intrinsic Behaviours

Beliefs

“People don’t resist change; they resist being changed” Peter Senge
You cannot manipulate people’s beliefs, therefore their intrinsic behaviours can
only be adjusted through their own observation of results
You create “pull” by leading actions that meet a vision that is supported by results
You create enablement through toolboxes e.g. Agile, Lean, Kanban
People will drive change themselves when given the tools and leadership

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 Change Challenges People

>80% of <20% of
Organisation Organisation

Efficiency Effectiveness Status Quo Innovation

Managed Led Managed Led

The status quo is safe, it is how I got here

My status is based on the status quo, why should I change what isn’t broken
If I really try and change this I am going to upset my executive colleagues
Vision is hard
People follow leaders who have vision
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 Empirical and Defined Processes

Far from Certainty

Requirements

Complex
Close To Certainty

Close To Certainty Far from Certainty

Technology

“Complexity and Organisational Reality” – Ralph D Stacey

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 Leadership and Uncertainty

Led
Managed

Managed Led

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 Motivated and Talented Individuals

“Drive: The Surprising Truth About What Motivates Us” – Dan Pink
(2012)

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 Good Change with Evolution

Vertical slice

organisation
Layer 1

through
Horizontal Stripe

Layer 2
Horizontal Stripe

Layer 3
Horizontal Stripe

‘T’ Shaped People – ‘T’ Shaped Organisation

• Horizontal Stripes are where most people would recognise Agile
implementations – IT Teams and departments
• Vertical Slice is where true change is required to effect sustainable
Transformation
• Why Most Transformation is unsuccessful is because it doesn’t have this model
(60-70% fail – McKinsey – “Inconvenient Truth About Change Mang’t “ http://bit.ly/16HRxlZ)

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 Lencioni Model

Inattention
to results

Avoidance of
Accountability

Lack of Commitment

Fear of Conflict

Absence of Trust

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 Absence of Trust – here Lencioni focuses on the leadership role in the team,
the principle is based on the need for the team to trust each other by being
‘venerable’
Fear of Conflict – the principle is that people ‘fear to rock the boat’ as this is
indicative of a disruptive and ‘non-collegiate’ colleague. This creates the
psychological phenomenon of ‘group think’.
Lack of Commitment – this is also sometimes referred to as “Cabinet
Responsibility”
Avoidance of Accountability – this is about the collective holding the
individuals to account, it is not about blame
Inattention to Results – This is about the team being accountable for the
overall result and the leader keeping focus on that,

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 5 Behaviours of Successful Teams

Focussed
on
Results
Stepping up and being
Accountable

Team Committed

Good Conflict

Trust your Colleagues

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 Summary - 5 Functions of Good Teams

Trust your colleagues

Passionate and unfiltered debate on important issues
Team and all individuals committed to goals for this
period
Team holds itself and members accountable for
commitments
Collective set of results that are common and well
understood

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 Thank you for your time

Agile:
People over Process

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