💢Certified LeSS Coach & Trainer (CLC- CLT)| 💢Certified Enterprise Coach Emeritus (CEC-Em)| 💢Business Agility and Resilience Consultant
AGILE FAD 😉 REDUCTION (https://lnkd.in/eJFikjp4) is one of the cornerstones of the "HEXAGON of focus" for KSTS Consulting Agile FAD 😏 Reduction increases chances of a "SAFe Recovery" 😆 (https://lnkd.in/enFmGDNu) –and is a conscious organizational effort, geared towards a gradual reduction of misunderstanding, misinterpretation, errors and omissions, associated with a widespread “let’s do agile” industry trend. The need for these reduction efforts has become more urgent over the last couple of years, as many organizations have gone down the wrong path of fast-tracking their agile transformations, in broad and shallow ways, without making any meaningful, systemic improvements. Many such agile FADs have been manifested through “big bang” installations of large, commercially available frameworks, accompanied by tooling solutions, and usually promoted by large consultancies, with ladder being financially rewarded by frameworks and tooling companies. If you recognize any of the below “FADs” (the list is not conclusive and only most commonly seen FADs is listed), you may wish to consider doing a very comprehensive look-back reassessment (a.k.a. enterprise-wide retrospective) of what your organization has done, how much it cost and, very importantly, what was the achieved #roi. Organizational & Transformational Leadership: -Mid-level management, #pmo, centralized “power towers”, leading agile transformation -Too many town hall motivational speeches, with little action -Senior managers, delegating learning to subordinates and not doing GEMBA -Senior managers, not staying around long enough to see/take responsibility for their decisions -Large consulting agencies, providing guidance at astronomically high costs Budgeting/Finance: -Budgets, remaining fixed and fiscal-year-end based (as opposed to becoming flexible/dynamic) -Budgets, traditionally cascading down from portfolios, to programs and projects -Budgets, not being defined for properly defined products -Funding temporary, short-lived project teams -Funding single-function specialty/component teams #hr Norms & Policies: -Continuing individual performance appraisals (IPA) -Coupling individual performance with bonuses and other financial perks -Having too many organizational/reporting layers and command & control management style -Not being able to provide a competitive compensation that attracts top talent workers -Having big gaps between compensation of managers and workers Products: -Falling into a trap of “everything is a product” (fake productization) -Creating convoluted structures of products / “sub”- and “sub-sub”-products -Defining products around technology domains, not business/customer use areas -Defining products, based on a traditional reporting structure -Not involving key business stakeholders in a product definition... Read more at: https://lnkd.in/eJFikjp4
Organizational Developer | Executive Advisor
4moGreat insights, Gene: https://www.keystepstosuccess.com/agile-fad-reduction/