Index
A
agile culture, stimulating
agile leader’s role in, 163, 189
characteristics of agile culture, 145–146
concrete actions for practice, 189
culture improvement process, 143–145
habits
adoption by employees, 151
defined, 147
existing habits, impact of, 146–147
healthy versus unhealthy, 155–158
underlying habits, recognizing, 160–163
heroes of agile culture
anchoring cultural improvement with, 169–170
business case study, 167
impact of, 169
Larman’s law, 143
strategic improvements
business case study, 173
gaming case study, 175
TO-GRIP tool, 175–181, 186, 197–198
symbols, 144–145, 167, 168–169
alternatives (Impact Ladder), 30
anchoring cultural improvement, 169–170
Angry Birds, 175
Appelo, Jurgen, 72
assumptions (Impact Ladder), 30
B
bank loan department case study, 141–142
benefits, legislative change of, 121–122
Bezos, Jeff, 23
blast radius, minimizing, 127–130
borders, aligning with team maturity, 69–72
“Brain Games Peer Pressure”, 151
C
captivity, in Ownership Model, 54
change and innovation. See also agile culture, stimulating; goals; learning
cost of change, 107
change fatigue, 185
chaos, in Ownership Model, 55
concrete goals, need for, 79
cost-of-change, lowering, 107
cost-of-delay, lowering, 106
craftsmanship among team members, 47
cultural leaders, agile leaders as, 163, 189
culture improvement. See agile culture, stimulating
customer appreciation, 80
customer impact, visualizing, 16–17
customers and stakeholders meeting, 114
D
DAU (daily active users), 10–11
delay, cost of, 106
Delegation Board, 72
deliver step (learning loop), 97–98
demotivated teams, tool selection for, 196
discounts, staff, 125
Durant, Will, 165
E
employee evaluation and assessment, 72, 80
environment. See also agile culture, stimulating
blast radius, minimizing, 127–130
errors, reducing consequences of, 129
F
Facebook, 175
facilitating ownership. See ownership, facilitating
fatigue, change, 185
fear of change, 185
feature toggles, 129
feedback and assessment
freedom for, 72
Five Whys technique, 28. See also Impact Ladder
5×I (five Is) for inspirational KVIs (key value indicators), 19–20
focus, lack of, 196
force, resistance to change and, 184–185
Freedom Matrix
stages of maturity, 73
topics, 73
when to use, 196
G
Gandhi, Mahatma, 163
Gilb, Tom, 3
goals
concrete actions for practice, 34
concrete and shared, 79
customer impact, visualizing, 16–17
KPIs (key performance indicators), 5–6
KVIs (key value indicators)
examples of, 9
visualization of, 9
of T2L events, 114
H
Habit Matrix
illustrated, 159
habits. See also agile culture, stimulating; strategic improvements
adoption by employees, 151
agile leader’s role in, 163, 189
concrete actions for practice, 189
defined, 147
existing habits, impact of, 146–147
Habit Matrix
illustrated, 159
healthy versus unhealthy, 155–158
underlying habits, recognizing, 160–163
healthy habits, characteristics of, 155–158
Hell’s Kitchen, 15
heroes of agile culture
anchoring cultural improvement with, 169–170
business case study, 167
impact of, 169
Hesselbein, Frances, 39
how, importance of explaining, 184
I
ideas, 33
Iisalo, Jaakko, 175
impact, customer, 33
impact levels, 29
impact stage of maturity, 67
improvements. See also habits
business case study, 173
gaming case study, 175
TO-GRIP tool, 175–181, 186, 197–198
improvements, lack of, 160–161
influence, 33
informal leaders. See heroes of agile culture
ING, 95
innovation, change and, 130
intent, 33
J-K
jargon, 144
key performance indicators. See KPIs (key performance indicators)
key value indicators. See KVIs (key value indicators)
KPIs (key performance indicators), 5–6
KVIs (key value indicators)
characteristics of good KVIs, 15
inspirational KVIs, tips for, 21–22
Sketch-Go-Learn loop, 19
visualization of, 9
L
learn step (learning loop), 97–98
learning
big ideas in small steps, 117–125
blast radius, minimizing, 127–130
concrete actions for practice, 132
control over activities, 94–96
innovation, 130
learning loop
illustrated, 96
VLB (Validated Learning Board), 109–116, 133, 196–197
T2L (time to learn)
agility and, 105
benefits of improving, 106–108
T2L event, 114
M
Mandela, Nelson, 163
maturity
Freedom Matrix, 73
meetings, T2L events, 114
metrics. See also Ownership Model
KPIs (key performance indicators), 5–6
KVIs (key value indicators)
examples of, 9
visualization of, 9
T2L (time to learn)
agility and, 105
benefits of improving, 106–108
T2L event, 114
mortgages, legislation on, 122
motivation, team, 107
N
National Geographic, “Brain Games Peer Pressure”, 151
net promotor score (NPS), 11
Nokia, 7
norms, cultural, 144
NPS (net promotor score), 11
O
objectives and key results (OKRs), 9. See also KVIs (key value indicators)
OKRs (objectives and key results), 9. See also KVIs (key value indicators)
output stage of maturity, 66
ownership, facilitating, 56, 63, 175–181. See also Ownership Model
defined, 43
stages of maturity, 73
topics, 73
tangible actions for, 83
bad zones, 54
good zone, 55
staircases, 56
team maturity
P
peer communities, 198
performance tests, T2L (time to learn) and, 123–124
Pokémon GO, 175
Q-R
quality issues, tool selection for, 196
quality stage of maturity, 66–67
Ramsay, Gordon, 15
rating. See employee evaluation and assessment
resilience, 81
retrospectives, 93
rewards, 149–151. See also Habit Matrix
roadside assistance organization case study, 119–120
routines, 148, 149–151. See also Habit Matrix
S
scaling stage of maturity, 67
Scrum, 93
Senge, Peter, 144
shared goals, need for, 79
Sinek, Simon, 63
sketch step (learning loop), 97–98
staff discounts, 125
staircases (Ownership Model), 56
stakeholders and customers meeting, 114
starting teams, 51
start-up stage of maturity, 65–66
strategic improvements. See improvements
T
T2L (time to learn)
agility and, 105
benefits of improving, 106–108
T2L event, 114
talent retainment, tool selection for, 196–197
tangible value for company, visualization of, 17–19
target groups, dividing ideas into, 120
teams. See also agile culture, stimulating; learning; ownership, facilitating
craftsmanship in, 47
demotivated, 196
feedback from, 79
maturity
Freedom Matrix, 73
motivation, 107
starting teams, 51
team composition, freedom for, 72
team players, lack of, 161–163
TO-GRIP tool, 175–181, 186, 197–198
time to learn. See T2L (time to learn)
TO-GRIP tool, 175–181, 186, 197–198
topics (Freedom Matrix), 73
traditional goals, new goals compared to, 6–8
travel industry case study, 120–121
triggers, 148, 149–151. See also Habit Matrix
Twitter, 95
U
underlying habits, recognizing, 160–163
unhealthy habits, characteristics of, 155–158
urgency, 183
use step (learning loop), 97–98
user groups, T2L (time to learn) and, 123
user stories, 113
V
Validated Learning Board. See VLB (Validated Learning Board)
values, cultural, 144
Verstappen, Max, 130
VLB (Validated Learning Board)
W-X-Y-Z
why, importance of explaining, 183
Zander, Benjamin, 77