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Agile Leadership For The New Normal

Agile leadership is needed for the volatile, uncertain, complex and ambiguous (VUCA) world of the new normal. Leaders need vision, understanding, clarity and agility. They should clarify purpose, keep listening to understand diversity, consider multiple perspectives, rapidly prototype possible solutions and experiment. Failures should be used to learn and improve. Meetings in agile processes like Scrum are timeboxed and include sprint planning, daily scrums and retrospectives. Different generations have varying work styles and values that leaders must understand to build effective teams. Prioritizing and simplifying plans increases chances of success by gaining wider support.

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Kenny Chiu
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97 views16 pages

Agile Leadership For The New Normal

Agile leadership is needed for the volatile, uncertain, complex and ambiguous (VUCA) world of the new normal. Leaders need vision, understanding, clarity and agility. They should clarify purpose, keep listening to understand diversity, consider multiple perspectives, rapidly prototype possible solutions and experiment. Failures should be used to learn and improve. Meetings in agile processes like Scrum are timeboxed and include sprint planning, daily scrums and retrospectives. Different generations have varying work styles and values that leaders must understand to build effective teams. Prioritizing and simplifying plans increases chances of success by gaining wider support.

Uploaded by

Kenny Chiu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Agile Leadership fo

r the New Normal


VUCA World in the New Normal

Volatility Uncertainty Complexity Ambiguity


High speed of Change Difficult to Predict Difficult to Analyze Difficult to Interpret
VISION UNDERSTANDING CLARITY AGILITY
Clarify purpose, focus Keep listen, understand the Keep curious and multiple Rapidly protype possible
on desired outcomes diversity before decision perspectives to frame a solutions, experiment,
likely story reflect
Fail early, fail ofte
n, but always fail fo
rward
John C. Maxwell
Time boxed the meeting
Scope Time Cost

Fixed

Variable
Time Cost Scope
Scrum Meetings
Meetings Objectives Format Timebox Participants
Sprint Planning • Prioritize item First day of Sprint 8 hrs Max All
• Estimate effort
and agree sprint
backlog

Daily Scrum • Report Progress Everyday 15 mins Team and Scrum


Master
Sprint Review • Get feedback At the end of Sprint 4 hrs Max All
from product
Sprint • Review Process At the end of Sprint 4 hrs Max Team and Scrum
Retrospective and teamwork Master
• Identify
improvements
Meeting Example

• 15 mins everyday
• Stand up meeting to sync up the team
• Everyone answer three questions
• What did I do yesterday to meet the goal?
• What will I do today to meet the goal?
• Do I see any impediment that prevent me or
the team from meeting the goal?
• Further discussions hold offline
Values of Different Generations

Boomers and Gen X Post 80s and Post 90s


• Invest for long term • Look for short term return
• Learn by reading and thinking • Learn by seeing and experiencing
• Work to improve quality of life • Look for meaning of work / life
• Plan thoroughly to avoid risk • Trial and Error, support in failure
• Patient in taking proven practices • Save time by using new methods
• Consider bi community and expect l • Expect partnership, transparency an
oyalty to senior d fairness
• Obedient and submissive • Voice out opinions boldly
Prioritize and Simplify
如何令計劃成功？就是讓更
多人希望計劃成功

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