Todd Little Pollyanna Pixton

1. A Framework for Agile Leadership L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n Todd Little Pollyanna Pixton

2. Long Ago and Far, Far Away…

4. Project Statistics Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’

5. Features and Functions Always or Often Used: 20% Always 7% Often 13% Never Used 45% Sometimes 16% Rarely Used 19% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002

6. How can we avoid this?

7. Leadership Models Strategy Cultivate Innovation Decisions Collaboration EmbraceChange Real Options Delivery

8. Leadership Models Strategy Cultivate Innovation Decisions Collaboration EmbraceChange Real Options Delivery

9. Strategic IntentEveryone inline with company goals

10. Strategy • Traditional strategic planning starts at the top and cascades down • Can be incompletefor project teams and daily decisions

11. Strategic Development Mission Vision Values Strategic Strategic Intent ~ Strategy~Purpose Long-Range Goals SCO / 5Q Annual Objectives Action Plans (what, who, when) Tactical Individual Business Objectives

12. Strategic Development Mission Vision Values Strategic Intent ~ Strategy~Purpose Strategic Long-Range Goals Start Here SCO / 5Q Annual Objectives Action Plans (what, who, when) Tactical Individual Business Objectives

13. Purpose-Based Alignment High Market Differentiating Low High Low Mission Critical

14. Purpose-Based Alignment High Partner: Do We Take This On? Differentiating: Be the Best, Always Market Differentiating Parity: Get And Stay There Who Cares? Low High Low Mission Critical

15. Design Considerations High Do Something Unique: Design to Excel Design theRelationship Market Differentiating Mimic and Reuse Goal is Parity, Not Uniqueness Who Cares? Low High Low Mission Critical

16. Graphically - Before High Project Tracking Document Mgmt Document Edit Document Library Search EDGAR Integration Market Differentiating Low High Low Mission Critical

17. Graphically - After High Portal Document Edit Market Differentiating Project Tracking Document Mgmt Document Library Search EDGAR Integration Low High Low Mission Critical Result: Better product in half the time and 60% of the original cost

18. Five Questions Whom do we serve and what do they want and need most? What do we provide to help them? What is the best way to provide this? How do we know we are succeeding? How should we organize to deliver?

19. What’s On Your Billboard?

20. Example – Split Payments eCommerce and catalog order management system supported split payments? Split what? Pay with a combination of credit cards (as many as you want). Required a significant customization. Are split payments differentiating or parity?

21. Split Payments Differentiating includes product selection and customer service. Therefore differentiating. Not so fast, if differentiating, Let’s advertise! Treat exceptions like exceptions. Inelegantly handled with standard functionality.

22. Getting Started Make Better Decisions! Distill to simple questions Define the decision criteria Example Questions: • Will this lower lifetime cost? • Will this make us thelow cost airline? Present the Model

23. Leadership Models Strategy Cultivate Innovation Decisions Collaboration EmbraceChange Real Options Delivery

24. Problems In the Air

25. Project Management None of us are as smart as all of us. - Japanese Proverb How Do We Deliver?

26. Leading Agile • Collaboration Model • Collaboration Process How to Collaborate

27. Project Management Create an Open Environment • Quality Management

28. Open Environment • What Kind of Environment Do We Need To: • Foster creativity and innovation? • Encourage ideas? • Create team ownership and commitment? • Implement mission critical and differentiation ideas? What Is an Open Environment?

29. Collaboration Convene the Right People From the Entire Enterprise! Customers Marketing Sales Finance Technology Manufacturing Stakeholders

30. Collaboration Foster Creativity and Innovation via Collaboration Process

31. Collaboration Step Aside. Let Them Work.

32. Collaboration • Open Environment • Right People • Foster Innovation: Collaboration Process • Step Aside

33. Collaboration How Do You Step Back?

34. Leading Collaboration Step Up ~ Step Back? • Test for Success • Ask Questions

35. Leading Collaboration When Should a Leader Step Up?

36. Unleashing Innovation Collaboration Process Collaboration Process

37. Collaboration Process Agree to: • Goals • Objectives • Purpose

38. Brainstorm

39. Collaboration Process Group

40. Collaboration Process Prioritize

41. Collaboration Process Individuals Volunteer For What And By When

42. Leading Collaboration

43. Leadership Model Now: • Embrace Change • Foster New Ideas • Collaborate • Gives Ownership • Influential ‘Old School’ • Responds to Change • Knows the Answers • Bureaucratic • Leader Decides • Authoritarian

44. Leadership Model Today • Embrace Change • Foster New Ideas • Collaborate • Gives Ownership • Influential

45. Collaborative Leadership The Right People

46. Hire and promote: first on the basis ofintegrity second,motivation third,capacity fourth,understanding fifth,knowledge last and least,experience. - Dee Hock, CEO Emeritus VISA International

47. authenticity attitude intelligence talent

48. Passion Ability Organizational Fit values

49. Get the right people on the bus in the right seats. - Jim Collins

50. Get the wrong people off the bus.