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We are all evangelists of Agile, right?

We are all evangelists of Agile, right?

"We are all evangelists of Agile, right? ~ An Agile Journey of LINE Corp. ~"
at Agile Summit 2019 (Taiwan)

Minoru Yokomichi

May 16, 2019
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  1. We are all evangelists of Agile, right?
    ~ An Agile Journey of LINE Corp. ~
    2019-05-16 Agile Summit 2019 - Minoru Yokomichi

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  2. Minoru Yokomichi (@ykmc09)
    • An Agile Coach at LINE Corpora4on.
    (joined at Feb. 2018)
    • Team Manager of Lean & Agile Team
    • Career
    • Engineer / System Architect
    • Engineering Manager / Scrum
    Master / Product Owner

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  3. Cer$fica$ons:
    • Cer%fied Scrum Professional SM / PO
    • Management 3.0 Licensed Facilitator
    Conference/Communi,es Organizer:
    • Regional Scrum Gathering Tokyo
    • Agile Leadership Summit 2019
    • Product Manager Conference
    • Scrum Masters Night!
    Podcast
    • omoiyari.fm (Japanese)

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  4. Lean & Agile Team at LINE Corpora5on.
    • Launched in Jul. 2018
    • Has 4 members (May. 2019)
    • as Agile Coach, Agile Consultant, Scrum Master, Team Mentor.
    • Works under CTO (Target: Whole company)

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  5. Today you are here, which means
    you are a kind of evangelist of Agile, right?
    Doesn't ma+er official or unofficial in your company
    Photo by Tom Roeleveld h/ps:/
    /flic.kr/p/6Q76vn

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  6. !
    Today's Topic
    • Why and how we promote Agile in LINE Crop.
    • The things we keep in mind as Agile Leadership team.
    • I would be happy if you get any inspira=ons to become more
    Agile for your company
    !

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  7. !
    Why does my company have this team?

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  8. !
    Only for implemen-ng Agile methodology
    to the company?

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  9. No

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  10. !
    The Job Descrip.on
    of our team
    • "Support to Promote Collabora,on
    among various roles in product
    development organiza6on, ..."
    • "Not s,cking to a par,cular
    methodology, ..."

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  11. Keywords of our team
    Collabora'on & Autonomy

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  12. Collabora'on & Autonomy
    • Our team is sure that these lead our business and our
    employees to success.
    • And also the Lean & Agile values and principle is the one of the
    most suitable for these.

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  13. !
    We've saw a lot of link
    between the standard for the
    company values (called LINE
    Style 2.01 ) and the Agile
    principles
    How about your company's values?
    1 You can see "LINE Style 2.0" in the LINE Corp's website.

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  14. !
    Why does my company need this team now?
    • Our company has originally and already had good culture:
    Collabora8on, Autonomy, Failing fast, Quick decision and so on.
    • We are now in a rapid scaling up phase. Our team is the one of
    team which have a responsibility to keep the good culture.
    • (Most of teams are not necessarily using specific Agile process
    framework.)

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  15. !
    Our team's work

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  16. We have 3 types of work.
    !
    Training
    !
    Team Support
    !
    Growing In-house Community

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  17. Meaning of each types of work
    1. Training (of Lean & Agile)
    2. Team Support (based on Lean & Agile values, principles,
    methodologies)
    3. Growing In-house Community (of PracHce/
    Interest of Lean & Agile)

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  18. !
    Training
    • Make a curriculum of Lean & Agile and execute them.
    • e.g. Basic knowledge of Lean / Agile / Scrum / Kanban,
    Guidance of RetrospecDve, etc.
    • Also make & execute Non Lean & Agile themed sessions.
    • e.g. MeeDng FacilitaDon Technique, Leadership Technique, etc.

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  19. Training is provided for team including various roles for mutal
    understanding.

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  20. !
    Team Support
    • Work together as a Scrum Master, an Agile Coach
    • Support managers and leaders as an Agile Consultant. (Team
    launch support, Issue resolving support, etc.)

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  21. View Slide

  22. View Slide

  23. !
    Growing In-house Community
    • Discussion channel in Slack, Lunch Events, Workshops of Agile
    Game, Community for reading books, In-house Kanban Tour, etc.

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  25. View Slide

  26. !
    What is our team's hope through the work?

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  27. We want the people to say
    "Lean & Agile is one of my favorites!"

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  28. How about your colleagues, your boss,
    execu2ves? Do they think so?

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  29. But how??

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  30. image AWeber (h-ps:/
    /www.aweber.com/email-marke9ng-funnel-strategies.htm)

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  31. Our team have made our own funnel for
    promo/ng Lean & Agile.

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  32. Our team try to shi. people to the stage
    "Spreading" to make them to spread Lean
    & Agile values, principles, examples by
    their own.

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  33. One of the our team's long-term goal is
    "Mel%ng into the organiza%onal culture."
    photo: Boxun Zhang (h/ps:/
    /www.flickr.com/photos/92773859@N07/31864795597/)

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  35. Metrics of our team

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  36. • The first important point is here (arrow
    from "Awareness").
    • We should take special care not to
    make them feel "I don't like it...!" at
    their first touch point (in our team's
    case, usually at a first training session)

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  37. When do we feel
    "I don't like what you are saying...!" ?

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  38. !
    "You denied our past and current effort...!"

    !
    "You forced us how to work...!"

    !
    "You decided it behind our back...!"

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  39. !
    Bad behavior when introducing Agile
    • Not respect for their past and present
    • Say "What you are doing is not Agile."
    • Give logical advices without empathy.

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  40. Agile is not a binary thing, right?
    Photo by Sam Simpson h/ps:/
    /flic.kr/p/8snVwK

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  41. • In our first training session, our team says "Agile is not a binary
    thing. I am sure that you are already Agile in some or most part.
    But you can become Agile more and more."
    Photo by NASA Goddard Space Flight Center h8ps:/
    /flic.kr/p/r8D1Wj

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  42. !
    Bad behavior when introducing Agile
    • Talk as if Agile were only the best prac/ce.
    • Teach as if Agile were only a methodology. Teach only
    methodologies of Agile.
    • Aim to do Agile methodologies. Force them to use Agile
    methodologies.

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  43. "Don’t just do Agile, Be Agile", right??
    Photo by flickker photos h0ps:/
    /flic.kr/p/6uGae2

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  44. Get them to sympathize with the values and the principles
    • It is important before introducing any methodologies.
    • In our first 3-hour training session, we don't teach any specific
    prac>ce (e.g. Scrum, Kanban).
    • Instead of that, we do below using enough >me.
    • Read the Agile Manifesto deeply again
    • Do a game for realizing Agile principles
    • Introduce real-life examples of Agile-Minded teams in the
    company.

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  45. • We never say "You should prac1ce Agile".
    • Not even "You'd be• But something (regardless of the size) changed at all teams so
    far. (It is one of evidences of sympathy)

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  46. People don’t want to change??

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  47. ”People don’t resist change.
    They resist being changed.“
    Peter Senge
    Photo by kboldi h,ps:/
    /flic.kr/p/267t3eg

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  48. • How we measure "Posi/ve Impression"?
    • We Take NPS (Net Promoter Score) 2
    from a8endees a:er first training
    session without too much effort.
    • Current Avg. Score: +60 (Detractor
    rate: 4%. but score of all detractors
    are 6-point.)
    2 "How likely is it that you would recommend this training to a
    colleague?" (0 - 10)

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  49. • The next important point is here.
    • We should take special care not to
    make them feel "We regret to
    prac+ce..." a9er prac:cing

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  50. (Small) Successful Experience

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  51. But how?

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  52. Experiment

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  53. Don't change things;
    run experiments.
    Management 3.0

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  54. Experiment
    • We feel "A)er changing, I can't go back...". Everyone afraid of
    making decision of "Change"
    • We can prompt to Run a small experiment in a certain Ame and
    Reflect it.

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  55. Commit to Success

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  56. Commit to Success
    • Of course "To Learn from failure" is important thing.
    • But at the early stage, one successful experience is more
    important (as if it is small one.)
    • The first (small) one success encourages people to take a next
    posi2ve step.
    • Agile leadership role should do everything to help the first
    experiment and celebrate it a5er success.

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  57. Commit to Success
    • For example, we highly recommend teams to make only one
    ac)on item at first retrospec)ves to raise the chance of
    success .
    • In some case, we even say "It is fine even if you don't made
    any ac@on item today. It was great opportunity to dialogue
    among us!"

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  58. !
    Dialogue *me

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  59. !
    Dialogue *me
    • What can you do next week for making your colleague "A fan of
    Agile"?
    • Think yourself (2min)
    • Share with the person next to you (4min)
    • Do not forget to introduce yourselves
    • Post it to LINE Timeline or TwiIer or FB or your ToDo list!

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  60. By the way...

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  61. This is one of my bibles.

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  62. A"er finishing to write this slide
    and reading this book again...

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  63. I realized almost all I wanted to talk are
    wri$en in this book...!
    Emo$onal Connect, Trial Run, Step by Step, Small Successes and so on.

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  64. Let's enjoy our endless and fun
    Agile journey

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  65. !
    Thank you for listening!
    We are hiring! (in both Taiwan & Japan)

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