The questions is “Does the group include enough proven leaders to be able to drive the change process?”
This article is part of the SAFe® Implementation Roadmap series which outlines and discusses the primary ‘critical moves’ that are common to successful SAFe transformations. To view the Roadmap and find links to the entire set of supporting articles, click here.
Train Executives, Managers and Leaders
In the previous Implementation Roadmap article Train Lean-Agile Change Agents, we described the three steps needed to create a change coalition:
- Train a number of Lean-Agile change agents as SAFe Program Consultants (SPCs).
- Train executives, managers and other leaders.
- Charter a Lean-Agile Center of Excellence (LACE).
We described how SAFe Program Consultants (SPCs)—acting as change agents—can ignite transformation within an enterprise. But they alone do not constitute a ‘sufficiently powerful guiding coalition’ for change. For that, other stakeholders and senior executives must step in, step up, and lead the change.
After all, as Deming noted, “It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.” In this article, we’ll describe the second part of the coalition—the need and mechanism to Train Executives, Managers, and Leaders.
Strong leadership is needed to successfully implement any change in an organization. In the context of SAFe, some of these leaders will provide direct and ongoing sponsorship for the change by participating in the LACE—while others will be directly involved in implementing SAFe, or leading, managing, and influencing the other players in the transformation. Their role could include participating directly in launching Agile Release Trains (ARTs). Or, it could mean that they will work at higher levels to eliminate impediments that arise in the company’s current governance, culture and practices. All of these stakeholders need the knowledge and skills to lead—rather than follow—the implementation.
Exhibit the Lean-Agile Mindset
To effectively implement SAFe, and to provide the impetus for relentless improvement, the enterprise’s leaders must embrace the Lean-Agile Mindset, this includes:
Thinking Lean: Much of the thinking in Lean is represented in the SAFe House of Lean icon. It is organized around six key constructs. The ‘roof’ represents the goal of delivering Value. The ‘pillars’ support that goal via Respect for People and Culture, Flow, Innovation, and Relentless Improvement. Lean leadership provides the foundation upon which everything else stands.
Embracing Agility: SAFe is built entirely on the skills, aptitude, and capabilities of Agile teams and their leaders. And while there is no one definition of what an Agile method is, the Agile Manifesto provides a unified value system that helped introduce Agile practices into mainstream development.
Putting these concepts into practice has proven to be a powerful recipe, but when leaders support the Lean-Agile mindset only through words and not actions, their efforts are quickly recognized as a half-hearted attempt at change. A subterfuge, if you will, that can produce the exact opposite of the intended effect, which is to harden people against change. When that happens, the journey will end before it begins, without leading to the personal or economic benefits of SAFe.
Apply Lean-Agile Principles
For an organization to successfully integrate SAFe, management must understand and reinforce its values. Leaders are expected to embrace and apply the nine principles that underlie SAFe, as highlighted in Figure 1 and in its accompanying SAFe article, SAFe Principles.
Figure 1. The SAFe Lean-Agile Principles
The Responsibilities of SAFe Lean Agile Leaders
SAFe suggests seven specific activities, outlined in the Lean-Agile Leaders article, that leaders can use to improve business outcomes. They are summarized below::
- Lead the Change. Exhibit and express the urgency for change. Communicate the need and build a plan for successful change. Then, understand and manage the change process, addressing problems as they arise.
- Know the Way; Emphasize Lifelong Learning. Create an environment that promotes learning. Strive to learn and understand new developments in Lean, Agile, and contemporary management practices.
- Develop People. Employ a Lean leadership style which focuses on developing skills and career paths for team members rather than on being a technical expert or coordinator of tasks.
- Inspire and Align with Mission; Minimize Constraints. Provide the mission and vision with minimum specific work requirements. Eliminate demotivating policies and procedures. Build Agile teams and ARTs organized around value.
- Decentralize Decision-Making. Take responsibility for making and communicating strategic decisions—those that are infrequent, long lasting, and have significant economies of scale. Decentralize all other decisions.
- Establish a Decision-Making Framework. Empower others by setting the mission, developing people, and teaching them to problem-solve.
- Unlock the Intrinsic Motivation of Knowledge Workers. Provide purpose and autonomy. Help workers to continually master new skills.
Learning New Skills
All of the above raises a question: How do leaders learn these new skills? The two-day class, Leading SAFe: Leading the Lean-Agile Enterprise with the Scaled Agile Framework is designed for this purpose. This course teaches leaders the SAFe Lean-Agile mindset, principles and practices, and the most effective leadership values for managing the new generation of knowledge workers. They will also learn how to execute and release value through ARTs, how to build large systems with the SAFe Value Stream level, how to build an Agile portfolio, and how to lead a Lean-Agile transformation at enterprise scale.
It’s important to understand that this class is just the beginning of the journey. As Bill Gates reminds us, “the moment you stop learning is also the one in which you will stop leading.” Wise advice for anyone wanting the full benefits that are achievable through SAFe. To this end, the class provides a recommended reading list and many other activities and exercises to help emerging Lean-Agile leaders master these new skills.
To test their knowledge, attendees have the opportunity to take an exam, and upon passing, become certified SAFe Agilists (SA). This gives them access to the SAFe community platform, which hosts various assets, such as training videos and a dedicated forum for sharing knowledge.
Making the Next Moves
By making the first three ‘critical moves,’ in the SAFe Implementation Roadmap—Reaching the Tipping Point, Training Lean-Agile Change Agents and Training Executives Managers and Leaders—the enterprise is well on the path toward success. There is, however, one more step needed to complete that powerful guiding coalition: charter and operate a Lean-Agile Center of Excellence. That is the topic of the next article in this series.
Last update: 23 January, 2017