 What is it that you want to take away from here? Can we have you please? It's okay, you know you are anyways be the chosen one So please come Thank you. So as I understand I should speak the challenges that my organization is facing and You also said put my heart out it's already kind of now us yeah, so I am from Wash and And so I'm leading the agile transformation journey for Bosch and Currently as far as the challenges are concerned It's working in some pockets and it's not working in other pockets so some leaders who are agile if I can use that term They are very very flexible in adopting either scrum or Kanban or XP and there are others who say no No, it's not gonna work who are you to tell us, you know, we we have seen it all So we are focusing on Adopting early adopters model so that we publish the success stories of those who has walked who have walked the path However, it's not easy for us because it's very challenging to Motivate us so that we are there when we hear No from the leader. It's kind of demotivates us And So I am doing it single-handedly. There's nobody who reports to me. It's only a volunteer work that works So I have to influence people. I have to share the same purpose and influence people which mostly does not work So sometimes some people give their bandwidth and Whenever it's a critical requirement from their project then they don't so in the end I end up seeing there are lots of initiatives Who which start but out of ten, let's say only one initiative culminates with a logical conclusion. This is what it is. Yeah Though I do not want to direct the conversation, but I really have a question so the question is what actually works You know for bringing that transformation in any organization what works So mostly what organizations do that they bring consultants, but what do you think what actually works? Can someone Hello everyone. I'm Archana. I really don't know what actually works But one thing what I consider works for me sometimes is when I try to talk to people and Understand from their point of view how we can achieve something like I can go to the example recently be follow Scrum and I have a team which follows candle and I have one team which follows nothing Okay, so and suddenly we said okay for this team also We'll start the scrum methodology. We'll start everything slowly. We'll get into that process But suddenly we got an email from CEO saying in one week. I want this completed. I have already promised the customer So now there was cows like people coming in and saying you are saying scrum You will say there will be planning I you'll give me some time to estimate and we'll get into the process But now I don't have any time one week is the like fix it time where and I have to finish everything and more So this is what happened literally So that is when I told them we will not follow anything I'll not come up with any scrum or Kanban or anything. You let me know how you can work and I will support you the way you want me to so that is how it worked for us and Within one week of time people spend more time this I mean they stayed in office all nights and they finished their work But later on the next week. We give them enough That is what that was what I could do from my side talking to the management and saying okay You work now and taken off once that is done So I mean many a times I mean what we think in a process way may not work is what is my understanding it is about how people cope up with the situation that and There is one more thing and when we came into process also Our entire organization follows crumb for one particular team We changed it to Kanban because crumb was not working for them because there are multiple Changes and things which we had started we couldn't plan anything there. We had Kind of request from here and there a lot of a doc request and stuff. So but then there is an audit So when there is an audit they look in for things, right? Like if it is okay We are all following scrum. We need a planning meeting. Okay, you at least show me the schedule when you scheduled it and But when we said we are following Kanban, she said okay, give me the process. What are you following? So these are the practical challenges I face daily though We say we follow a process. Maybe a process may not work out for us and if we change from one to the other Sometimes I mean it might be working for the team But convincing an auditor or convincing a management will be difficult those are the two examples Which I face one wherein we got an input from CEO saying we have to finish it and the other one wherein we had a problem to Convince an auditor So those were the two things of which I would like to share Hi, this is Rangnath Some of the team members mentions that mention that as early as as an excuse Let's say the same example whatever she was saying, right? So if we have some hard deliverable to me, they will say that we are following as I we cannot deliver by this time So as it doesn't mean that we cannot deliver something on time Whatever adds value that can be delivered. Definitely. So that's a kind of mindset, right? That needs to be changed and the second thing is even that management senior management management also needs to think about that as I Unless they are familiar with that process. They will not understand what the team is following. So that's the same challenge. She has faced, right? So those are a couple of examples I want to share. Thank you My name is Anand and I work with all of them in the table. We all work together I'll just quote you one example about the recent surgical strikes we had So the guys who did the surgical strides are not MBA They're not MBA. They've not read in Harvard University. Probably they have just about 10th pass Right, but what is that made? What was the thing that made the surgical strike experiment such a successful one? They don't do surgical strikes every day They don't practice surgical strikes every day. They don't go to the Pakistan soil fire and come every day But how did they do it with such precision? Something that they've never done before. How are they able to do it such with such precision? I think that's the big difference between what happens in an organization here to what happens in an Indian army there Okay, what happens in an army is everybody who joins the Indian army have to undergo boxing Strange isn't it boxing but why the way how they have to do boxing is that to get up at 4 in the morning Run for about five kilometers and they're extremely tired. They've come to hit the sandbag now You have to hit the sandbag in such a way that it travels at a distance and comes back And you have to hit it is so hard second time because there is a momentum in the first time So to hit it again and again again and again till the time you can't lift your hand anymore Then you're supposed to fall on the ground, but you're not supposed to fall on the ground and take rest But to keep your hand here like this on the ground. There is a circle rotate the circle Ten times get up hit the bag fall rotate ten times. Nobody knows why we are doing this Nobody asks a question in army. Why the hell am I doing this and nobody understands the philosophy behind that exercise But what happens in real time is when they go for a personal combat That's when when the when the opponent or when your enemy hits us They fall on the ground and then they don't fall they rotate ten times get up and hit ten more times till your enemy is out This is what is called muscle memory Unfortunately here. We don't have as coaches. We don't have the power to teach muscle memory Second the second question is when they went for the surgical strike everybody did their job. Perfect. Why they're not NBA They don't have grand plans. They don't have PPTs They don't have anything of that sort, but how did they succeed? It is only because of something called commander's intent They understand everything commander's intent. What was any idea? What was the commander's intent of the Mumbai terrorist attack when the energy commanders came? Zero civilian casualty. That's all Does it require NBA or Harvard University degrees to understand this? No, so and everything was a cardiac that they're at particular day So they learned in chaos the only thing that we have to do in organization is allow people to learn in chaos Provide a good commander intent where everybody can understand. I think I'll be successful. Thank you Hi Good afternoon. My name is Satya Narayan work with the same team agile coach and Phillips so For me, you know Irrespective of these frameworks talk about scram save TDD. It's a means to achieve a business result Most of the time The organization the practitioners are the coaches of the scrum master They give a lot of focus on these practices of the framework and they forget the business goals This is the means to achieve the business goals The second thing the most important thing is it is a mental model, right? It's a mindset We need to understand how agile is going to work. The first thing is as a coach. We need to create the belief system in the organization Right. See, I would like to quote the you know, 3b model with generally we talk about right the first thing is believe Let's say if I believe in God, I go to a temple Right. My behavior is totally different And if a guy who is non-believer in God, he go to a temple his behavior is going to be totally different The most important is creating that belief system The first base that based on the belief my behavior is going to come into picture Right. If I believe if I go into a you know an improvement exercise at a workshop My behavior is going to be totally different if I go to a daily stand up if I go to a retrospections My behavior is going to be different because I believe that this is the forum to make improvement Right as a coach as a scrum master. We need to you know build that Believe system based on that the behavior will come into picture based on your behavior and belief system Your business will come into picture So the most thing most important thing create that mindset in the organization right from your leadership Right. Always the stuff right if I want to you know look at You know, if I want to categorize into your leadership middle management and team We can easily deal with the team. We can easily lead with the leadership team The most difficult portion is your middle management Right. Praveen agree Right. So it is very important for us to you know spend good amount of time change that mindset Right and also I know I I personally believe when we coach You know especially to address these kind of mindset right in any organization, you know, let's say, you know We have 10 people in a team or if you take a bigger, you know, I enterprise like 400 500,000 people There are 10 percent of the people Right or very optimistic people The moment you go and say something I want to do this change. Can we try something like this? They say, yeah, why? Yes. Why not? Let's try Another 10 percent of the population the other side are very pessimistic people The moment you go and say can we try this? No, no, no. This is not going to work We tried it six months ago one year ago. This is not going to work Right in between about 70 to 80 percent of the population are called fans hitters Whichever side is powerful, they will go inclined towards them So it is very important for us to identify the 10 percent of the population Who are very optimistic very aggressive right Win their confidence so that the fans hitter will go towards them when about 80 90 percent of the population is You know about with you the transformation become like a cake walk That's about it. Thank you Good afternoon everyone. My name is swami. I'm from all skips. Okay, so Basically when I joined all skips I was from the non agile We were practicing only the you know what fall model when I get into this company. So it's I can't say 100 percent agile and most of the teams follow agile And the the what are the challenges we faced and how did you overcome? Let me share a couple of things as we We do follow the scrum very much we as a team we estimate the story points, whatever And come to the you know stand up and the sprint planning and the biggest challenge what we had is How do we stop carrying these story points or the work from one sprint to the next sprint? so end of the day Have we delivered what we are supposed to deliver? That's the question we follow waterfall model or agile That's was the biggest challenge. Am I delivering what I am supposed to deliver is my release Is on track or out of track? So that's the leadership ask. You have to answer for that So what we did is so initially there are a lot of user stories are getting carried forward to the next sprint Because of so much storage. There are so many impediments or there are a lot of dependencies kind of thing and We are not clear with the requirement and the re estimation kind of things. So in order to overcome what we did is the one best thing is we didn't call for a pre sprint planning meeting or kind of a thing So we have given the freedom for each developer or a qa to pick up the user story And revisit the acceptance criteria and re estimate it whether it's suppose if the user story is estimated as 10 story points go back And tied up with your qa team go through the acceptance criteria Estimated with 20 30 points depends on come up with a justification Why do you really need 10 days or is it required for eight days or maybe 15 days? Okay, if it is a 15 days come up with a justification And end of the day before you come to the sprint There is a goal As a developer or a qa What is your goal for this sprint? The transformation here is From the regular sprint to a goal based sprint For a particular person qa developer. So he has to define the goal So our sprint planning today, especially for our team Will not take more than an hour Okay sprint planning. Okay. So the transformation what we did is so we have transferred from regular sprint planning to a goal based sprint planning Where in which the team will the the the developer or qa will decide what is going to achieve If not there will be There should be a proper justification to that And it's working fine. We don't have any impediments. I'm sorry