Easy Agile Podcast Ep.16 Enabling high performing agile teams with Adaptavist

"Having gone through a cloud migration at Splunk, Greg share's some insightful key learnings, challenges and opportunities" - Chloe Hall

Greg Warner has been involved with the Atlassian ecosystem since 2006 and is a frequent speaker at Atlassian events. Greg has worked as a senior consultant for a solution partner, supported Jira and Confluence at Amazon, and in his current role at Splunk, executed a cloud migration to Atlassian Enterprise Cloud for over 10,000 of his colleagues.

In this episode, Greg and Chloe discuss the cloud migration journey:

📌 The mental shift to cloud migration and how to think beyond the technical side

📌 How to navigate the journey without a roadmap to follow

📌 The four pillars to success for your cloud migration journey

📌 Finding the right time to migrate & thinking about future opportunities    beyond your migration

📌 The unexpected value that can come from a cloud migration

+ more!

📲 Subscribe/Listen on your favourite podcasting app.

Thanks, Greg and Chloe!

Transcript

Chloe Hall:

Hey everyone and welcome back to the Easy Agile Podcast. So I'm Chloe, Marketing Coordinator at Easy Agile, and I'll be your host for today's episode. So before we begin, we'd like to acknowledge the traditional custodians of the land from which I am recording today, the Wodiwodi people of the Dharawal-speaking nation and pay our respects to elders past, present, and emerging. We extend that same respect to all Aboriginal and to Australia Islander peoples who are tuning in today.

Chloe Hall:

So we have a very exciting guest on the podcast today. This guest has been involved with the Atlassian ecosystem since 2006 and is a frequent speaker at Atlassian events. He has worked as a senior consultant for a solution partner, supported Jira and Confluence at Amazon and at his current role at Splunk, executed a cloud migration to Atlassian Enterprise Cloud for over 10,000 colleagues. So welcome to the Easy Agile podcast, Greg Warner.

Chloe Hall:

How are you?

Greg Warner:

Good, and thank you for having me.

Chloe Hall:

No worries. It's great to have you here today.

Greg Warner:

This is one of my favorite topics. We talk about cloud migration and yeah, I hope I can explain why.

Chloe Hall:

Yes, that's exactly what we want for you because I remember when we met at Team 22, you were just so passionate about cloud migration and had so many insights to share and I was very intrigued as well.

Greg Warner:

To give it a bit background about myself.

Chloe Hall:

Yeah.

Greg Warner:

I haven't always been a cloud person. So you mentioned before about being involved since 2006. I was involved early days with when Jira had the several different flavors of standard and professional, when you'd order an enterprise license for Atlassian and they'd send you a shirt. That was one of the difference between one of the licenses. So based a lot in the server versions, over many years. I looked at the cloud as being the poorer cousin, if you like.

Greg Warner:

I'd been to several Atlassian summits and later Team events where there was always things of what was happening in cloud but not necessarily server. I participated in writing exam questions for Atlassian certification program for both server and DC. For me, in the last 18 months, two years now, to make this fundamental shift from being certainly a proponent of what we do doing on server in DC to now absolutely cloud first and that is the definite direction that we as a company have chosen and certainly why I'm so passionate about speaking to other enterprise customers about their cloud migration journey.

Chloe Hall:

Wow. So what do you think it was that you were like, okay, let's migrate to the cloud, as you were so involved in the server DC part of it? What was it that grabbed your attention?

Greg Warner:

I joined Splunk in 2019 and it wasn't all roses in regards to how we maintained Jira and Confluence. It wasn't uncommon to have outages that would last hours. For two systems that were just so critical to our business operations to have that, I was kind of dumbfounded but I thought, hey, I've been here before. I have seen this. And so it was a slow methodical approach to root cause our problems, get us to a version that was in long-term support, and then take a breather.

Greg Warner:

Once we got to that point where we didn't have outages, we kind of think of what the future would be. And for me, that future was exactly what I'd done before, what I'd done at Amazon, which is where we would move all of our on-prem infrastructure, Jira, Confluence, and Crowd to public cloud, whether it would be a AWS or GCP, something of that flavor. I'd done that before. I knew how we were going to do that to the extent that I'd even held meetings in my team about how we were going to stand up the infrastructure, what the design was going to be.

Greg Warner:

But there was probably one pivotal conversation that was with our CIO and it was in one of those, just passing by, and he's like, "Greg, I've seen the plans and the funding requests." He's like, "But have you considered Atlassian Cloud?" Now, the immediate personal reaction to me was like, we are not going to do that because I'd seen the iterations. I'd seen it over time. I'd worked for a solution partner. I'd worked with customers in cloud, never really thought we could be enterprise-ready. So my immediate reaction was not going to do that. I said, "I'm not going to answer that question right now." I said, "I don't know enough to give you an answer."

Greg Warner:

And I'm absolutely glad I did that because I would've put a foot in mu mouth had I given the immediate response that was... So yeah, I took that question, went and did some analysis, spoke to our technical account manager at the time, and really looked at what had been going on and where was cloud today? Where was it in its maturity? And the actual monumental thing for me was that I think it's actually ready. People make excuses for why they can't do it, but there are a bunch of reasons why you should. And if we look at us as a company, with our own products that we are moving our own customers to cloud, and we are using cloud services, like Google Workspace and Zoom and a variety of SaaS applications. What was so different about what we did in engineering that couldn't go to cloud? And that was like, okay, I think the CIO was actually asking me a much bigger question here.

Greg Warner:

So the result of that was yes, we decided that it was the right time for Splunk to move. And that is a monumental shift. And I know there's a lot of Jira admins out there that are like, if you do this, you're putting your own jobs at risk. The answer is no, you're not. And even within my team, when we had we'd discussed this, there was emotional connection to maintaining on-premise infrastructure and were we giving our own jobs away if we do this? There's all those... No.

Greg Warner:

And there have actually been two people in my team that got actually promoted through the work of our cloud migration that otherwise wouldn't have because they could demonstrate the skills. But that's kind of like the backstory about how we decided to go to cloud. And I think as we are thinking about it, there is a mental shift first. Before you even go down the technical path about how you would do it, change your own mind so that it's open so that you're ready for it as well.

Chloe Hall:

Yeah, I love that. It's so good. And I think just the fact that you didn't respond to your CIO, did you say that?

Greg Warner:

Yep.

Chloe Hall:

That you didn't respond to your CIO straight away and you weren't like, "No, I don't want to do that." You actually stepped away, took that time to do your research, and think maybe cloud is the better option for Splunk, which is just so great and really created that mental shift in yourself. So when you say that your employees, like everyone kind of has that beef that, oh, we're going to lose our job if we move from on-prem to cloud and those employees ended up getting promoted. How did their roles change?

Greg Warner:

When we moved from on-prem to cloud, you no longer have to maintain the plumbing, right?

Chloe Hall:

Yeah.

Greg Warner:

You no longer have to maintain all the plumbing that's supporting Jira, Confluence, BitBucket, whatever is going to move. Now we thought that was the piece that's actually providing value to the organization. And it wasn't until we went to cloud, we actually realized it wasn't. Like what we can do now is different. And that's what my team has done. They've up-leveled.

Greg Warner:

So in the times since we moved from Jira, Confluence on-prem to cloud, we now get involved a lot more with the business analysis and understanding what our project teams want. So when someone from engineering is requesting something that has an integration or a workflow, we've got more time to spend on that than are we going to upgrade? Are we on the current feature release? Is there a bug we have to close? Log for J as a prime example where the extent of where we covered was logging a call with the Atlassian enterprise support and then telling us, "Yep, it's done."

Greg Warner:

Whereas other colleagues within the ecosystem that I spoke to spent a week dealing with that, right? Dealing with patching and upgrades. So the value for our team in the work we do has shifted up. We've also done Jira advanced roadmaps in that time. So we've been able to provide things we would've never got to because we're too busy to the plumbing, to the extent now that we have a very small footprint of on-prem that remains and that's primarily FedRAMP and IO5. It's not quite certified yet. It's going to get there. So we have a very small footprint and I'm the one who has to do the upgrades and now you look at it like, oh my god, that's going to be this couple-week tasks we going to do where I could do all this other better work that's waiting for us in cloud. You don't realize it until you have it removed how much you used to do.

Greg Warner:

And so we used to do two upgrades of Jira year and two upgrades of Confluence a year. We put that down to about a month's work of each. By the time you do all of your testing and you're staging and then do that. So you're really looking at four months of the year you were spending doing upgrades. We don't have that anymore. It's completely gone. And so now we make sure that we do things cloud first. We don't bring across behaviors that we were doing on-prem into cloud. So that's probably one thing we learned was that don't implement server DC in cloud.

Chloe Hall:

Yeah, that's so great. It seems like it's opened up a lot more opportunity for you as well. So I think something that I kind of want to look into and understand a bit more is that people focus a lot on the technical aspect of the cloud migration. What other aspects do you think need to be considered?

Greg Warner:

Certainly people. I mentioned at the very front here the mental mindset and that really started with my team, to get their mind around how we're going to do this cloud migration. There isn't necessarily yet a roadmap that says these are all the steps need to take to get ready for your cloud migration. So we had to invent some of those and one of those two was, what did we want to get out of the cloud migration?

Greg Warner:

I speak to other Atlassian customers. You talk about they're running a project, the project is the cloud migration, the start and the end is the cloud migration day. No, completely wrong. The cloud migration actually has a beginning, a middle, and an end. What you're talking about here, about this first changes is in the beginning, and that should be we're moving to cloud because it should be fundamentally better than what we have today.

Greg Warner:

If it's not better, there's no value in doing the activity. So we started with a vision and that vision was that all of the core things had to work from day one and they had to work better. So create issue, edit issue, up to issue, that just needs to work. There should be no argument whether it does or does not. That needs to work and work better. Create a page, edit a page, share a page. That stuff needs to work in Confluence without any problems. We also need to make sure that there are people in the organization who this could be a fundamental change of how they work, depending on how much they work with Jira and Confluence. So appreciating that there is some change management and some communications that needs to be ready as you do your cloud migration to ensure that your vision is going to work, but also acknowledging you will break some things. You're not going to be able to do a cloud migration and shift you from A to B without nothing.

Greg Warner:

It will go wrong. So we were aware of that and for that, what I would always tell people was that we're really fixed on the vision of making it sure it's better than it was today, but flexible on the details, how we get there. We will probably find different ways as we go along because things will change. Cloud changes itself. You'll discover things you didn't know before. There was a Jira admin that made a decision 10 years ago, you now found that. So yeah, very, very fixed on that vision that day one that we had to have this unboxing experience that when people got to use Jira and Conference Cloud for the first time, they could see why we'd spent so much effort to make sure it was polished and things just worked. And as you went a bit further out, there might be things to do with apps that might not be quite the same.

Greg Warner:

That's okay. And then further out, things you just ultimately can't control. And for that, we had 76 integrations of teams that had written automations from all over the company. We're never going to get to find out what they do, but we knew that some of those would probably break. And so just dealing with some change control and allowing those people to know this is coming, what the rest endpoints will be, how to set up their API keys. We did a lot of that, but we did have one integration that broke and that integration broke because the entire team was on PTO or leave that week. We can't avoid that one. But it was good to see other teams actually jumped in because they'd been involved in updating theirs to go help fix that. So that was okay. We had one integration that we really gave the white glove support to and that was for... We have a Salesforce to Jira integration that's a revenue-generating integration.

Greg Warner:

We gave that a lot of attention to make sure that just worked. But the 76 others, we provided a runbook. The runbook was essentially teams, you do things like this. So they knew how to change and update to the new system. But yeah, certainly the beginning, middle and end. The beginning is all those shifts that you're going to have to change and probably some history about design decisions. The middle is in fact your cloud migration and the end, middle to the end is everything you do with it afterwards. So that's where the real value comes from in your cloud migration. It's once you're in, what can we do with it?

Greg Warner:

And we are towards the end of that now. There have been things that I couldn't have planned for that people have done. So we did your advanced roadmaps, saving the forest there, but also we're encouraging our staff to extend the platform. That used to be really difficult and we've worked with Atlassian to understand what should that look like? And we've settled on using it Atlassian Forge. And so now we have our first app this week, in UAT, in Atlassian Cloud to solve business problems that we have. That's a custom Atlassian Forge app. And we're encouraging our engineers to build those and so they can extend and get that real value through the cloud migration.

Chloe Hall:

Yeah, wow. You've come so far and it's nice to hear that you're towards the end of it and all the opportunities are coming with it and you're seeing all the value. It's all paying off as well. I think I just want to go back to that moment where you talk about there isn't essentially a roadmap outlay. There isn't someone or something to follow where it says this is where you need to start. These are the steps to cloud migration. And I think a lot of people, that's what they fear. They're like, we're not sure exactly where to start. We're not sure what roadmap we'll follow. How do you navigate that in a way?

Greg Warner:

So I get back to that when I talked about the vision. We said we're fixing the vision flexible details. Early on when we signed for cloud migration, it was in the first week after we'd signed for it, that same CIO asked me, "Greg, what's our date? When are we moving? Because you've sold me that this is so much better. Where's the action? When are we get this?" And we took a good six weeks after we signed to actually understand the tooling that's available. So for Jira, there's really two options. There's the Jira site import and the Jira cloud migration assistant. And on Confluence side, there's one that's called the Confluence cloud migration assistant. Better kind of understand how those technologies work. And for a couple weeks there, my team actually considered if we did the migration ourself, we could probably save the company a bunch of money and we would own it.

Greg Warner:

We would know how this thing worked. We got about four weeks in and decided that was a terrible idea. Do not do that. Any enterprise customers I talk about that say we're going to do it ourselves, do not do that. Do not do that. And part of the reason is that there's really four pillars to success for your cloud migration. Jira migration, Confluence migration, apps, and users. And we did not know how to do apps and users and we probably could have gotten away with Confluence and Jira. But we said, look, this is something that we actually need to have a partner involved. And so we did ask for partners to provide their way of doing it, knowing what they knew about us. And we did provide as much detail as we can. We had two partners actually provided completely different methodologies how to get there.

Greg Warner:

So this is that flexible on the details, but we really had to make a decision on what worked for us. So when it really came down to Jira, would we do a big bang approach and just switch it over in the course of a weekend or did we want to do cohort by cohort over time? And we decided for us, because we are a 24/7 organization that's supporting our customers, doing the big bang switchover, that was the best way to do it. So that's one of the reasons we chose the partner we did. But that partner didn't necessarily have a roadmap of where they want to go. But we did then explain what we want to get out of this. That was the first thing, was about it needs to happen on a weekend. So that then filters down what your choices are. The ecosystem apps part is really important to make sure that one, there may have been apps installed in your system that have been there for 10 years and you're not sure why they're there anymore because it was four Jira admins ago.

Greg Warner:

Nobody knows what's there. But if they don't have a cloud migration pathway, you really should consider they're probably going to hit their end because there is no equivalent. So you can rule them out. Identify the ones that do have a business process with them. And for that, Salesforce for us, we had to find a cloud-first connect that would work. So that meant that we knew that was going forward. But really, I think the key thing that we invented that we didn't know about was that we created this thing called an App Burn Down. And that's where we looked at all the apps we had. We had about 40 apps. We said, okay, which ones are not going to go to cloud? Which ones don't have a migration pathway? Which ones are going to replace something else? And so we started to remove apps over the course of about three months.

Greg Warner:

So people would see that we're starting to get away from on-prem design decisions and old ways of doing things. But we also said, but once we get to cloud, this is the pathway out of it. So that we said, look, we're going to turn this app off but you're going to get this one instead, which is the cloud-first app. So people could see how we're going to make the jump over the river to get there. But it meant that we would, over time, identify apps that weren't used. If we turned them off and nothing happened, it's fine. But also we did come across some where they were critical to a business use. And so if we didn't have an answer for those yet, it gave us time to find one. And with your user base, typically it's your colleagues, that's going to be your most critical customers. They're going to ask, okay, you're turning it off. When do I get the functionality back?

Greg Warner:

And by doing that App Burn Down over time, that does buy you time to then have that answer. So it's a much easier conversation than I'm simply turning off functionality, I don't have an answer for you yet. There are things like that. It wasn't necessarily a roadmap, but working with a solution partner is absolutely the right way to go. Don't try and do it yourself. They also work with Atlassian and they have far better reach into getting some of these answers than you can possibly ever have. And I have on at least three different occasions where our solution partner did go and speak directly with an ecosystem partner to find out what's the path forward. How can we make this work? So it is good. The migration is really a three-way collaboration between yourself, your solution partner, and Atlassian. And you all have the same goals. You want to get to cloud and it does work really well.

Chloe Hall:

Wow. Yeah. So sounds like hope everyone got that advice. Definitely don't take this on your own. Reach out to solution partner. And I really like how you said you went to two different solution partners and you found out what their ideas were, which ways they wanted to take you, so you could kind of explore your options, work out what was the best route for Splunk. And it's worked very well for you as well. Having that support I think as well. Yeah. Sorry, you go.

Greg Warner:

The choice of the partner is really important and it's probably one of the earliest decisions that we made to get that one right. And I remember several times thinking about, have we got the right people on board? Did we speak to... And it was an interview process to the extent that when we had our final day after we'd been working with Atlassian and with our partner for six months, one month after our migration was completed and we're all done, we had one final Zoom call with all of us and took a photo and did that. But it kind of felt like a breakup, to be honest, because we'd been in each other's faces for six months and working. We're now all saying goodbye. We might not see each other. It was like the weirdest feeling. But it did work. And so yeah, it is a real fundamental choice.

Greg Warner:

Just take the time, make sure they understand what we want to do, make sure you understand how they're going to do it. But yeah, if we have done it ourselves, we would've got ourselves all caught up in knots, wouldn't have been a successful migration or so. I'm a technical guy. I want to solve it. I want to be like... But I think the actual right answer was no, you don't need to know how this works 100% because you're going to do this hopefully just once. And so focus on the real business value things about dealing with stakeholders and the change and making design decisions that are really important for you because you're going to own those probably the next decade rather than worrying about how do I get my data from A to Z?

Chloe Hall:

Yeah. It definitely would've felt like a breakup for you because you would've been working side by side for so long, dealing with so much. Are you still in contact with them or...

Greg Warner:

Yeah, we had this fundamental thing we always said is we're always, if there's a problem, we're always cautiously optimistic, we're going to solve it. We did engineering challenges that we went through, but I did say right early on is, the ecosystem is only big and we're all going to bump into each other at some point. So yeah, let's make sure that we're still friends at the end of this. And I didn't realize how important that was until later when I was in New York for Christmas and I arranged to meet the project manager that worked for us. She lives in New York, so how about I meet you so... So we met each other at the hotel and she's like, "I have never met a customer outside of work to do this." Yeah, I gave the story about it felt like a breakup, but she did say that at the beginning you said we'll be friends after.

Greg Warner:

Yeah it is because it can be really hard. I've been on the consultant side where you kind of have to have some hard conversations and sometimes... You want to make sure that everyone understands the problem. You're trying to make it better so that at the end of it, you can still be friends like that. That is the thing. There probably will be engagements later on that you might need them again. So you want to make sure that you have your choice of best in breed partner to choose from. You have those relationships. They understand what you want to choose. So yeah, it is really important to choose the right partner. Don't necessarily based on price but choose the partner that's going to work for you, understands what you're trying to get out of your cloud migration and they'll be there in the future when you need them for another cloud migration or a much more gnarly project. Try and be friends at the end of it.

Chloe Hall:

And definitely it's good that you have that friendship now because they have that understanding about your business and what you want and the value of it. So if you do need help again, it's a lot easier to bring them on board straight away. So now that you've performed a cloud migration and you're coming towards the end of it, do you look at the process any differently to when you were at the very beginning?

Greg Warner:

Yeah, I thought we were just executing a data migration just yeah, on-prem to cloud.

Chloe Hall:

Yeah.

Greg Warner:

Pretty straightforward, nothing big. I was pleasantly surprised as we're making some of these decisions as we went along, that it was more than that. There were business processes that we could improve. There was the beginning, the middle, and end. I didn't realize that until actually after the end. So when we did our cloud migration, it was actually the week before Thanksgiving in the US. It was November 19. And even that decision was made in just going for a walk at lunchtime. When should we really do this? And I kind of came down again, spoke to my project manager and said, "How about we do this in the cloud migration the week before Thanksgiving?" Because 50% of our workforce is located in the US and a large proportion of that will be on leave or PTO before.

Greg Warner:

So by doing it over a weekend before then we're ensuring that... Like when you open a new restaurant. You don't want to have all of your tables full on the first night. We knew that we were going to have everybody using Jira and Confluence day one after a migration because we're going to break some stuff. They actually turned out to be really exceptionally good idea. And I encouraged people to find... Look at your data and work out when is low time to do this? I've been involved in Jira and Confluence for a long time and just thought it's task tracker and it's a wiki. There's nothing there that I don't really know about. But one of the decisions we made was actually that when we completed the data migration and it was ready to go, I always said if we waited, do we get a better result? And the answer was no.

Greg Warner:

We should make this available to people now. And so we opened it up on a Sunday morning in the US, which was starting to be business hours in Australia. We started making teams aware that they can now go ahead and use Jira and Confluence. And it was the feedback that we immediately got from those teams that were starting to use Jira service management in cloud for the first time, about, "Wow, this is so much better than it was on-prem." And people said, "I can actually see the attention to detail you've made on fields and descriptions and the changes you've made." And it started to impact people's workday that this was better than it was. I didn't expect that to come back. And so I have a montage that we share with the team of all these Slack messages from people saying, "This is really good. This is much better than we had before."

Greg Warner:

What I didn't also realize is that when we moved from on-prem to cloud is the data that we had became more usable and accessible. Hadn't planned that. It seems obvious now, but when we put it in cloud and it has all the security controls around it and now no longer has the requirements of things like VPN to get access to it, people could build new things to use it to be able to interact with your issues, to interact with pages. And so we started with 76 integrations and over space of three months now we had this big jump in the first three months up to about a hundred something and now we're going to Forge And what it means is people who have had this need to be able to get to the data can now get to it. I didn't see that coming. I just thought we were just server cloud. But yeah, having a more accessible has led to improvements in the way that our teams are working but also how they use it in other applications that just simply wasn't available before.

Chloe Hall:

Yeah. Wow. That's great. And it's good that you were able to receive that feedback straight away from the teams that you had in Australia. I think that's really good and it sounds like it's created such a good opportunity for you at Splunk as well now that you're on cloud.

Greg Warner:

Yeah, it's certainly a business leader that can propel you forward and I eagerly come in now and look at what are other teams going to do with it. And so when we had the first team that said they want to build a Forge app, I'm like, Sure. We should not discourage that at all. Extend the platform. That's why we spent the money and time to do it. What can you do with it now? And we did certainly make Atlassian aware on the product side, like how we're using it and where we'd like to see improvements. If you look at the server DC comparison, I used to be that person that would look at the new features in cloud and ask that question about, when is that new feature coming to on-prem? To going to being that customer who's now, I have that feature today, right? And I'm using it because we don't wait for it.

Greg Warner:

So you mentioned about things you didn't plan from the roadmap. There are design decisions that I talk to enterprise customers that I need to make aware of about. One of them is to do with release tracks. In enterprise cloud, you can choose to bunch up the change to cloud and then they get released periodically every two weeks, every month. When I looked at that, came back to one of our principles about don't implement server in cloud, why would we do that? Atlassian has far more data points on whether this works for customers at scale than we do. So why would we hold back functionality? So as a result we don't do release tracks. We let all of the new functionality get delivered to us as Atlassian sees fit. And the result of that is our own engineering staff, our own support staff who use Jira, get the notifications about new products and features and this is fantastic.

Greg Warner:

Again, why would we implement server, which is where you would bunch up all your changes and then go forward? The other thing too about our cloud migration journey is don't be blinked that you're just doing a cloud migration today and then the project ends. There are things you need to be thinking about as you go along, but what's the impact in the future? So for us, we have multiple sites. Enterprise customer have multiple sites. So there are design decisions that we've made so that we can, in the future, do cloud to cloud migration. You will move sites. Your organization could be bought or could be buying companies. So you do mergers and acquisitions. And so as part of that, we have some runbooks now that talk about using the cloud-to-cloud tooling so we can move a Jira project from a site here to a site there, how we'd move users here and users there.

Greg Warner:

And that actually came about through the assistance with our TAM, not focusing just always on the cloud migration date but also what's that look like six months later? What's it look 12 months later? So that you don't perform your cloud migration and then lock yourself in a corner that later on now I have to unwind something. I had the opportunity to fix it. So yeah, I do encourage migration customers to also think six months, 12 months beyond their cloud migration. But what could also happen and then speak to your solution partner about design decisions today that could affect you in the future.

Chloe Hall:

Yeah. So you definitely need to be thinking future-focus when you're doing this cloud migration. I know you've addressed a lot of the opportunities that came out of the cloud migration. Was there anything else that was an unexpected value that came from it that you wanted to share?

Greg Warner:

The other value is make it more accessible. We have seen people use it in different places that we hadn't thought about. So some of the things that we were doing before, we had to have a company-owned asset to get on the VPN and just things like that. That actually restricted people in where they could do work. Whereas now we've, as long as you've got a computer or mobile device connected to the Internet, absolutely you can use a mobile device support, you can get access to it. Approvals that used to be done on a computer are now done on a mobile device. Those things. But I think the integrations has been probably been the one thing I'm most... We're not the catalyst. We kind of pushed it along but seeing people get real use out of it and using the data for other purposes. We have seen people build some microservices that use the data from Jira that we couldn't do before. Again, you're just unlocking that potential by making it more usable and accessible.

Chloe Hall:

After going through the whole migration journey and, like you said, you're coming towards the end of it, what were the things that stood out to you that you're like, okay, they didn't go so well? Maybe if I was to do this again, how would I do this better next time?

Greg Warner:

So I get back to that day one unboxing experience. You know you want to give it that best experience. And we delivered that for people in Australia and APAC as we opened it and they got to use Jira for the first time and it worked fine. And that is mainly the result of a lot of emphasis on the Jira piece because we said, we know this is going to be hard. It's got workflows, issue schemes, notifications schemes. This is going to be hard.

Greg Warner:

So we started that one really early and then probably about 60% down through our migration journey, we started on Confluence. We thought how hard can Confluence be. It's a bunch of spaces and pages. It can't be that hard. We actually hit some migration challenges with the engineering tooling with Confluence, which meant that the Confluence UAT was delayed. The Jira UAT was fantastic. Ran for a month. We found some problems, got fixed, got answers. We were really confident that was going to be fine.

Greg Warner:

And then we hit this Confluence piece. We're like, wow, this is going to be a challenge. And there was at least one time I could think of. It was a Saturday morning at breakfast where our solution partner sent me a Slack message about, I think we've got a problem here with some tooling. What are we going to do? Towards the middle of the day, I was kind of scratching my head. This could be a real blocker. We actually worked with Atlassian, came up with the engineering solution, cleared that out. That was good to see, like in the space of 12 to 24 hours, there was a solution. But what it meant was that it delayed the Confluence UAT and it made a week. And there was something we found to do with the new Confluence editor and third-party apps right at the end of that week. And we had to really negotiate with our stakeholders to make this go ahead.

Greg Warner:

Because again, if we'd waited, we'd get a better result. No, we really should go. We know that there's this problem. It's not system-wide but it affects a small group people. So we did it. But for about a hundred people they have this really bad Confluence experience because of this thing. And so for me, I couldn't deliver on that thing I promised, which was a day one experience that was going to be better than what it had before.

Greg Warner:

Now we did work with Atlassian and app vendors to get some mitigation so it wasn't as bad on day five. It wasn't day one but it wasn't perfect. But I would certainly encourage people to make sure that you do treat Jira and Confluence with as much importance as each other. They do go together. When I did our cloud migration, we did it on a weekend and I remember coming back after dropping my kids at school on Tuesday and sitting in the car park. I was like, wow, we actually pulled that off.

Greg Warner:

If we'd propose to the company to move your company email system and your finance system on a weekend, the answer would be no because it's too big a hat. But what we'd said is we're going to move all of our Atlassian stack in a weekend, which really is two big systems, Jira and Confluence. So if I had the time again, we would've started Confluence much, much earlier and then we wouldn't have the need to rush it at the end. And that really did result in a bad day one experience for those people. We have worked with Atlassian since then. We're getting that resolved. We know other Atlassian guys have the same problem. I would start early and don't underestimate the complexity that could happen. There will be some things outside of your control.

Greg Warner:

I talk about this Confluence problem and the migration tooling, which is actually do at scale. Not every customer will see it. We saw it, I conducted customer interviews when we were doing our solution partner decision and the customer actually told me this. Like I should have started Confluence because we had this problem, we wasted some time, and we did it. I even have my notes. But it wasn't until later, same problem, you even had the answer and they told you and you still waited. So I'm spending a few minutes on this podcast talking about it because it happened to me. It's probably going to happen to the next person. So if I could do one thing and that is just encourage you to start it earlier. You're going to end up with a much, much better migration and hopefully can deliver on that day one experience that I couldn't do.

Chloe Hall:

Yeah, no I'm so glad that you've shared that with the Easy Agile audience as well because now they know and hopefully the same mistake won't keep getting repeated. Well, Greg, my final question for you today, and I don't know if you want that to be your answer, but I think it's really good just for the audience, if there's one key takeaway that they can go away with them today from the podcast, what would be that one piece of advice for everyone listening to start their migration journey?

Greg Warner:

The first thing to do is to prioritize it. So if you're an Atlassian customer that's using on-prem Jira or Confluence and you don't have a timeline and you don't have a priority to your cloud migration, start there. Open up the task, which is start to investigate Atlassian Cloud and choose a date. Because yeah, there will come a situation down the track where you might be asked by your CIO and so it's better to have an answer prepared already. I would encourage people to start to look at it because it is the future. If you look across the industry, people are moving to SaaS. It's really a question. Do you want to maintain and be that customer wondering when that feature's coming to cloud or do you want to be that customer in cloud who has it today? We have seen a monumental shift to when we moved to cloud in functionality, availability, all the good things that cloud delivers. And it's one of the biggest promoter... The person that used to write exam questions for servers now saying go to cloud.

Greg Warner:

Absolutely. So when I've spoken to other enterprise customers, particularly at Team, I said like, when do you plan your cloud migration? I was like, wow, we're going to start it in three years. I'm like, three years? You need to go back to the office next week and start like 12 months because yeah you will... There is absolutely a competitive advantage to doing it. And it's not just me being now as biggest cloud opponents. We see it, we see it every day and for me, this is one of the most influential projects I've been involved in with Atlassian since 2006. This one here is going to have a long-lasting effect at Splunk for a long time and I'm happy to speak to yourself at Easy Agile and others about it and here at their cloud journey because I want to go to Team next year. I want to make sure we have these conversations in the whole way about, I got that one thing. It's either I started my Confluence migration earlier or I actually put in a timeline of when we should start our cloud migrations.

Chloe Hall:

Yeah, beautiful. That is some great advice to take away, Greg. And so honestly, thank you so much for coming on the podcast today. You have provided some brilliant insights, takeaways, and also because there is no roadmap, I feel like your guidance is so good for those who are looking to start their cloud migration. Yeah. We really appreciate you sharing your knowledge.

Greg Warner:

All right. Thanks for having me on. Thank you for listening.

Chloe Hall:

No worries.

"It was a pleasure speaking with Ray about empowering teams and helping people reach their full potential" - Mat Lawrence

Mat Lawrence, Chief Operating Officer at Easy Agile is joined by Ray Arell. Ray currently works as the Director of Agile Transformations at Dell Technologies, is the host of the ACN Podcast, and the President Of The Board Of Directors for the nonprofit Forest Grove Foundation Inc.

Ray is passionate about collaborative and inclusive leadership, and loves to inspire and motivate others to achieve their full potential. This is exactly what Mat and Ray dive into in this episode.

Ray and Mat explore the concepts such as inclusive and situational leadership and the connection to agile ways of working, empowering the organisational brain, and fostering authenticity within teams.

This is a fantastic episode for aspiring, emerging and existing leaders! Lots of great tips and advice to share with colleagues and friends and understand the ways we can be empowering and enabling one another.

We hope you enjoy the episode!

Transcript:

Mat Lawrence:

Hi folks, it's Mat Lawrence here. I'm the COO at Easy Agile and I'm really excited today to be joined by Ray Arell. Before we jump into our podcast episode, Easy Agile would like to acknowledge the traditional custodians of the land from which we're broadcasting today, the people of the Gadigal-speaking country. We pay our respects to elders past, present, and emerging, and extend that same respect to all Aboriginal Torres Strait Islander and First Nations people joining us today. Ray, thanks for joining us today. Ray is a collaborative and inclusive leader who loves to inspire and motivate others to achieve their full potential. Ray has 30 years of experience building and leading outstanding multinational teams in Fortune 100 companies, nonprofits, and startups. Also, he's recognized as a leading expert in large-scale agile adoptions, engineering practices, lean and complex adaptive systems. So Ray, welcome, really good to have you on the podcast today.

Ray Arell:

Thank you.

Mat Lawrence:

Love to get started by understanding what you enjoy most about being an inclusive leader and working with teams.

Ray Arell:

Yeah, so I've been in leadership probably for about 15 years, leading teams at different sizes. When you have the more intimate, smaller teams of maybe five or six people, upwards of teams that are upwards of several hundred people working within an organization that I might be the leader of. And what I enjoy the most about it is just connecting with the talented people that do the work. I mean, when you go into leadership, one of the things that you kind of transition from is not being the expert person in the room that's coding or doing hardware development or something else. You have these people who are now looking for direction or vision or other things in order for them to give them purpose in order to move forward with their day.

And I enjoy coaching. I enjoy mentoring. I mean, a lot of my technical side of me is more nostalgia now more than it is relevant with the latest technologies. There's something rewarding when you see somebody who can, if you think of Daniel Pink's work of autonomy, mastery and purpose, that they suddenly find that they are engaged with the purpose that we're doing as an organization and then the autonomy for them to just do their day and be able to work and collaborate with others. And that's always been exciting to me.

Mat Lawrence:

I can relate to that. Yeah. I think in our audience today we're going to have a mixture of emerging leaders, aspiring leaders, and experienced leaders. I'd love to tap into your experience and ideally rewind a little bit to earlier in your career when you were transitioning into being a leader. And I'd love to understand around that time, what were some of the successes that you saw in the approach that you take that you've been trying to repeat over the years?

Ray Arell:

Well, I think early on, I think, especially when you grow up through the technical ranks, and suddenly at least the company that I was with at the time, very expert-based culture, if you were the smartest person in the room, those are the people that they looked at and said, "Okay, we're going to promote you to lead, or we're going to promote you to manager or promote you into the leadership ranks." I think looking back on that, I think Ray 2.0 or Ray 3.0, whatever version I was at the time, that I very much led from that expert leadership stance, which is sort of I know what is the best way to go and approach the delivery of something, and everyone should be following my technical lead for however this product comes together.

And I don't think that was really a good approach. I think that constrained people because you ended up being more or less just telling people what to go do versus allowing them to experiment and learn and grow themselves in order to become what I had become as a senior technical person. And so I think lesson learned number one was that leading a team from an expert slant I think is probably not the best approach in order if you're going... especially if you think of agile and other more inclusive teamwork type of projects, you're going to want to give people more of a catalytic or a catalyst leader type of synergistic-based leadership style so that they can self-organize and they can move forward and learn and grow as an engineer.

Mat Lawrence:

Are there any times that stand out for you where you got it horribly wrong? I know I've got a few stories which I can happily share as well.

Ray Arell:

I'd love to hear some of yours. I think horribly wrong I think is... The question is is anything ever really not fixable, not recoverable? And in most cases, most of the issues that we've dealt with were recoverable. I think that looking at, and again, kind of back into that stance of well, am I creating a team or am I creating just a group of individuals that are just taking their work from the manager and I'm passing them out like cards type of thing... I think early on, probably the big mistake was just being too controlling, and the mistake of that control meant that I couldn't have a vacation. Others were dependent versus being interdependent on one another. And I think that made the organization run slower and not as efficient as it could be.

Mat Lawrence:

I've certainly been guilty of that same approach earlier in my leadership career where I became the bottleneck, absolutely.

Ray Arell:

Yeah. Exactly.

Mat Lawrence:

And to recognize that, it can be quite hard to undo, but it's definitely worth persevering with. Something else that I was fortunate to get some training in situational leadership, oh, probably nearly 10 years ago now. And that really opened my eyes to an approach, the way I was treating different people in my team. But I was treating them the way I first judged them. So if I saw [inaudible 00:07:01] an expert and a master, I would treat them as an expert and a master in all things. And [inaudible 00:07:05] if someone was less capable at that point in their career, I'd kind of assume the same thing. And so I would apply the same level of direction or lack of direction to those people for everything. And in situational leadership, the premise for those who don't know at home, is you change the level of direction that you give depending on the task at hand. Have you used that approach or something similar to guide how you include people in different ways?

Ray Arell:

Well, in order to include people, I think part of it is you need to... As you said, you were situationally looking at each person, and you were structuring it in a way that was from a way, an approach, of very individualized with somebody. I think the philosophy that I... Not everyone is very open or can communicate very well about their skills and their strengths, or in certain cases some people, they might be good at something but they don't exercise it because they themselves feel that that's not one of their strengths, but in reality is it is. So I think that when you're saying from a situational leadership perspective, when you hear somebody place doubt that they could be the one that could do something or to take up, say, even leadership of something, I think part of that just gets into that whole coaching and mentoring and really setting it up and helping them to be successful through that.

And I think from an inclusive perspective, I think there's a set of honesty that you have to bring into your work and humility about being humble about even what you've accomplished. Because in engineering in particular, you tend to see that when you put people into a room, the people who are newer will sit back, and they will yield to who they think has the more experience. And reality is that they came from, say, let's say they just got fresh out of college. They actually might have more skills in a particular area based upon what they just went through in their curriculum that we might not have. And so the question of how do we use the whole organizational brain in order to bring all of the ideas onto the table, I think at times it requires us to be able to be effective listeners and to sometimes just pause and allow people to have the floor and pick up the pen and not hog the space, if that makes sense.

Mat Lawrence:

It really does, and I think I've seen that in every company I've worked in to some level. I'd be really interested to tap into how you go about addressing that scenario. For the people who are listening that would face that situation, it might be the first time they've been a leader and seeing that scenario and observing it. Is there any advice you would give them to help change that dynamic?

Ray Arell:

Well, one, just becoming aware of it. I frequently doodle when I'm in a group of people, and what I'll do is I'll sit there and I'll put dots on a paper of where people are at in the room, and then I start drawing lines between those individual dots if I see the communication happening between certain players. And what's interesting is if you watch that over about a 15-minute period of time, you start to see this emergent pattern that maybe someone's domineering the conversation or they're the focus point of the conversation, and it isn't going around the full room. So then that's when you get to be a gatekeeper and you invite others into the conversation. And then you politely help the ones who are being dominant in the conversation to pause, to just give space and allow those other people to talk and to get that out.

And then I think the question of whether or not what the person says may sometimes be coherent or not coherent to the conversation, or maybe they're still trying to learn about just dynamics of everything. You just have to help to get, sometimes, to get that out of people, and use open words to basically open sentence... I mean, some open questions to pull that out from them. And I think that works really well.

Mat Lawrence:

I love that. I'm a doodler as well. I'm an artist originally in my early career, and I've worked my way into solving problems through tech a long time ago now, but I still can't... I need that physical drawing to help my mind think as much as anything else [inaudible 00:12:30] than just doodling on a pad.

Ray Arell:

Same here.

Mat Lawrence:

Something that you said a little earlier, we touched a little bit on inclusivity. In your LinkedIn bio you talk about being an inclusive leader who loves to inspire and motivate others to achieve their full potential. Something I'm really passionate about is that last part in particular, is helping people achieve their full potential. It's why I love being a people leader and a COO. You get to do that across a whole company. I'd love to first touch on the idea of being an inclusive leader. How do you define what it means to be one?

Ray Arell:

Well, inclusive leadership, there was an old bag that I used to have, a little coaching bag that I used to carry around with me. And at the very top of it said, "Take it to the team," was the motto that was at the top of it. And at the bottom of the bag it basically said, "Treat people like adults." Were the two kind of core things that I think part of what being inclusive is is that I have to accept the fact that, yeah, I'm a smart person, but do we get a better decision if we socialize that around the team? Do we see what other ideas or possibility thinking? Sort of in the lean sense, make the decision as late as you can.

It's more towards the Eastern culture of, well, if I keep the decision open, maybe we're going to find something that's cheaper or better or even just more exciting for our customers. And so I think part of that is knowing that you don't have to be the one that has to make the decision. You can let the team make the decision. And we all embrace because we're empowering ourselves with this was what we all thought, not just what Ray thought, which I think is cool.

Mat Lawrence:

There's a second part to that piece you talked about in your bio around helping motivate others to achieve their full potential.

Ray Arell:

Yeah, yeah.

Mat Lawrence:

Yeah. Let's talk about where that came from for you, that passion, and what are some of the ways you look to help emerging leaders reach their full potential?

Ray Arell:

Yeah, I mean, I was lucky enough when I joined Intel Corporation that Andy Grove was still running the organization at the time. As a matter of fact, he taught my Welcome to Intel class. At the time when I joined Intel, there was only about 32,000 employees. And here's the CEO, founder of the company teaching the Welcome to Intel class, which I thought was incredibly cool, a great experience to have. He oozed this leadership, whatever mojo or whatever it is he is got going out into the environment as he's talking about the company. But he was really strong on the one-on-ones, the time that you can spend with your manager or others within the organization because you can have a one-on-one with anyone within the company. And he encouraged that. And I think that helps to... When somebody is trying to figure it out, they're brand new to the company, and you get a standing invitation from the CEO that says, "You can come and have a conversation with me," I think that sets the cultural norm right up front that this is a place that's going to assist and help me along my career.

And I could tell you that there's been a number of different times that those developed into full-blown, "I'm the mentee and they're the mentors." And in those relationships over time, it's sort of like then you say, "Well, I'm going to pay that forward." Today I have at least six or seven mentees that have all sorts of questions about how do they guide through their career or if they had some specific area that they wanted to go focus on. And it's their time to pick my brain. And in certain cases, if I don't have the full answer, I can guide them to other mentors that can help them to grow.

Mat Lawrence:

I love that approach of pay it forward that you touched on there. It's definitely something that I've been trying to do in the last couple of years myself, and I wish I'd started sooner mentoring. I've had the privilege of working with some amazing leaders in my career who I've learned a lot from. And once I started mentoring, I realized how much I learned by being a mentor because you have to think. You really think about what these people are going through and not just project yourself onto them. And it validates the rationale about why you do things yourself, why you think that way. And it forces me to challenge myself.

And I think if there's anything... I talk to some of the younger people at work who are emerging leaders, and they're exceptional in their own way. They've all got very different backgrounds, but a lot of them don't feel like they're ready to be a mentor. They really are. They're amazing people. And I wonder, have you seen people earlier in their careers try and pass it forwards kind of early on or do people feel they have to wait until [inaudible 00:18:22]?

Ray Arell:

I think it depends. One, I think the education system, at least in the United States, has shifted a bit. When people go for their undergraduate degree, it used to be just they were by themselves, they did their book studies. Very little interaction or teamwork was created for this study. I mean, back when I got my electrical engineering degree, it was just me by myself. There might be occasional lab work and lab projects, but it wasn't something that was very much inclusive, nor did they have people step up into leadership roles that early. I look at now my daughter who's right now going to the university, and everything is a cohort group. There's cohorts that are getting together. The studying that they do, they each have to pick up leadership in some regards for some aspect of a project that they're working on. So I think some of the newer people coming into the workforce are sort of built in with the skills to, if they need to take up leadership with something, run a little program, run a project, they've been equipped to do it. At least that's what I've seen.

Mat Lawrence:

I love that concept. Something that I've been observing and I talk it about a lot with our leadership team and our mentor exec teams for the [inaudible 00:19:56] as well. A lot of the conversation that comes up is around team dynamics, team trust, agility within teams, and to generally try and empower teams, set them up so they can be autonomous, they are truly empowered and they're trusted to make great decisions and drive work forwards. You've got a lot of experience in agile and agile [inaudible 00:20:21] agile leader. In your experience leading agile teams, those adoptions and those transformations, I'd love to understand if you see there's a connection between being agile as a team and those traits that an inclusive leader will have. Is there a connection there in your mind between what it means to be agile and be an inclusive leader?

Ray Arell:

I think so. Because if you think of early on, they established that servant leadership was a better leadership style for agile teams. And so I think when we talk about transformation, some of the biggest failures that occur tend to be more based upon not agile, but on issues of trust and other sort of organizational impediments that had already existed there before they got started. And if they don't address those, their agile journey is painful.

I've heard people say that they've gotten Scrummed before, using it in a really kind of derogatory way of thinking that, well, instead of getting a team of empowered people to go do work within the Scrum framework, they end up being put under a micromanagement lens because the culture of the manager didn't shift, and the manager is using it as a daily way to making sure that everyone is working at 120% versus what we should be seeing in the pattern is that the team understands their flow. They're pulling work into the team. It's not being pushed. And those dynamics I think are something that if leadership doesn't shift and change the way that they work, then it just doesn't work in organizations.

Mat Lawrence:

In the many places that you've worked and coached and guided people on, you've started to come across... There's a term that we've started to use of agile natives where people who've really not known any different because so many companies in world are going through agile transformations, and that'll continue for a long time. But as some companies are born with agility at the forefront, have you experienced many people coming through into leadership roles that don't know anything but true agility and really authentic agility as you've just described?

Ray Arell:

Well, I think it's kind of interesting because as you talked about that phrase, I was thinking about it, about, well, if you knew nothing else... But I can also say that you could become native after you've been in the culture for a period of time as well. So you can eventually... That becomes your first reaction, your first habit is pulling more from the agile principles than you would be pulling from something else. Yeah, there are those people, but it's been interesting watching companies like Spotify or watching Salesforce or watching Pivotal, and I can just go down the list of companies that have started as an agile organization, they got large, and then suddenly the anti-patterns of a large company start to emerge within those companies. So even though the people within the smaller tribe are working in an agile way, the company slowly doesn't start to work in an agile way any longer. It falls underneath a larger context of what we see happening with the older companies.

And I think some of that could be the executive culture might be just coming in where they bring somebody from the outside who wasn't a native, and they have a hard time dealing with the notion that, well, we're committing to a delivery date sometime over here, and we think we're going to hit it. But no, we don't have what would be affectionately known as a 90% confident plan that says that we've cleared all risk out of the way. And yeah, it's going to absolutely happen on that day. And some of those companies get really... They feel that they have to commit everything to the street, and if they don't meet it, they've already glued those in to some executive bonus program, ends up driving bad behaviors, unfortunately,

Mat Lawrence:

Yes, I have been there. I'm assuming that in our audience, we're going to have people who are transitioning into more senior leadership roles. They're not emerging leaders, they've been doing it for a while, and they've probably run some successful agile teams at the smaller level as you've described. For those people who are moving into the more senior roles, maybe into exec positions, is there any guidance that you'd give them for navigating that change and trying to maintain, through agile principles and what it means to be agile, in those more senior roles?

Ray Arell:

Yeah, I think part of it is the work that you did as a smaller team, everything still can scale up. And I hate to use the word scale because I think scale is kind of... People kind of use it... What would be the right word? It's misused in our industry. I think values and principles are scale-free. You can still walk each day walking into your team and still embracing those 12 principles, and you're going to do good work. The question is though, is if you're doing that at the lower level, say with a Kanban board, the question is, what does it look like when you're at your executive desk? What is the method that you go pool? If you look at most of the scaled frameworks that are out today, there's very little guidance that's given to what should be in the day in the life of an agile executive. What should that look like?

And for me, if I think about the business team, the management team is working with the delivery teams daily. They should be doing that. So what are you going to put in place for that to facilitate and occur? What are you going to do about... stop doing these big annual budget processes. Embrace things like the beyond budgeting or other things where you're funding the organization strategically, and you're not trying to lock everything in on an annual cadence, but yet your organization beneath is working every two weeks. So you should be able to re-move your bets with any organization based upon the performance of each sprint. Can you do that?

The last one is probably the most important one, is impediments. And that is how fast does it take information to go from the lowest part of the organization to the highest point of the organization? And if that takes three weeks, two weeks, or even sometimes later for certain organizations, optimize that. How do you optimize an impediment that you can personally help to go remove for people so that they're not slowed down by it any longer, whatever that might be?

Mat Lawrence:

You're touching on something there, which I think is a fundamental part of being agile, which is that ability to learn and adapt, and you can only learn when you are aware of what's happening around you, you can observe [inaudible 00:28:39] to it.

Ray Arell:

Well, I said something a couple months ago, and everyone just went, "Why did you say... I can't believe you said that out loud." It's the quiet stuff out loud sometimes. [inaudible 00:28:53]. We were trying to get a meeting together to go fix one of these impediments, and all the senior leaderships was busy. They were busy. And my question was is if this isn't the most important thing right now for us, what do you do? Really, are you doing in your day if this one isn't the highest priority that you walk into? And the questioning senior leaders that maybe they're not paying attention to the right things, and sometimes speaking that truth to power is something we have to do every once in a while.

Mat Lawrence:

I agree. That level of candor is definitely required at all levels and being able to receive that feedback so you can learn and adapt as an individual, as we were talking about earlier, about being adaptive as a leader, but also as a team. There's a point that I'd like to touch on before we wrap up, which is as you climb up the career ladder and you get into a more senior position, and then you become responsible for a broader range of things, particularly as you start reaching that executive level, I've witnessed people struggle with the transition from being the person, as you talked about right at the start of this discussion, being that person who knows everything and who can direct and have all the answers into someone where I see your job changes to being the person who can identify what we know least about, what we as an exec team know least, where we're... have the least confidence, where we see the impediments and we don't know what to do with them.

How do you go about guiding people to embrace that? Because I think what I see is the fear that comes with that, almost a fear of exposure of, "Oh, I'm admitting to people I don't know what I'm doing." And I've been rewarded through my entire career by becoming more of an expert, and suddenly my job is to be the person who's confident enough to call out, this is what we don't understand yet. Let's get together and try and resolve it. When the risk is greater, the impact is greater, and you're responsible for more things, how do you help people transition into that higher-level role?

Ray Arell:

Well, I think part of it is can they let go of that technical side, having to have their hands dirty all the time? And I've seen certain leaders that, really, somebody needs to go back and say, "Are you really sure that this is the career that you're wanting to go to? You seem to be more into wanting to be into the nuts and bolts of things, and maybe that's the best place for you because you feel more comfortable in that space." The other aspect though, as they transition, I think is again, trust becomes critical. Trust the people that are working for you, that they're not coming in and being lazy and you have to go look over their shoulders all the time because you feel that they might not be being productive or other things. You have to have the ability to say that, look, that the people that you hired are talented, and they are moving us towards our goals.

I think what becomes more critical for the health of the organization is that you have to do a much better job at actually saying, "Okay, well, here is our vision," whether it be a product vision, whether it be the company's vision, whatever that might be, helping people to understand what that North Star is, and then reinforcing that not from a perspective of yourself, but a perspective from the customer. And I think this is where a lot of companies start to drift because they start to optimize some internal metric that, yeah, that'll build efficiency within your organization. But what does the customer think? And constantly being able to represent as, if you think of from an agile perspective, the chief product owner of the organization, to be able to represent this is what the customers need and want and to be able to voice that in the vision and the ambitious missions that are set up for the organization. Make it real for people.

And then the last part of that is not everything is going to happen and come true. If you read most executives' bios, there's lots and lots and lots and lots of mistakes. And I remember this of one leader, he was retiring. And I thought this wasn't most awkward time that he actually did this. He actually went up on the stage and he talked about his biggest failure. Now, throughout my career working with this person, I always wondered whether or not they were human. And then on the day of this person's exit, they finally decided to give you a few stories about mistakes that they made. And I think that he really needed to share those stories much, much earlier because I think people would've probably found... They would've been a little stressed working around him. And it would also show some vulnerability for you as a leader to say that you don't have everything figured out, and sometimes it's just a guess. We think that this is where the product needs to go.

And then as soon as you put it in front of the customers, they're going to tell you whether or not... If you take the Cano model and suddenly you're going to hit this is the most exciting thing since sliced bread, are they going to love it or are they going to go, [inaudible 00:35:12]. I'll take it if it's free. You get into this situation where it's like, well, we can't charge as much. But I think those stories become important and anchor organizations. One other aspect of this is I think that by having somebody who's approachable and can relay those stories effectively into the organization and talk about these things, I think then that opens the door for everyone else to do it as well. Because like it or not, humans are hierarchical in the way that we think about things. A lot of people manage up, so they mimic leaders. So be that leader that somebody would want to mimic.

Mat Lawrence:

I think that's great advice, Ray. The connection for me that's run through this whole conversation is around engaging with your work authentically, whether it's the team that you're trying to lead, whether it's the agile practices at whatever scale and level that you're operating at. And to build that trust to enable that to work requires that level of authenticity.

Ray Arell:

Yeah, exactly.

Mat Lawrence:

I would love, as we wrap up, for you to leave any final tips or advice for both current and emerging leaders on that topic. If there's a way beyond just sharing your own personal stories, how would you advise people? What would you leave them with to build some trust in their teams?

Ray Arell:

Well, a couple of things. Number one, you have to be mindful about who you are as a person. Again, like I was saying, that people manage up. And if you send out an email at three o'clock in the morning, and five minutes later your people were responding to you, then you're not being a really good role model of a good work-life balance. So a lot of your tendencies will bleed off into the organization. So regardless how you assess yourself, do an assessment of your leadership, where you think it is. Harvard Business Review, a long time ago, put off the levels of what they saw as leadership models. And the lowest level is the expert and the achiever-based leaders. And if you're one of those, those are not very conducive to a good agile or collaborative culture. So if you're currently setting in that slant, then you should look ways of being able to move yourself more to a catalytic or a synergistic-based leader.

And that journey's not an easy one because I went through that myself. It took years in order to pull away from some of those tendencies that you had as an expert leader. And as an example, an expert-based leader tends to only talk to other experts. If they perceive somebody not to be an expert of something, they tend to discount those individuals and not engage with them. And so again, the full organizational brain is what's going to solve the problem. So how do you engage the entire organization and pull those ideas together?

The other one is that as you go into, from an emergent leader perspective, I think you said it yourself earlier, and that's not just the bias of you're not an expert, I'm not going to talk to you, but any bias that you might have can affect the way that you lead and judge an individual, and really could limit or grow their career based upon maybe a snap judgment that you might have had. So I think you have to be mindful of your decisions that you're taking within the organization and especially the ones you're making of people. And so you got to be careful of those.

The last one is probably just... And this gets into the complex adaptive systems space. Not everything is cut and dry, black and white, or mechanistic, meaning that we can take the same product, redo it again and again and again, and we're going to get different answers. We're going to get different requirements. We're going to get different things. It's okay for that stuff to be there. And it's okay for the stuff that's coming out of our products to be different every once in a while, and specifically because everything, it's a very complex environment. Cause and effect relationships and complexity is, customer can change their mind, and we have to be comfortable with a customer changing their mind. Our customer might have new needs that come up.

And likewise, our employees, they sometimes will have change of thought or change of what they are excited about. How do you encourage that? How do you grow those individuals to retain them in the company, not to use them for the skill they have right now, but how do you play the long game there? And I know I'm getting a little long-winded here, but the thing that I see most, even with all the layoff notices that are going on right now, is that that company's not playing the long game. I think that's a bad move because all you're doing by letting an employee go is enabling your competitor with a whole bunch of knowledge that you should be retaining. So anyway, I'll cut it short there.

Mat Lawrence:

Right. Thank you for sharing your wisdom with us today. It's been an absolute pleasure. I've really enjoyed the chat. So yes, thank you for joining me on the Easy Agile Podcast.

Ray Arell:

Awesome. Thank you for having me.

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Gerald shared that companies often face the same challenges over & over again when it comes to implementing agile, but the real challenge and most crucial is overcoming a fixed mindset.

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"Gerald helps massive companies work better together while keeping teams focused on people and on the customer. I'll be revisiting this episode."

Gerald also highlights the difference between consultants & coaches, and the value of having good mentors + more

I loved this episode and know you will too!

Be sure to subscribe, enjoy the episode 🎧

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Transcript

Sean Blake:

Hello, and welcome to this episode of the Easy Agile Podcast. Sean Blake here with you today. And we've got a great guest for you it's Gerald Cadden a Strategic Advisor and SAFe Program Consultant Trainer at Scaled Agile, Inc. Gerald is an experienced business, an IT professional, Strategic Advisor and Scaled Agile Program Consultant Trainer SPCT at Scaled Agile. Thanks, Gerald. Welcome to the Easy Agile Podcast. It's really great to have you on as a guest today, and thank you for spending a bit of time with us and sharing your expertise with our audience on the Easy Agile Podcast.

Sean Blake:

So I'm really interested and I'm interested in this story that... For all the guests that we have at the podcast, but can you tell me a little bit about your career today? I find that people find their way to these Agile roles or the Agile industry through so many diverse types of jobs in the past. Some people used to be plumbers or tradies, or they worked in finance or in banking. How did you find your way into working at somewhere like Scaled Agile?

Gerald Cadden:

Good morning, Sean. Thanks for having me here guys. I'm very happy to be here with you guys today. Career things are always an interesting question. I'm 53 and so when I look back I wonder how do I get to where I am? And you can often look at just a series of fortunate events. And I worked in retail shoe stores and then I decided to do something in my life. Did an IT diploma then did a degree and I started working in the IT side. I pretty much started as a developer because that was where the money was and so that's where you wanted to go. I didn't stay as a developer long. Okay. All right. I was a terrible developer so I wasn't good at it. It was frustrating.

Gerald Cadden:

I moved into some pre-sales work and that led me to doing business analysis and I really liked the BA work because I got to work with people and see changes. I could work with the developers, still got to work really directly with the customer which was much more interesting for me. So I spent a lot of time in BA doing the development work, doing business process reengineering my transitioned over to rational unified process. When it was around spent countless hours writing use cases doing your mail diagrams, convincing people on how to make the changes on those. And then Agile came along and I had to make a complete brain switch. So all of this stuff that I'd learned and depended on as a BA suddenly disappeared because Agile didn't require that as an upfront way of working. It required that to be in the background if you wanted it and it was more a collaboration.

Gerald Cadden:

So about 2004, 2005 started working with Agile a lot more by this time I was living in the U.S. So that's where I got my agile experience, stayed there for a long time. Got great experience and then I moved over to working with SAFe around 2011. The catalyst for that as I was working for the large financial firm in New York with a team there. And we were redesigning a large methodology for them to implement Agile at scale. Went to a seminar in 2011 at an Agile conference saw Dean Leffingwell presentation on SAFe and just looked up and went, "Well we can stop working on our methodology. It's done."

Gerald Cadden:

So hardly after that meeting I ran outside and tackled Dean Leffingwell because I wanted him to look at my diagrams and everything and give me some affirmation that I was doing the right thing. Dean is got a very frank face and he pulled his frank face and he looked at me and just said, "You know what? Just use SAFe?" And I'm like, "Yeah, we will." And so I started my SAFe journey around that time and we implemented that financial company and I've been on that journey ever since.

Sean Blake:

So take us back 10 years ago to 2011. And you're working at this financial company, you've heard of this concept of SAFe really for the first time you started to implement it. How did the people at that company respond to you bringing in this new way of thinking this new framework? It sounded you already had the diagrams on the frameworks and the concepts forming in your mind did you find that an easy process? I think I already know the answer, but how complex was that to try and introduce SAFe for the first time into an organization of that magnitude?

Gerald Cadden:

Yeah, this is a very large financial firm, a very old financial firm so very traditional ways of working. So what's interesting is the same challenges SAFe comes up against today they're present before SAFe even began. And so the same challenges of the past management approaches trying to move to faster ways of working was still there. So as we were furiously drawing diagrams in Visio, trying to create models for people to understand it was hard to create a continuum of knowledge and education that would get people to move from the mindset they had to the mindset we wanted them to have. And it was an evolving journey for myself and the team that I was working with. I work with a really great guy and his name is Algona, a very, very smart man.

Gerald Cadden:

And so the two of us we're always scratching our heads as to how to get the management to change their minds. And we focused on education, but it was still a big challenge. I finished on the project as they started with SAFe. I moved to different management role in the company that we continued the work there. Michael Stump he used to work for Scaled Agile I think he works now at a different company, but he continued a lot of that work and did a really good job and they did implement SAFe. They made changes, but they faced all the same challenges. The management mindset overcoming moving away from the silos to a more network structured organization. Just the tooling, just the simple things was still a challenge and there's still a challenge today. So the nature of the organization is still evolving even in the modern day Agile world.

Sean Blake:

You mentioned there that part of the challenge is around mindset and education. Have you found any shortcuts into how you change a team's mindset? The way they approach their work, the way that they approach working with other teams in that organization? I assume the factor of success has a lot to do with, has the team changed their mindset on the way they were working before and now committed to this new way of working? And can you talk to us a little bit about how do you go about changing a team's mindset?

Gerald Cadden:

Maybe I'll change the direction of your question here, because what I've found is usually you don't have to work too hard to change the mindset of a team. Most of the teams are really eager to try new things and be innovative. You only come across some people in teams who may be their career path has got them to a certain point where they're happy with the way the world is and they don't want to change. The mindset you really need to change is around that leadership space and that's still true today. So the teams will readily adapt if management can create the environment that allows them to do it and if they can be empowered. But it's really... If you want to enable the team it's getting the leadership around them to change their mindset, to change the structures that are constraining the teams from doing the best job they can.

Gerald Cadden:

And so that for me was the big discovery as you went along and it's still true today. As Agile has been evolving I've noticed that people don't always put leadership at the top of the list of challenges but for me it's always been at that top of the list. A lot of people want to look at leadership and say things about them unflattering things, but you have to remember these are human beings. And the best way to come to leadership is to really begin with a conversation, help them understand. They know the challenges, but we need to help them understand what's causing the issues that are creating those challenges.

Gerald Cadden:

As you work with them and educate them you can to open their minds up a little more. Does that mean they'll actually change? Not necessarily. Political motivations, ideologies other things constrained leadership from moving. But conversations and education I think are the way to really approach leadership. And getting to know them as a person, take an interest in their challenges, take an interest in them as an individual. So create that social bond is an important thing. As a consultant that was always hard to do because as a consultant you're always seen as an external force and it's hard to build that somewhat social relationship with that leadership and build that trust.

Sean Blake:

Yeah, that's so true. Isn't it. I remember on an Agile transformation that I was on previously, how Agile coach really would spend just as much time with the leadership team as they would with us the Agile team. And it seems strange that the coach was spending so much time trying to really coach the leadership team on how they should think about this new way of working, but you put it in the right context there it's so important that they create that environment for their people and for their teams to feel safe in trying something new. Yeah, that's really important.

Gerald Cadden:

I think if you looked at how Agile evolves, when you look at the creation of the Agile manifesto and its principles and then the following frameworks like ScrumXP, et cetera it evolved from a team perspective. So everybody made the assumption that we needed to create these things for the teams to follow, but as people worked with teams they found that it wasn't the teams at all the teams adapt, but the management and the structures of the organizations are not adapting. And so that's really where it went.

Gerald Cadden:

I can't recall the number of countless Scrum implementations you worked on and you just hit that ceiling of organizational challenges. And it was always very frustrating for the teams. I think there's a an opposite side to that too is that too many in the Agile world just look at the teams as the center of the world and you can't approach it from that way either the teams are very important to delivering value to the customers, but it's the organization as a whole that delivers value. And I think you really have to sit back and just say, "The teams are part of that how do we change the organization inclusive of the teams?"

Sean Blake:

Okay. That's really interesting. Gerald, you've spoken a bit about teams and mindset, when you go into an organization, a big auto manufacturer or a big airline or a financial services company and they're asking for your help, or they're asking for your training, how do you assess where that organization is up to? What's their level of maturity from an Agile point of view? Do you have organizations that are coming to you who have in their mind that they're ready to go SAFe and then you turn up on day one and it turns out no one has any real idea about what that type of commitment looks like?

Gerald Cadden:

Yeah, it's a good question. Because I think as I look back at the history of this, in 2011, 2012 when SAFe really got going, as you went forward I mean, there was no concept of where to begin. Consultants were just figuring it out for themselves and like most consulting or most methodologies they got engaged in an IT space and at the team level. And people would try to grow from the team level upwards. And at some point we need to know I've struggled a lot with this because I was just trying to figure out where it is that. So my consulting hat was always on to sit down, talk to people about their challenges, find a way to help figure out how to solve the challenges whether it was going to be Scrum or SAFe or whatever is going to be right.

Gerald Cadden:

Those are just tools in the toolbox. But when Scaled Agile as I was working with... Excuse me, as I was working with SAFe, Scaled Agile brought out the implementation roadmap. It produced so much more clarity that came later in my time with SAFe and I wish it had come earlier because it really began to help me clarify that initial thing that we call getting over the tipping point. How to work with the organization you're talking to, work with the right people, understand their challenges, help them understand what causes those problems, which is the more traditional ways of working the traditional management mindset, help them connect SAFe as a way to overcome those challenges and begin to show them. If you looked at the roadmap it's this contiguous step-by-step thing, but what you find in reality is there are gaps between those steps and in those gaps is the time you as a transitional team are having lots of conversation with the management.

Gerald Cadden:

If you put them through a training class they're not going to come out of the class going, "Oh, wow that's it. We know what to do." It takes follow-up conversation. You have to have one-on-ones one on many conversations, cover topics of gains so you can remove the assumptions or sorry the misassumptions. So it's a lot of that kind of work that the roadmap its there for those who are implementing SAFe today use it. It is one of the most helpful tools you'll have.

Sean Blake:

Awesome. Yeah. I think just acknowledging the difference between the tools in the toolbox and then the other fact that you're dealing with humans and you're dealing with attitudes and motivations and behaviors and habits there's two very different things there really. It sounds you need to take them all together on that journey.

Gerald Cadden:

Yeah. A side to that we train so many SPCs like SAFe program consultants. We train them, training them out of classes all the time with us and our partners. The thing that you can, you can teach them about the framework, but you can't necessarily teach them how to be a good consultant or a good... I want to say I use the term consultant and coach, right?

Sean Blake:

Yes.

Gerald Cadden:

Sometimes I like to say a good consultant can be a good coach, but a good coach can't necessarily be a good consultant because there's another world of knowledge you need to have like how do you sit down and talk to executives? How do you learn the patients and the kinds of questions you need to ask, how do you learn to build those relationships and understand how to work the politics? So there are things outside the knowledge of an SPC that they need to gain. So young people coming in and running to do this SPC course I want to prepare you for everything, but it gives you the foundations.

Sean Blake:

So when you're in a organization or you're coaching people to go back to their organization how do you teach them those coaching skills so that when they come in and they've got to learn the politics, they've got to identify the red flags, they've got to manage the dependencies, they've got to bring new teams onto the train. How do you go about equipping that more human and communications of the toolbox really?

Gerald Cadden:

I think you can obviously teach the fundamentals of the framework by running through the training courses. But mentoring for me is the way to go. Every time I teach a training class I make it very clear to people when they go back and they're starting a transformation don't go this alone. Find experienced people that have done this and the experience shouldn't just be with SAFe their experience should be having worked with large organizations having experience with the portfolio level if necessary. Simply because there are skills that people develop over years of their career if they don't have at the beginning.

Gerald Cadden:

I mean, if I look back at some of the horrific things I had said in meetings and in front of executives my boss would put his hands up in front of his face because I was young and impulsive and immature and I see that today. So when I first came to the U.S I worked with some younger BAs and they would say things in a meetings and you quickly have to dance around some things to, "We didn't really want to say that right now." So I think mentoring is the skill. We can teach you the tactical skills, but teaching you the political skills, the human skills is something that takes mentoring and time.

Sean Blake:

Mentoring so important in that context. Isn't it?

Gerald Cadden:

Yeah.

Sean Blake:

Okay. So let's rewind 12 months ago to March 2020, a month that's probably burned into a lot of people's mind is the month that COVID changed our lives for the foreseeable future. I know that Easy Agile had a lot of content out there, articles about how to do remote PI Planning, how to help your virtual teams work better together and we didn't know that COVID was coming we just saw this trend happening in the workforce and we had this content available.

Sean Blake:

And then I was checking out our website analytics and we had this huge spike in what I assume were people in these companies trying to work out for the first time, how to do PI Planning virtually, how to keep very literally their release trains on the tracks in a time where people were either leaving the state, working from home for the first time, it's really like someone dropped the bomb in the middle of these release trains and people scrambling on how we are we going to do this virtually now? Did you have a lot of questions at the time on how are we going to do this? And how have you seen companies respond to those challenges?

Gerald Cadden:

Yeah. I remember being in Boulder, Colorado in January of 2020 and I just come back from vacation in Australia and that's when COVID was coming around and you were hearing about things in January, 2020. I was talking with my colleagues and we were wondering how bad this is going to be within two months the world was falling apart. And for us I think a good way to tell that story is to look at what Scaled Agile did. We knew our business that it was very reliant on our partner success and it still is today. And so as we began to see the physical world of PI Planning and training, as we began to see that completely falling apart the company had to quickly adapt.

Gerald Cadden:

We already had a set of priorities set for the PI and we implement Scaled Agile internally in the company. At the time we're running the company as a train itself because it's 170 all people. So they had to reprioritize the different epics, we pushed a new features and it was all about what do we need to change now to keep our partners afloat by getting them online and a really good team at Scaled Agile in a really cross-company effort to get short-term online materials created to keep the partners upright so they could keep teaching. They could find ways to do this, to do PI Planning, to do they're inspecting adapts all online. And so we pushed out a lot of material just simply in the form of PowerPoint slides that they could then incorporate into tools like Mural, Al tool. SAFe collaborate we went about developing this and we've been maturing that over time.

Gerald Cadden:

And so now we're in a world where we have a lot more stability. We saw a big dip like everybody else, but the question is, are you going to come out of that dip? And so what we did notice within probably even the second quarter of that year where the tail end of it we saw it starting to come up again, which our partners starting to teach more online. So the numbers told us that the materials we're producing were working. So for us it was just a great affirmation that organizing yourself the way we did organize yourself, the quick way we could adapt saved us. So Scaled Agile could have gone the way of a lot of companies and not being able to survive because our partners wouldn't have survived. We had the ability to adapt. So it's a great success story from my perspective.

Sean Blake:

Well, that's great. We're all glad you're still around to tell the story.

Gerald Cadden:

Yes we are.

Sean Blake:

And Gerald, whether you're reflecting on companies you've worked with in the past, or maybe even that internal Scaled Agile example you just touched on. Are there specific meetings or ceremonies or checking points that are really important as part of the Agile release train process? What are the things that really for you are mandatory or the most important elements that company should really hold onto during that really set up stage of trying to move towards the Scaled Agile approach?

Gerald Cadden:

So I interpret your question correctly. I think for me when you're implementing the really important things to focus on as a team first of all is the PI Planning. That is the number one thing. It's the first one people want to change because it's two days long and everybody has to come and it can cost companies a quite a significant sum of money to run that every 10 to 12 weeks. And so you will run very quickly as I had in the past in the car company you run very quickly into the financial controller who wants to understand why you're spending $40,000 a quarter on a big two-day meeting. And so they lie, they start questioning every item on the bill, but that's the most significant one.

Gerald Cadden:

PI Planning is significant. The inspect and adapt is the other one simply because at the end if you remove that feedback cycle, what we call closing the loop if you remove that then we have no opportunities to improve. So those two events themselves create the bookends what we get started with and how we close the loop, but there are smaller events that happen in between the team events are obviously all important. But more significant for me is the constant, the event for the product management team or program management team how are you going to filter them, excuse me.

Gerald Cadden:

Who are going to need to get together on a regular basis to ensure that then we call this the Sync. So this is the ART Sync or the POPM Sync. You need to make sure those are happening because those are these more dynamic feedback loops and ensure the progress of good architectural requirements or good features coming through so that when you get to PI Planning the teams have significant things to work on. So if you had to give me my top three events, PI Planning, inspect and adapt, and the ART Sync and product POPM Sync.

Sean Blake:

Awesome. I know there's always that temptation for teams to find the shortcuts and define the workarounds where they don't have to do certain meetings or certain check-ins, but in terms of communication it must be terribly important for these teams to make sure they're still communicating and they don't use the framework as an excuse to stop meeting together and to stop collaborating.

Gerald Cadden:

Yeah. I mean, I went through when I started implementing at the large car company in the U.S I decided to rip the bandaid off. They had several teams working on projects and they weren't doing well, when I looked at the challenges and decided we're going to implement SAFe some of the management they were, "Are you crazy? Why would you do this?" But they trusted me. And so we did rip the bandaid off and we formed them all into a not. We launched set up. And I remember at the end of the PIs some of the management have had a lot of doubts that were coming up after they sat through the PI and they said they just couldn't believe how great that was.

Gerald Cadden:

Even though the first PI was a little chaotic they understood the work and the collaboration, the alignment, just the discussions that took place were far more powerful for them. And teams were happier, they were walking out to a different environment. So it changed the mood a great deal. So I think the teams their ability to be heard in one of the most significant places is during PI Planning, they get that chance to be heard. They get that chance to participate rather than just be at the end where they're told what to do.

Sean Blake:

Mm-hmm (affirmative). So it really empowers the team.

Gerald Cadden:

Yeah. Absolutely.

Sean Blake:

That's great. So as a company moves out of the implementation phase and becomes a little bit more used to the way of doing things what's the best way for them to go about communicating that progress to the wider organization and then really evangelizing this way of working to try and get more teams on board and more Agile release trains set up so that it's really a whole company approach.

Gerald Cadden:

Yeah. A good question. So I think first of all the system demo that we do. So the regular system demos that take place, this is an event where you can invite people to. So when you get to the end of the program increment, the 10, 12, or the eight, 10 or 12 weeks and you're doing your PI system demo that's a chance for you to invite people that may be in the organization who are next on the list and they're going to be doing this, or they're curious, or if you have external suppliers who you're trying to get on board as part of the training have them come. Have them come to these events so they can just participate. They can see what goes on and it takes away some of the fear of what that stuff is. It gives them work much.

Gerald Cadden:

So the system demo whether you do it during the PI, but definitely the PI system demo and you want that one. So more ad hoc things and one of the things that I've seen organizations really fail to do is when they're having success the leadership around the train need to go out and I hate the term evangelize, but go out and show the successes. Get out and talk about this at the next company meeting present where they were and where they are now. But as part of that don't share just the metrics that show greater delivery of value show the human metrics, show how the team went from maybe a certain level of disgruntlement to maybe feeling happier and getting better feedback, show with how the business and technology have come closer together because they're able to collaborate and actually produce value together rather than being at odds because the system makes them at odds.

Sean Blake:

Awesome. Gerald is there anything else you'd like to share with our audience before we wrap up the episode? Any tips or words of encouragement, or perhaps some advice for those who are considering scaling up their Agile teams.

Gerald Cadden:

I think that the one piece of advice again, I'll reiterate back to the earlier point I made is as you are going through the implementation process and you're starting to launch your train and train your teams figure out how you're going to support them when you launch. Putting people through an SPC class or through all the other classes they won't come out safe geniuses. They'll have knowledge and they'll have the enthusiasm and have some trepidation as well, but you need good coaching. So figure out as you're beginning the implementation pattern where you're designing the teams et cetera, figure out what your coaching pattern is going to be. Hire the people with the knowledge and the experience work with a partner for the knowledge and experience. They shouldn't stay there forever if you work with consultants.

Gerald Cadden:

Their job should be to come in and empower you not to stay there permanently, but without that coaching and coaching over a couple of PIs your teams tend to run into problems and go backwards. So to keep that momentum moving forward for me it's figure out the coaching pattern. The only other one I would say too is make sure that you get good collaboration between product and the people who are going to be the product management role on architecture, get rid of the grievances, have them work together because those can stifle you. Get in and talk about the environments before you launch. You don't want funny problems when you, "Oh, the architecture is terrible." Okay. Let's talk about that before we launch." So just a couple of things that I think are really important things to focus on before you launch the train.

Sean Blake:

Awesome. I really appreciate that Gerald. I've actually learned a lot in our chat around. It's the same challenges that you had 10 years ago it's the same challenges that we have today. The really the COVID is the challenge of how do you focus on the mindset change. We've talked about the teams are eager to change. There might be a few grumbly voices along the way, but really it's about leadership providing a welcoming and safe environment to foster that change and the difference between being a coach and a consultant, the importance of mentoring. Wow we actually covered a lot of ground didn't we?

Gerald Cadden:

I may get some hate mail for that comment, but...

Sean Blake:

Oh, we'll see. Time will tell. Thanks so much Gerald for joining us on the Easy Agile Podcast. And we appreciate you sharing your expertise with us and the audience for the podcast. Thanks for having you.

Gerald Cadden:

Happy to do it anytime. Thanks for having me here today.

Sean Blake:

Thanks Gerald.