Easy Agile Podcast Ep.6 Chris Stone, The Virtual Agile Coach

"It was amazing to talk with Ida and Ulrika from TietoEVRY, they are truly leading the way in sustainability" - Rebecca Griffith

Rebecca and Caitlin are talking with Ida and Ulrika from TietoEVRY, about big picture sustainability and the role of business in supporting sustainability initiatives.

🌍 Implementing sustainability in daily business operations
🌍 The role of technology in advancing sustainability
🌍 Ensuring your sustainability & DEI report doesn't turn into a stagnant document
🌍 Framing challenge in a way of opportunity
🌍 Getting the whole team on board

An important listen for everyone, enjoy!

📲 Subscribe/Listen on your favourite podcasting app.

Transcript

Caitlin Mackie:

Hi, everyone. Welcome to the Easy Agile Podcast. I'm Caitlin, marketing coordinator at Easy Agile.

Rebecca Griffith:

And I'm Beck, team and operations assistant at Easy Agile, and we'll be your host for this episode. Before we begin, we'd like to acknowledge the traditional custodians of the land from which we broadcast today, the worthy, worthy people of the Tharawal nation and pay our respects to elders past, present and emerging. We extend that same respect to all aboriginal and Torres Strait Islanders people joining us today.

Caitlin Mackie:

Today, we're joined by Ida and Ulrika from TietoEVRY. Welcome. Thanks for joining us.

Ida Bohman Steenberg:

Thank you so much for having us.

Ulrika Lagerqvist Von Unge:

Thank you.

Rebecca Griffith:

It would be great if we could start with some introductions. Ida and Ulrika, could you tell our listeners a bit about yourselves and your role at TietoEVRY?

Ida Bohman Steenberg:

Yes, of course. I'm Ida and I'm heading up the sustainability team at TietoEVRY since four years back. And Ulrika?

Ulrika Lagerqvist Von Unge:

Yeah. I work within the sustainability team as a sustainability manager also here at TietoEVRY.

Rebecca Griffith:

Excellent. Thank you. Thanks for the introductions. Let's jump in. For our listeners who might not be familiar with TietoEVRY, can you give us a bit of an overview about what the company does?

Ida Bohman Steenberg:

Yes. Sure. We are a company based in the Nordics, like very, very far away from sunny Australia. We are a tech company. We provide different solutions. For instance, in software, cloud and infra and also business consulting. I think nowadays, we are the biggest tech provider in the Nordic, at least.

Caitlin Mackie:

Sustainability is a huge part of TietoEVRY. You really have a robust sustainability game plan and your strategy for 2023, which highlights your key priorities for ethical conduct, climate actions and creating an exciting place to work for your employees. Can you elaborate on the sustainability game plan for 2023?

Ida Bohman Steenberg:

Yeah, we would love to. The sustainability game plan is our long term plan that we created last year. We were actually two companies merging into one last year. We had different legacies. X Tieto were good at some things and X EVRY were good at some things, but of course, we had lots of challenges too. We had to sit down and really try to find out what should be our focus going forward and not only actually to build upon what we already have, but also look at the major challenges out there to see like, where do we want to be and what role do we want to have? We created a game plan that is two-folded. We have like the responsible operations that is the traditional sustainability work that you would find at any organization that takes sustainability seriously.

We have the ethical conduct where we have business, ethics, and the corruption, cyber security, privacy, human rights, responsible sourcing, for instance. Then, we have exciting place to work, which is more like HR related because we're people companies, we have to be very good at this in order to attract the right talent and also to keep the talent that we have. We have major challenges when it comes to bringing in and keeping women in our sector, for instance, so we have to be very good at diversity and inclusion and also employee experience, of course, to make this a fun place to work at. Then, of course, climate action may be the one thing that people think about most when they think about sustainability due to the emerging climate crisis. We work a lot with that, of course, and also circular economy and our take on that.

That is like the foundation for us that we have to be very good at like our license to operate, and we work throughout the value chain with these topics, but then because we are a tech company, we also wanted to see what can we do to not only improve our own sustainability performance, but foremost our customers? What's due, I think, and what really stands out for TietoEVRY now is that we have this really, really strong business focus going forward for this sustainability game plan. I was thinking maybe Ulrika could take over and explain and elaborate a little bit about the upper half of the circle.

Ulrika Lagerqvist Von Unge:

Yeah, exactly. What we identified when we were developing this strategy or long term plan was that some of our biggest impacts also actually resides among our customers. We have a lot of capabilities and we have a lot of customers, so why not combine those and see where do we have the biggest opportunity in terms of actually helping our customers to become more sustainable? We developed a methodology where we investigated our capabilities, our customer pain points, our customer opportunities and landed in four broad impact opportunities. That's where we have business opportunities in making our customers sustainable. Those are new focus areas within our sustainability long term plan, where we engage with our own business to drive these areas and develop together with our customers to create positive impact on people, planet and societies.

Ida Bohman Steenberg:

I think also if I may add to that, Ulrika, so we set the plan to do that, and we had of course, a lot to build upon. We had lots of good reference cases, but of course, we needed to pin it down to get the buy-in from management. Also, of course, get the resourcing. We started with identifying those areas where we think that other people have, or other customers or stakeholders have impact opportunities, which means a business opportunity for us. We must not forget that, but in order to actually deliver in a good way and at the speed that our customers require, we also had to create a consultancy team that could help in the delivery organization because the customer requirements become... The pressure was so high.

For our little team group sustainability, we couldn't really handle everything, so we created something that we call the sustainability hit team, which is a consulting team consisting of consultants that knows data and sustainability within business consulting. Ulrika, you have been given also... You have the role of leading this group, perhaps you would like to say something more about that group?

Ulrika Lagerqvist Von Unge:

Yeah. Yeah. Sure. Well, this is a group of people that, just as Ida said, they have this kind of expertise, combining sustainability knowledge with IT and technology. We work together to identify both ongoing projects that might be related to sustainability in one way or the other that we perhaps can scale and create synergies, but we also work to identify new opportunities, having our ears towards the ground and listening into what do the customers actually want to have. Then, we take in these opportunities and try to see how we can develop them to actually support our customers. Hopefully, this team will just continue to grow and us with our other efforts, become very integrated in all our business operations. That is at least our aim, so the responsibility lies where the responsibility is sort to say.

Rebecca Griffith:

That's wonderful. Now, I think you've kind of touched on this in a broader sense, but in the TietoEVRY annual report, you talk about implementation of sustainability into daily business operations. What are some other key ways that you're doing this?

Ulrika Lagerqvist Von Unge:

Yeah. If I can start, Ida?

Ida Bohman Steenberg:

Sure.

Ulrika Lagerqvist Von Unge:

I think one of the most important things is to involve everyone from the beginning in what we actually should focus on and what are the most important topics in terms of sustainability, both for all our stakeholders, but also for our business, so that we actually give the ownership of sustainability to the organization. Not so that they feel it comes from the side or from above, but it's actually something that is relevant and that the organization owns. That means that each and everyone has the responsibility to also contribute to our joint targets that we also have involved the different business leaders and parts of the organization in setting. I think that ownership is a keyword here to actually enable integration of sustainability in the operations. Ida, do you agree?

Ida Bohman Steenberg:

Yeah. No, but the group sustainability, our group, we are a small team consisting of specialists with long experience, but we are only so many, so we have to have a very integrated way of working in order to make this fly. What we've been focusing on a lot since many years back is to get it integrated. For instance, if we look at responsible sourcing, which is crucial how we handle our supply chain. We work closely together with a chief procurement officer. The sustainability goals that we have that are public and that we disclose every year in our annual report is just as much his goals as it is our goals, so we really get some power behind driving it and we get the results that we need in order to move forward. That is one thing. Then, as Ulrika explained earlier in the last question about the sustainability hit team, how we also now have taken this step further to really approach the business in a more structured way that we have done before. As I said, we had very good reference cases and we have a portfolio of sustainability related services, but now we're doing this in a much more structured manner because of the market, the demands that has increased so much.

Caitlin Mackie:

Yeah. That's great. I think what you mentioned, having that structure helps with that company buy in and getting everybody on board and realizing that it's everybody's commitment and it's like a journey you're all on together. Yeah. I think that's great. Something that's often talked about is the overlap between business and sustainability and the role of the business in addressing some of the major challenges we face as a society. I think so many look to clearly distinguish their responsibility and draw a line somewhere, but I'm not so sure that's the right approach. TietoEVRY certainly recognizes they have an important role to play and really pave the way towards carbon neutrality. What's your approach to this?

Ida Bohman Steenberg:

Okay. First of all, I think there must be an overlap or there must be like, if you are a company like we are, we cannot do things that we don't think also is good for us, like financially long term. That is the beauty of sustainability. If you have good and long term targets, it's also support the growth of the company in financial terms, so we always have both those perspectives in mind, creating strategies going forward. For us, we work both for our own operations when it comes to climate change to decrease our carbon footprint, obviously, so we are changing. We have renewable energy in all our data centers and offices. We are now currently at 80% and approaching 100. It's going to be difficult. The last percent is always the most difficult ones, but we have a good development as for now.Then, of course, we work super hard because this is the, I think number one question that our customers is asking for, ways to manage their own carbon footprints. Here we are strong in data, of course. Do you want to add something around that?

Caitlin Mackie:

No, but I think that the first reflection that you had that we have this financial perspective also when developing the sustainability plan, it's important because I think that what we see is that... Our business is doing business. Yes, of course. But if you don't do it right, there will be no business on a dead planet, right? So that you have to have the long term perspective where you take into account all the different aspects. It's not only the financial, because they're also interlinked. I think that also the risks that are connected to, for example, climate change for business operations, so the inbound risks that the surrounding is posing to us are becoming more and more clear. I think that it's also becoming evident that if you don't have sustainability integrated in your operations, you will no longer have a license to operate in 2021 and beyond. I think it's just a smarter way of doing business, to be honest.

Rebecca Griffith:

We can all acknowledge that climate action is one of the biggest global challenges for our generation. In recognizing that this is one of your key priorities to address, how do we take these challenges and frame them in a way of opportunity?

Ida Bohman Steenberg:

Well, this is the beauty of being a tech company. We have the luxury of not having lots of goods that we need to take care of cotton or food or so, so we can go straight to the point, I think, and start to listen to what our customers need and create services and solutions that support them in their journey to decrease their carbon footprint. It sounds very easy when I say it like this. It's not that easy, of course. It requires a lot of hard work and everything, but that's what we should do. I think that when you look at the crisis that is emerging, the tech industry is also seen by the other industries as the great enablers. I think that we have a key role to play. I think that we have a responsibility to our stakeholders to be there and to be in the forefront.

I think that's what we've been doing. For instance, for the last year, the guest team has been working on a very interesting solution called the sustainability hub, which actually addresses this spot on. Would you like to...

Ulrika Lagerqvist Von Unge:

Yeah. Yeah. Definitely. I totally agree with you, Ida. The tech industry, it's really an enabler and that also means that there's a lot of business opportunities. As you said, the sustainability data hub voice, one of our responses to these kind of business opportunities that we see out there, so what happened was that we were sitting and discussing and realized that one of the biggest obstacles for companies to actually integrate sustainability into decision making, into risk management analysis, et cetera, is the lack of data as you have now produced your own ability report, the big hurdles that comes with actually collecting the data for that report, it sits in shattered data sources.

The collection is often manual. The data might not be in the right shape. Most companies actually collect the non-financial data once a year for their annual sustainability report. That means that when you have that data, you are actually steering through the rear view mirror because you are not steering proactively by taking fresh data into account when you take your decisions or plan your operations. What we did was that we started to develop a solutions, which builds on automating the data collection of sustainability data by helping customers to identify where does the data sit? How can we actually automate it? Is it via automation, via IoT solution? Who will use the data? Which KPIs and metrics do we want to map it against? How often do we want the data to be updated? Then, visualize it in real time? A modern way of an ERP system for ESG data, you could say, so that it is actually possible to equate non-financial inform and with financial information.

That should give the opportunity for companies to treat the data in the same manner and actually integrate sustainability into the decisions that they take. For example, let's think about the impact of us going from working at the offices to now working hybrid. What are the actual impacts? Can we see that the sick leave has increased or decreased? How has the carbon emission been impacted by us not traveling back and forth to the offices? If we have that data, we could also use that to decide whether we should continue with hybrid working, or if we should force our employees to come back to the office, or if everybody should be working from home. If you can get hand of that collective view of the activities that you take, you could also make more holistic and informed decisions. That's one response kind of how we try to treat sustainability as a business opportunity and identify which are the pain points that our customers have in terms of co-creating a sustainable future, and where can we tap in into that? That is the kind of beauty, as you said, our industry.

Ida Bohman Steenberg:

It is.

Rebecca Griffith:

Really interesting looking at it in real time, as you said, as opposed to a retrospective assessment of the data, which really, you can't change.

Ulrika Lagerqvist Von Unge:

Exactly. Yeah.

Ida Bohman Steenberg:

Yeah.

Rebecca Griffith:

What's the point in waiting another 12 months to then look at it again when you have completely done [crosstalk 00:18:32]?

Ida Bohman Steenberg:

Yeah. Both sustainability.... Yeah. Sorry. Both sustainability and tech is moving extremely fast. I think we need to work like this. I think customers are going to require... We see more and more before they wanted us to report once a year, but now so many of our customers, they want us to report different types of data related to the solutions or our delivery to them on a quarter basis. The more we can have real time data, I think it's going to be the new normal very soon.

Ulrika Lagerqvist Von Unge:

Me too. That will be a huge game changer for companies. When the data is there, you can get it black on white. There is no excuse for taking bad decisions, right?

Caitlin Mackie:

Yeah. Yeah.

Rebecca Griffith:

Quite exciting.

Caitlin Mackie:

Exactly. I don't know about you, Beck, but I'm definitely sitting here being like, "Wow," at all, like this would've been super handy 12 months ago.

Ulrika Lagerqvist Von Unge:

Yeah.

Ida Bohman Steenberg:

It's out there. Yeah.

Ulrika Lagerqvist Von Unge:

Yeah.

Ida Bohman Steenberg:

It's on the market, so you're more than welcome.

Caitlin Mackie:

All right.

Ulrika Lagerqvist Von Unge:

I think that's also typical from sustainability that you have to understand that the solutions to all of these kind of complex problems, they can't be solved by any actor. We need to work in ecosystems and everybody will have to bring their expertise to the table. Then, we can get things to actually be solved. I hope that that logic will also impact other areas so that we more try to cooperate instead of having the cake ourselves, because then there will be no cake left over. That would be sad.

Caitlin Mackie:

It's so, so refreshing to hear you say that. I think for so long businesses have always had this idea about, "Oh, competition," and like, "Keep what's yours. Keep it to yourself. We're going to succeed in this area." But moving into this space, it's just not about that anymore. It's about how we can collaborate together to reach those solutions. I think that's so powerful.

Ida Bohman Steenberg:

For sure. No. Sustainability is horizontal work. As an organization, as an entity, as a company, we are not stronger than our closest stakeholders anyway. Our performance is very much reliant on their performance.

Ulrika Lagerqvist Von Unge:

I think it's so interesting also because since we come from that kind of background, Ida and I also always working across all silos, across all kind of company functions. We also get a special role in our company because we don't have the legacy of working in silos, so we just totally break them all the time because we're not aware of them. That's just what is needed to be able to get the job done. I think that it's really interesting to see how the organization actually appreciates that.

Ida Bohman Steenberg:

Yes. Sometimes, they don't.

Ulrika Lagerqvist Von Unge:

Sometimes, they don't. Exactly. Sometimes, they don't. Yeah. That's true. Yeah.

Ida Bohman Steenberg:

But we have our battles internally. If you're a sustainability professional working in a big organization, you must be very prepared to have those tougher discussions as well, but we all get there, not always on time from our perspective, but that's the way it has to be. Fearless and just...

Ulrika Lagerqvist Von Unge:

Stubborn.

Ida Bohman Steenberg:

Stubborn, and don't be too bothered about silos or hierarchies or so, because then you will never get anything done.

Caitlin Mackie:

I wanted to highlight or expand on the idea of opportunity and the fact that we constantly need to be exploring new and better ways of doing things so that we can move forward. It would be great to get your thoughts on the role of technology in advancing sustainability. I know you've touched on it, but it'd be great to elaborate.

Ulrika Lagerqvist Von Unge:

If I start, then you can build on it.

Ida Bohman Steenberg:

Sure.

Ulrika Lagerqvist Von Unge:

I think that some of the business opportunities or the solutions that we can develop are cross industrial. For example, the need for data and the need to get hold of it and to visualize it and to be able to act on it, is of course, something that all companies in all industries could make use of. But then, I think that for many solution, they are industry specific. For example, logistic. They need certain solutions to be able to optimize their logistic, their rooting, or to better pack their lorries and trains, et cetera. But I think that... There are both this industry specific solution and this cross sectional business opportunities stuff that you have, and also one of the hidden gems within the IT sector is the side effects of digitalizing services or solutions.

It's also important to understand that even though a solution might not be developed and deployed for the use of mitigating or climate change, for example, the actual impact of its implementation might lead to less carbon emission. Let's think about we have a solution that is called patient engagement. It means that you could engage with your doctors and nurses over your phone, which means that you don't have to take the public transportation or your own car to the hospital or to the medical clinic, which of course saves that transportation and in turn, saves carbon emissions if you travel with something except for an electric car. Many of the digital solutions actually have that positive hand print impact or effect, I would say. Of course, the opportunity of expanding on those is also massive and to identify them, perhaps it's the possibility. If you have a patient engagement app, could you use it for other purposes for other users to increase the impact.

Rebecca Griffith:

At Easy Agile, one of our goals was to establish a baseline and publish our very first sustainability and diversity report, which I believe we've shared with you. We'll also share that report as well as the TietoEVRY annual report in the show notes for our listeners. But what advice would you give to organizations to ensure that these kind of documents don't turn into a stagnant document or a mere check of the box exercise? How do we use these reports to encourage conversation and continually seek ways to improve?

Ida Bohman Steenberg:

Okay. I get so many thoughts now. First of all, keep up with an upcoming frameworks. Don't get stuck in all the good old GRI for instance. In the European Union, so we are now approaching the taxonomy reporting or TCFD or so on. Go for those new ones. Also, of course, everybody has to do the ground work. You have to do your stakeholder engagement, the dialogues, the materiality analysis in order to know that you focus on the right things and so on, and you have to have really concrete goals and action plans and KPIs and everything, so you can measure your performance against the goals that ultimately what sustainability reporting is about. But then, I think the opportunity with reporting, because reporting can be a little bit boring too, in a sense, and it can feel stagnant in a way. It is that it's such an important tool in the strategy work.

This is where you get the attention from the leaders like, "What goals are we going to have and how did we do and so on?" That's where you can have the good discussions or you can also raise the ambition level as you go along. That I think is really crucial. Use it as a strategy tool as well, and then never get stuck in like, "Oh, yeah. It's good. We met our targets. We moved 3% forward or whatever." Don't think so much about that. Think about lie what are the major challenges right now? What is your role as an organization? No matter what organization you are, find your way to be part of the solution instead. We have that discussion sometimes internally. People are like, "Oh, but you're doing so good. You have a good results and so on."

But for me and Ulrika and our sustainability professionals, we're like, "Yeah. Okay. We move forward. That's good." But from a greater perspective where we are reaching the tipping point for the planet, so we feel other pressure in order to move forward faster. Don't end up in like, "Yeah. We move forward. We're keeping the pace." Full on power ahead, and speed is of essence going forward.

Ulrika Lagerqvist Von Unge:

Yeah. No, I fully agree. I think that's really good reflections to hook the sustainability reporting up on the challenges to understand. What are the purposes? What are we actually trying to achieve by this report? We are trying to contribute to minimize the negative impact and to increase the positive impact, and the sustainability report is a tool for that. I think another thing that is really important is to actually also engage with the organization to get them define their own targets and their own metrics to report on, so that they feel ownership. For some of the areas that we have in our sustainability report, when we have an engaged partner within the organization that themselves have ideas on targets, we develop their own KPIs.

They feel that, "I really believe in this. I want to work with this." Then, the follow up and the continuous reporting is much easier than while we have perhaps other parts of the organization where there isn't so much clear targets internally, so that the sustainability report is more felt like something that is done on an annual basis just collecting the data, but not making use of it actually. Just create that commitment and build on the company's own targets and own KPIs that are useful. Then, of course, sometimes if you do report according to a sustainability framework such as the GRI standards, which is commonly used in Europe, then you, of course, need to report according to some of the metrics in that standard, but then add your own key guides, your own metrics, because that will make the organization feel engaged, I could say.

Ida Bohman Steenberg:

Yeah. Yeah. Basically to summarize that, so three things, do the groundwork according to the upcoming and fresh frameworks, and then two, use it as a strategic tool to have those important discussions with management and make it a part of the overall strategy, so you don't end up with the sustainability strategy and an overall strategy. Then, three, be bold. Look at the challenges and not only what's doable or keeping the trend or whatever. Those three things, I think is important to have in mind.

Rebecca Griffith:

Spot on.

Caitlin Mackie:

Yeah. I love that. I think that's great advice, especially the idea of you're mapping out what you're doing internally and what that looks like, but being able to take that step back and say, "Okay. But what does this contribute to in the big picture? What are we actually helping and what are we doing to move in the right direction?" Something that I often think about is things like the UN sustainable development goals and looking at those and being like, "Well, what can we do to of map where we are at and where can we offer? What can we be doing in this space that helps reach those targets?" Yeah. Great advice. I love it. But I think just to wrap us up, our last question for both of you is looking forward, what keeps you hopeful?

Ida Bohman Steenberg:

It keeps me hopeful. Well...

Ulrika Lagerqvist Von Unge:

For me, I think the younger generation, to be honest. I think that seeing my brothers' daughters that are teenagers, or to see [inaudible 00:31:19] and the commitment that she's able to steer up, I think that gives me hope that things will move faster in the future. I think that's positive.

Ida Bohman Steenberg:

Yeah. I also second that. I think I visited the school last week with students like 18, 19 years old, and I've been doing that every year for a couple of years now and I always ask them, "What do you know about sustainable? What do you think about it?" Before, it was like, "Yeah. The environment or recycling maybe," but now they were like, "Yeah. The UN SDGs..." So the level of knowledge has increased so much. There is huge interest and when I gave them, "What can you do on a practical level if you want to live a more sustainable life?" They were like, "Yeah. Don't buy a new party cup for the Friday night. Borrow from your friends, or there are these sites. I can text you these sites where you can borrow dresses and stuff like that." They are doing it in real life in such a good way where they combine technology and sustainability, so they're much more tech savvy than we are. I was very inspired by that.

Ulrika Lagerqvist Von Unge:

They're also willing to actually sacrifice stuff. It's like, "No, we don't fly. We don't do this because we would like to have a future to live in." I think that that is something which we are so comfortable and so used to having a certain lifestyle, but they are perhaps not and they are challenging that lifestyle that we have been having, which has also led to where we are today.

Ida Bohman Steenberg:

I think also to add to that, I think that finally the leaders of our countries are getting it, at least getting close to getting it. I think things are changing, so that's good, but my hope stands to the young ones still.

Rebecca Griffith:

It's nice to feel that it's becoming a normal part of consciousness for the newer generations where it's something that we had to learn to appreciate and respect and to take action on, but it seems to be a part of their upbringing and a way of life now, which is great.

Caitlin Mackie:

Well, I think that's great. I think it's great to leave the episode on such a high and leave the audience with a bit of inspiration moving forward. Thank you both for taking the time to chat with us and sharing your expertise with the Easy Agile audience.

Ida Bohman Steenberg:

Thank you so much for having us. It was fun to talk to you, and it's nice also to talk about the perspectives from the Nordics and from the tech industry. Thank you very much.

Rebecca Griffith:

Thank you.

"I had an inspiring conversation with Renae around the benefits of leaping out of your comfort zone and aligning team behaviour " - Chloe Hall

Chloe Hall- Marketing Coordinator at Easy Agile is joined by Renae Craven - Agile Coach, Agile Trainer, Scrum Master Coach and QLD Chapter Local Leader at Women in Agile.

Join Renae Craven and Chloe Hall as they discuss:

• Renae’s journey to becoming an Agile Coach and Agile Trainer
• Taking a leap out of your comfort zone
• The importance of taking time to gather feedback and reflect
• Building a team environment where everyone feels safe to contribute
• Aligning team behaviour and how prioritising learning impacts team delivery
• Why sitting all day is bad for you and how to bring movement into your work routine
• + more

Transcript

Chloe Hall:

Hello and welcome back to the Easy Agile Podcast. I'm Chloe, Marketing coordinator at Easy Agile, and I'll be your host for today's episode. Before we begin, we'd like to acknowledge the traditional custodians of the land from which we broadcast today, the people of the Dhuwal speaking country. We pay our respects to elders past, present, and emerging, and extend that same respect to all Aboriginal Torres Strait Islanders and First Nations people joining us today. Today we have a very exciting episode for you. We will be speaking to Renae Craven. Renae is an Agile coach, Agile trainer, scrum master coach, BASI Pilates instructor, and runs her own Pilate Studio.

Renee is also a chapter local leader at Women in Agile Brisbane and is the host of the podcast The Leader's Playlist alongside David Clifford. Renae's passion in life is to help people to be a better version of themselves by raising your awareness of areas they wish or need to improve them and to support them in their learning and growth through these areas. According to Renae, coaching is not about telling people what to do. It is about questions to allow them to dig deeper, uncovering realizations and their desire for change. Welcome to the podcast, Renae. Thank you so much for coming today. Really appreciate it and very excited to unpack your story, your journey, and all the success you have achieved, which is amazing. How are you today anyways?

Renae Craven:

I'm all, I'm good. Thank you, Chloe. It's Friday, so I'm always a bit wrecked on a Friday. Looking forward to sleeping in on the weekends and things like that. So yeah, Friday I'm already, always a little bit dreary, but other than that I'm fine.

Chloe Hall:

Well, that's good. Friday afternoon definitely can always do that to you. I'm very pumped for a sleep in as well. I think let's just get straight into it. So some of that I wanted to start was I just want to unpack you as a person, Renae, and kind of your story, who is Renae and the journey you've taken to become so successful today. So if you wanted to provide a little bit of background about yourself.

Renae Craven:

How far back do I go? So I did IT at uni, Information Technology at uni. So I started my career out as a graduate developer, software developer, pretty crap one at that.

Chloe Hall:

Surely not, I don't agree with that. I can't see it.

Renae Craven:

I knew enough to get by, but it was definitely not going to be something that I was going to do for the rest of my life. But back then I was 20 and kind of just was doing things that you were supposed to do when you grow up. You're supposed to go to school and you're supposed to do well in grade 12 and go to uni and get a degree and then get a job.

Chloe Hall:

Definitely.

Renae Craven:

So yeah, I ticked all those boxes and found myself with a degree in a job in a good organization. And I was in that development job for a couple of years and then I kind of moved more into team leadership and I was a team leader for a while and then I became a scrum master back in 2010. So that was when I discovered Agile.

Chloe Hall:

Okay. Yup.

Renae Craven:

And I think the rest is kind of history. So when I discovered Agile, things started to make more sense to me. Talking to people, having teams, working together, collaborating together, solving problems together, getting multiple brains onto a problem. That kind of thing was one thing that I never made sense to me when I was a grad straight out of uni. And I'm like, "What do you mean?" Because even during my university, I was a little bit different and I was remote. I did university remotely years ago and with a group of four others, there were four others, it was a group of five. We did everything together, we did all our group assignments, we studied together, we ate lunch together, we just kind of did.

Chloe Hall:

So with the exact same group?

Renae Craven:

Yeah. All the way through uni. I went from that kind of group setting to working and more of an individual on my own like if I've sat in a cubicle with walls that were higher than me, I didn't have to speak to anyone else if I didn't want to. And that never really sat well with me. It was never kind of who I was. So when Agile was, Scrum specifically was here's all these people we're going to throw together in a team and here's all of the problems and you work out together how you're going to solve it.

Someone's not going to tell you what to do or how to solve it, you've got to figure it out as a team, it was a much more, cool this is what makes sense, this works better. Why wasn't it always like this? So yeah, that's kind of where my Agile journey started and it kind of progressed as I did scrum mastering for quite a few years in different organizations, different scenarios, different contexts. And then I guess I was able to comfortably call myself an Agile coach I would say maybe 5, 6 years ago. I mean, there's nothing really that you can do that you go tick, Oh, I'm an Agile coach now.

Chloe Hall:

There's no kind of straightforward degree or certification.

Renae Craven:

No, it's really just experience. And I had experience around and people were telling me, "You can call yourself a coach, an Agile coach now, you've got plenty of experience". I'm like, "Yeah, but I feel like there's so much more that I need to know or that I could learn". So I don't really feel comfortable. But I was working for a consultancy, so that was just how I was being marketed anyway. So that was kind of 5, 6, 7 years ago that that started to happen. And then I do other things as well, like Agile training. I love training people, I run training courses, do the coaching as well. And then I've got my Pilates as well.

Chloe Hall:

Just an all rounder, a lot going on, that's for sure. I think as well, I just want to unpack, you had that transition when you were a graduate developer and you found it quite isolating. And then you came into this concept of Agile when you are working in teams. Was it when you started doing that Agile, did that kind of spike like a passion, a purpose of yours and that's what led you down that Agile training, Agile coaching road?

Renae Craven:

I think, I mean purpose, I still don't know if I know what my purpose is in life. Passion. I think what it helped me understand about myself is where some of my strengths were. And my strengths aligned with what was needed to be a scrum master and a coach later on. So the ability to facilitate, that's a big part of being a scrum master, a big part of being one of the key things about being a coach. And that was just something that I was kind of naturally able to do, but I didn't know until I started doing it, if that kind of makes sense.

Chloe Hall:

Yeah. I feel like, isn't that always the way, It's like you don't know something or you don't really know your strengths until you just step into it. You've really got to get out of your comfort zone and just try new things, experience new things. Otherwise, you're never going to know.

Renae Craven:

Yeah, exactly. So yeah, can't trying to create that equal participation in a room or in a workshop from a facilitation and facilitating a group of people from different walks of life to an outcome and just letting it kind of flow and let the conversations flow. But still, you've got to get to this outcome by the end of the day or end of the workshop. That was something that I was naturally able to do. And I mean, my first workshop, how I facilitated that, I don't even remember what it was, but I'm sure how I facilitate now is very, very different. But it was still something that I loved doing, that I enjoyed doing. And the training part of it, it's funny because at school I used to hate public speaking. I used to hate.

Chloe Hall:

You sound like me.

Renae Craven:

Yeah. All of that, how I used to get up in English and do an oral exam and things like that. I hated all of that stuff. I was very happy to just hide in the background and never answer a question or never cause any trouble or be disruptive or whatever. Except in maths class I was a little bit disruptive in math class.

Chloe Hall:

I am resonating so much with you right now because I was literally the exact same. And I've always had a bit of a passion for math. So in maths I was super outgoing, would ask so many questions. But in English my biggest fear was public speaking. I just could not stand up for the life of me. It was the worst. I was always so nervous, everything about it. And I think that's really interesting to see how far you've come today from what you thought back then. Was there any type of practices, lots of work that you had to do on yourself to get to this point today?

Renae Craven:

I think similar to what you said before, you got to get out of your comfort zone. And I think, especially early on in my career, that being pushed out of my comfort zone. There's a few leaders that I was working for at the time that, well a handful of people that over the years have pushed me out of my comfort zone. And in the earlier days where I wouldn't have done that for myself. So doing that for me or I didn't really have a choice because I was a good girl and I followed orders back then. It was just something that I went, "Oh okay, well that's cool". I'm glad in hindsight, I'm glad he did that because I wouldn't be where I am right now if I wasn't thrown into the pilot team, the pilot agile team. So yeah, there's things like that where I've been pushed into my comfort zone and just had a go and found out that, oh, it wasn't so bad after all.

Maybe I could do that again. And then you start to build your own kind of resilience, you go, well I've did this before so that's not much harder. I reckon I could do that. Or it's kind of thinking about it like that, but it's also changing. It was shifting my mindset to be you've got to get out of your comfort zone, you've got to screw up to learn. The way that it was at school where you got rewarded for being correct, you got rewarded for doing the right thing. And that's not how I learn. That's not how a lot of people learn. You have to screw up to then go.

Chloe Hall:

Definitely.

Renae Craven:

Okay, well next time I do that I'll do this instead.

Chloe Hall:

Yeah, definitely.

Renae Craven:

Or getting that feedback of how you did this, well next time maybe you could do this or whatever it is. Just getting that feedback. Whereas, I never got any of that at school. It was always Renae's perfect angel child, whatever it was.

Chloe Hall:

Still, nice though, but yeah.

Renae Craven:

Nice for the parents. Can we have more of Renae's in our class, nice for mom and dad. But in hindsight, it didn't really do much for setting me up for how.

Chloe Hall:

For reality.

Renae Craven:

Yeah

Chloe Hall:

Really.

Renae Craven:

Exactly.

Chloe Hall:

Especially because I've recently gone through that transition from graduating uni into a full time job and working for Easy Agile, I'm always being pushed out of my comfort zone in a good way. Everyone's so supportive, they're always like, "Oh Chloe, try this, try that". And I'm just like, "okay, yep, I can do it". And if it doesn't go amazingly well that's okay. I've learned something and I can do it better next time.

Renae Craven:

Yeah.

Chloe Hall:

You can't just sit in your comfort zone forever, you don't get that feeling of when you do something outside of your comfort zone, you just feel so good after and you're like, oh, prove to myself I can do this.

Renae Craven:

Yep. And I think the big part of that is acknowledging the learning is sitting down. So one of the things we do, I do as a coach is one of the key times for a team or an individual to learn is to actually sit down and reflect back and then what was good, what was bad, and what am I going to do differently the next time. And I coach teams to do that, but I have to do that myself as well. So kind of realizing that as a practice, that's something that I have to do is sit down and when I do these things I would need to gather feedback and then I have to sit down and reflect on how it went. What I think I can do better or do differently the next time around I do something like this so that I am also myself improving in the things that I do. So it's really having that time and that practice to learn to sit down and what did I learn?

Chloe Hall:

Yeah, I do. And I agree with that. You need to take the time to understand, reflect, realize what you have learnt. Otherwise, life is so busy and you just keep going and going and going and you can just completely forget and it's good to take that moment. I really like how that's something that you do in your Agile coaching as well. What else do you do when you're coaching teams? What other elements are there?

Renae Craven:

Some of the stuff I've already spoken about, having that equal, trying to get that equal participation, equal voice. Trying to, the buzzword is psychological safety, but trying to make, trying to build an environment for a team where everyone feels safe to ask a question or to voice their opinion or whatever it is. And when we've come from, as a coach, what we're doing is usually coaching teams, people, organizations, through a shift from a certain way of working to an Agile way of working. And that means that the whole telling people what to do and when to do it and how to do it is gone. That's gone. And now you want to build that capability within the team itself. So creating that safe space so that the

team can ask questions and understand what they have to do so that they can collectively deliver something as opposed to someone just telling them what to do.

So it's using your brain, using the collective group brain as well, instead of just having, not using your brain really, just waiting to be told what to do and then you'll know what to do, you just do it. But collectively solving a problem together as a team and then figuring out as a team how we're going to solve that or how are we going to deliver that is something that is quite, that's the bit I love as a coach, working with teams, building that kind of environment where they do feel safe to ask the dumb questions and things like that.

Chloe Hall:

And not have to be like, I think this is a silly question, but you definitely want to remove that.

Renae Craven:

And I think the other part is the learning still, it's exactly the same. It's taking the focus, trying to get the focus off, we must deliver and then we'll do some learning stuff if we get time trying to flip that around so that your, "No, no, no, you need to learn in order to get better at delivery". So take that focus, because a lot of teams will just say, we've got all these deadlines, all of this delivery pressure, we have to get this stuff done. We don't have time to sit down and think about what we've learned or how we can get better as a team. They're never going to get better as a team if they just keep in this endless delivery cycle. Making the same kind of time wasting things over and over and over again. So it's kind of flipping the mindsets of the teams as well to go, "No, hang on, we need to do this otherwise we're not going to get better as a team".

Chloe Hall:

Yeah, definitely. And I think that's where the Agile retrospective fits in perfectly. And I know I actually just came out of my retrospective with my team and we do that weekly and it's so good to come out of that with action items too. And it's like, okay, next week this is how we're going to get better. This is how we're going to advance, this is our focus and there's also no hidden problems because it comes up every Friday, we talk about it. So you're not going into Monday the next week with a grudge or you're annoyed about something with the workflow of the team. You've addressed it, you've left it in the last week, you've brought the action with you obviously, and hopefully it's going to get better from there.

Renae Craven:

Yeah, absolutely. And that's the key. It's the whatever we've decided in our retrospective of what we're going to do differently, we're doing that differently the next day or Monday in your case. It's not something we talk about and then we just kind of ignore it and we just talk about it again in two weeks time or whatever it is. It's the putting into practice the decisions you make as a team and those retrospectives all of the time. They're not massive actions either. They're just little tweaks here and there.

Chloe Hall:

Yeah, there's small things.

Renae Craven:

They just kind of build up over time.

Chloe Hall:

And that's the thing, it's like if you do it on a regular occurrence, they are small things, but if you are not doing it regularly, then that's when they build up and they become big things, big problems and massive blockers within the team as well.

Renae Craven:

Yeah, absolutely.

Chloe Hall:

Yeah. So I'm wondering too, Renae, when you do your Agile coaching and your Agile training, so you do that on an individual basis as well as teams. Do you think there's an aspect of the mindset, the agile mindset there, and does each individual need to come to work with that agile mindset for the team to be able to flow better?

Renae Craven:

Mindsets. If everyone had the same mindset then it would be robots or.

Chloe Hall:

True.

Renae Craven:

The world would be very boring.

Chloe Hall:

Very good point.

Renae Craven:

I think that's a bit, for me when I think about a team, an agile team, as long as there's some alignment on how the team behaves, why they exist, what their purpose is and how they treat each other and how they solve problems together, then the mindsets of the individuals within that team, they can be different. And that's fine as long as there's that agreement amongst everyone of this is how we are going to behave. I come up against people all the time who have been forced to work in this agile way. So their mindset's definitely not in the mindset that you need for an agile team, but if they're in an agile team and there's people in that team that have got the mindset or the behaviors that you need to have in order to deliver in an agile way, over time it kind of balances out.

And over time those the mindsets will start to shift as well as they see how other people in their team are behaving, how their leaders are behaving, things like that. So I kind of always think of it as more of a behavioral thing than a mindset thing. How do we make decisions, like I said, how do we treat each other, how do we approach problems, who are our customers, all of that sort of stuff. It's more that behavior that I like to, instead of me thinking, oh, they don't have the mindset, they don't have the mindset, I just kind of look at how they behave. Because at the end of the day, you can't force that

mindset. But as a team, when they start humming to working together as a team, they're going to be delivering what they need to deliver. And they all just, that's the whole cross-functional part of it. You're bringing together different minds, different backgrounds, different experiences, different skills, all of that stuff.

Chloe Hall:

Definitely.

Renae Craven:

You're putting them in a team together so that they can use their skills. They're all those different pieces to solve these problems.

Chloe Hall:

Yeah, no, definitely. I think the way people behave, it has a lot to do with it as well. And I think on that too, you can be in the right type of mindset, you can behave in the right way. And that has a lot to do with the way you're showing up at work as well. It's the way you come to work. If you're had a bad morning, then that's going to impact how you are that day. Or if you've waking up that morning and you have kind of a set morning routine that gets you into that good routine for the day, that good mindset and behavior, then it can help a lot. And I think as well, this is something I'd love to chat to you about too, because you've got the background of Pilates, you're in your own studio and you've been a instructor for how many years now?

Renae Craven:

It'll be a year and a half since I qualified.

Chloe Hall:

Yeah. Nice. Yeah, so I'm also an instructor. I've been teaching I think for about six months now. But I'm just wondering too, so you've got your two passions, Pilates studio owner and then also an Agile coach. Is there that element of setting yourself up for the day in the morning, do you think if someone, they meditate have the type of morning routine they exercise, can they behave better at work essentially? What are your thoughts on that?

Renae Craven:

Yeah, I think definitely the better you feel in yourself or the way feel within yourself, definitely has a direct correlation to how you come across how you behave at work. So yeah, if you've had a rushed morning or a traffic was crap on the way to work or whatever it is, then definitely you're going to be quite wound up by the time you get to work.

Chloe Hall:

Yeah, definitely.

Renae Craven:

It's going to impact the way that you respond to questions or respond to people or respond to your team or whatever it is. Yeah, absolutely. But myself, I don't really have a set routine in the morning. I go to gym but I don't go to gym every day. But the mornings that I do go to gym, I never feel like going because no, I just want to sleep.

Chloe Hall:

It's early. Yeah.

Renae Craven:

Yeah. But I have to go in the morning or I won't go to gym. Gym's something that, it's a bit of a love hate relationship. I know I have to do it, but I don't like doing it.

Chloe Hall:

Not even after? That feeling after?

Renae Craven:

Afterwards is good. It was like, but from, oh thank God that's done.

Chloe Hall:

Yeah.

Renae Craven:

Tick I'm done for the day.

Chloe Hall:

Out of the way.

Renae Craven:

If it was in the afternoon, if I went to gym in the afternoon I wouldn't go. It would just be, "Nah, it's too hard or I can't be bothered, I'm too tired". So getting up first thing in the morning, I set my alarm 15 minutes before my gym class starts.

Chloe Hall:

Wow. That is effort.

Renae Craven:

I know.

Chloe Hall:

That is good.

Renae Craven:

I race to get there but I have all my clothes set out the night before so I don't even have to think. I just get out of bed, I put my clothes on and I get in the car and I drive to the gym and.

Chloe Hall:

I do the same thing.

Renae Craven:

I do my class, I haven't had time to talk myself out of it just yet. But afterwards it's like, oh yes, excellent. That's done for the day. And yeah, it is nice to know that you have done that for the day as you start your work day as well. So on my gym days, that's probably my routine to get myself ready for work. But other days they're a little bit more relaxed I guess. I think if anything having a coffee is my, I cannot deal with the world without coffee. So whether I'm at home or I'm in the office, the first thing I'll do is if I get to the office I'll get a coffee on the way in. So I'm drinking coffee as I walk into the office. So yeah, I guess that you could call that my routine.

Chloe Hall:

No, I think a lot of people, a lot of listeners as well will be able to resonate with that. And I used to be like that and then it just, coffee wasn't sitting well with me. I found it was just really triggering my nerves for the day and everything. So it was so hard. I went from drinking two to three coffees a day to getting off it and now I'll drink like a matcha instead. But that was such a big part of my morning routine as well and getting off it was one of the hardest things I've had to do.

Renae Craven:

Yeah, I did that once. I detoxed for one of those health retreat things years and years ago and I had to detox off coffee and everything actually.

Chloe Hall:

Oh really?

Renae Craven:

Before two weeks leading up to it and yeah, coffee was hard.

Chloe Hall:

Yes.

Renae Craven:

Very, very hard. Because I love the taste of my coffee. I just have it straight, I don't have any milk so I love the taste of my coffee.

Chloe Hall:

Yeah, wow. Okay.

Renae Craven:

But maybe it's also the other benefits of not wanting to kill people that coffee does to me as well. I can deal with the world now. I've had my coffee.

Chloe Hall:

You're like okay, all right. Who needs coaching now? Who needs training? And I'm ready to rock and roll.

Renae Craven:

Yeah, I'm good now.

Chloe Hall:

Yeah. Nice. Yeah. Well the reason as well why I wanted to talk about the whole exercise correlation with work was because I did read your article on LinkedIn about what sitting all day is doing to your body and you're saying how Pilates can help with that. The section that I think resonated really well with me was when you said, when COVID-19 shut down the world and confined everyone working from home, those people who were working in the office environments, you found yourself sitting bent over a PC at home all day and it's back to back virtual meetings, you don't really have that chance to get up, have a break, go for a walk around and everything. And I think, I'm sure a lot of our listeners will be in that reality and even after COVID it is still the case. So I think just for the sake of everyone listening, is there any tips or anything to get you up, get you moving so you're not experiencing that on the daily.

Renae Craven:

I think the other difference is before COVID, sure you were sitting at your desk all day at work but you are also walking to the office and walking to meetings and walking to the kitchen and walking to go and buy your lunch and things like that. And you weren't kind of back to back meetings either. So you had that chance and if you were walking from room to room so you were getting up. Whereas at home it's just back to back meetings and I don't know about you but I run to go to the bathroom in between meetings.

Chloe Hall:

Yeah. I do. I actually do. Yesterday actually bit triggered by that.

Renae Craven:

I did that too yesterday actually. And even at the height of COVID, the back to back meetings were so bad. I didn't even have a lunch break. I was working, I was making my lunch in meetings and daylight saving as well. It always throws things because Queensland stays where they are and it throws everything out so. So in my article actually, it was more of a paper that I had to submit as part of my instructor course.

Chloe Hall:

Oh cool. Yeah.

Renae Craven:

And as well as my 600 hours of practice and.

Chloe Hall:

Yeah. I can relate, I didn't have to do the article though.

Renae Craven:

So I kind of just pulled bits out of that and because I thought this is still relevant and maybe it will resonate with people and especially the people that I'm linked, LinkedIn is the audience, right? So that just things that happen from sitting, sitting down's bad for you, full stop. Where you're working or sitting on a couch all day, whatever it is, sitting down's bad for you. And the longer you sit, the more kind of slouched you get. The more your spine is always kind of in the rounded state, the less you are using your back muscles, your back extensors, the more you're sitting down your pelvis, your hip flexes are shortening because you're always sitting down and that kind of tightens your lower back. And then you've got your, even just using your mouse, you've got that shoulder that's doing extra stuff or backwards and forward stuff constantly. And then your neck as well and your traps, everything gets kind of tight.

So things that you can do. I wrote a, my article's got an example class plan to undo the effects of sitting down all day in an office job. But that class plan uses all of the apparatus. So there's things you can do on the mat or the reformer or the Cadillac or under chair. But I run a few online classes after work and they started during COVID and they're still going. And I designed those specifically to undo, I know those people have been sitting down all day. So my classes are very much unraveling everything that they've done the all day.

Chloe Hall:

The body.

Renae Craven:

I mean my classes, my math classes anyway, they're usually focused around, I mean tips for people not actually coming to a class but undoing, you're doing the opposite of what you've been doing all day. So if you sit all day, stand up, walk around, at least listen to your smart watch when it tells you take a break. Stand up and take a break. And walk out to the letter box and get some sunshine at the same time, if you're lucky there's not much suns around these days.

Chloe Hall:

If it's out, make a run for it.

Renae Craven:

Doing kind of shoulder rolls and neck stretches and hip flexors stretches so that you, like I said, just undoing, doing the opposite of what you do when you're sitting. So think about the muscles or the tendons or whatever they're, even if you're not familiar with what they are, you know there's some at the front of your hip. And when you're sitting you can imagine that they're not being used, they're just being stuck there. So straighten them. Stretch them. If you're rounded all the time in your spine, then press roll your shoulders back, press your chest for and use your back muscles. And I don't even know if people are that familiar with back extensors. I don't know if people understand that. Because you've got your spine and then you've got these muscles that they're twisted that run either side of your spine. I can't remember the scientific name for them right now.

Chloe Hall:

No. Me neither.

Renae Craven:

We just call them back extensors. And when you straighten in your spine, they're working and you're switching them on. It's just working your bicep, strengthening that muscle when you straighten your spine and you can even go past straight and go kind of backwards. You are using those back muscles and you're strengthening those back muscles and it'll stop you being like a rounded.

Chloe Hall:

Yeah, just bent over in the computer all day.

Renae Craven:

Hunched over.

Chloe Hall:

Yeah. That's it. You don't want that.

Renae Craven:

So it's really just doing the opposite or yeah. Joining online classes. I can put you through some exercises.

Chloe Hall:

Yeah, well we'll definitely share that article as well with this podcast so people can see that program or might be something that helps. For me at work we're very fortunate that we have a standing desk and I think that that is just so amazing. Because if I work from home, I don't have a standing desk and I can feel the difference. My body just feels, you just don't feel right and I feel more fatigued and yeah, I just need to get up and move more often.

Renae Craven:

Yeah. If you stand all day, it's the same thing. You've got to sit as well. You've still got to do the opposite. Standing is like, because you can get slouch when you stand as well, so you can still over time get tired and kind of slouch over or you're still kind of tense in your shoulders and things like that. So you can kind of need to still be aware of your posture when you're standing and just self-correct or still go for walks, still give everything a chance to move the way it's supposed to move not stand still all day.

Chloe Hall:

Yeah, definitely. On that, Renae. Yeah. Thank you so much for coming on the podcast today. Really enjoyed this chat with you. I think there's a lot that our listers will get out of it and I definitely want to continue more of this Pilates conversation too.

Renae Craven:

Thank you Chloe. Thanks for having me.

Chloe Hall:

No worries, thank you.

"Rebecca is an absolute gold mine of knowledge when it comes to SAFe, can't wait to continue the conversation at SAFe Summit 2022!"" - Tenille Hoppo

In this episode, Rebecca and Jasmin are talking:

📌 The value of the Scaled Agile Framework, who it’s for & who would benefit

📌 The Importance of having a common language for organizations to scale effectively

📌 When to connect the Scaled Agile Framework with your agile transformation

📌 Is there ever really an end state?

+ more!

📲 Subscribe/Listen on your favourite podcasting app.

Thanks, Jasmin and Rebecca!

Transcript

Jasmin Iordandis:

Hello, and welcome to the Easy Agile podcast, where today we're chatting all things Scaled Agile with Rebecca Davis, SAFe Fellow, SPCT, principle consultant and member of the SAFe framework team. Rebecca is passionate about teamwork, integrity, communication, and dedication to quality. And she's coached organizations on building competitive market-changing products at scale while also bringing joy to the work, for what is work without joy. Today, we've chatted all things Scaled Agile implementations, challenges, opportunities, and also the idea around optimizing flow, which Rebecca is hosting a workshop at the SAFe Summit in Denver in August this year. Hope you enjoy the podcast.

Jasmin Iordandis:

Hello everyone, and welcome to the Easy Agile podcast. I'm your host Jasmin Lordandis, product marketing manager here at Easy Agile. And today, we are delighted to welcome Rebecca Davis from the Scaled Agile framework. Welcome, Rebecca, and thanks for joining us.

Rebecca Davis:

Thanks. I appreciate being here. I'm excited.

Jasmin Iordandis:

Me too, especially because we are counting down the days before we get to meet you face to face, in person, at the SAFe Summit over in Denver, Colorado. And before we kick off our conversation, I just want to acknowledge the traditional custodians of the land from which we broadcast our podcast today. The people of the Djadjawurrung speaking country. We pay our respects to elders past, present and emerging, and extend that same respect to all Aboriginal Torres Strait Islanders and First Nations' people joining us today. So before we kick off, Rebecca, can you tell us a little bit about yourself and your role within Scaled Agile?

Rebecca Davis:

Sure. I'm actually relatively new to working for Scaled Agile. So I've been there a little over 90 days now, and I'm a member of the framework team, which means I help actually create the Scaled Agile framework and future versions of it. Prior to that, I led LACE at a company called CVS Health, and I've worked at a bunch of different kind of healthcare organizations across my years implementing or organizing agile transformation and digital transformation. And I think one of the reasons that Scaled Agile was interested in me joining the team is just a lot of different experiences across business agility as a whole outside of technology, in addition to within technology. So marketing transformations and HR transformations, legal transformations. But I love being at Scaled Agile and being part of the framework team. It's really exciting to help more organizations, and just the one I'm at, really understand how to bring joy to their workplace and bring value out to the world.

Jasmin Iordandis:

Yeah, cool. And you've given a little bit of information there around why Scaled Agile was interested in you. What attracted you to Scaled Agile, and did you use the Scaled Agile framework in these previous roles that you've just described?

Rebecca Davis:

Yeah. Those are great questions. I think I'm going to try to answer both of them together. But the reason I have always been drawn to the Scaled Agile framework is I ran a few different organizations, both as owning my own company and then also working in startups and working with larger organizations, where I knew that agility was important. But I was struggling as a change leader to find a way to really bring connectedness across large amounts of people. And to me, that's what Scaled Agile does for us, is after a certain size, it's a lot easier to create this common language and this common way to move forward and produce value with the framework. I also really enjoy it because there's a lot of thought that's already kind of done for you.

Rebecca Davis:

So if you're in an organization and you're trying to create change or change leadership, I'd much rather be leading the conversations and my context and making sure that I have a pulse on my particular cultural environment and pull from all these pieces, from the framework, where the thought's already been done about what are the right words and what do we do next, and what's the next step. So I've just found it an invaluable toolkit as a change leader.

Rebecca Davis:

I joined the framework team for a few reasons. One, I'd led so much change in so many different areas that, it's not that I wasn't challenged anymore, but I was really looking for something larger and different, and I've always had a belief that I really want to be the change that I want to see in the world. And I think being part of the framework team gives me access to things like this and all over the world to really help connect the humanness of people alongside with all the great techniques that we've learned, and hopefully expand it and just create a better place to be in.

Jasmin Iordandis:

Yeah. Cool. And you kind of touched on that in your response, but if we had to say, who is the Scaled Agile framework for and who would it most benefit, what would you say to that?

Rebecca Davis:

Yeah. I guess my opinion on that is I believe the Scaled Agile framework is for people who believe that their organizations have it in them to be better, both internally inside of themselves, as well as have this gigantic potential to go help the customers they serve and may be struggling right now, to really realize that potential. So I don't really see the framework as it's for a specific role necessarily. I think it's for people who believe in betterness. And those people, I found, live across an organization and across multiple different roles, and the framework just really helps you align that.

Jasmin Iordandis:

Yeah. And I think one thing that's evident from SAFe, once you learn how all the different practices and ceremonies work together, is exactly as you've said around connectiveness. And you also touched on having a common language. How important is that, when we're talking really large organizations with multiple different functions who, let's be honest, it's quite common for different functions to fall into different silos and things to break down. So how important is that connectivity and that common language, so that an organization as a whole can scale together?

Rebecca Davis:

Yeah. I don't even know how to state the amount of importance that is. I guess, specifically the organization I just came from, had over 400,000 people that worked there. And the last thing I want to is to debate what the word feature means, because that doesn't actually end up within a conversation where we have an understanding of why we want to feature or why we want this particular outcome, or how this outcome relates to this other outcome, if we're spending so much time just choosing word choice and having a conversation instead about what does the word even mean.

Rebecca Davis:

So I like it mostly because it gives us all this common framework to debate, and we need to be able to do that in really transparent and open ways across all of our different layers. So I don't even know how to quantify how much value it brings just to have this ability to bring stability, and the same language across the board, same word choice, same meaning behind those word choice, so that we can have all those debates that we need to have about what's the best possible thing we could be doing, since everything that we can do is valuable, but some things we have to decide are more valuable than others.

Jasmin Iordandis:

Yeah. And I think that really talks to what you were saying about helping an organization to reach its potential. It sounds like getting bogged down in what you call things or how you discuss things. And to be able to align on a common meaning in the end, you kind of need that common structure or that common language. And you're only going to get in your own way if you don't have it. So it makes total sense that the framework could really enable organizations on that journey. And in your experience, because it's implied in the name, it's about scaling agile. And I guess when we think of the Scaled Agile framework, we think of all those organizations of such a large size as the one you just mentioned, 400,000 employees. In your experience, what's a good time to introduce the Scaled Agile framework? Does it need to be right from the beginning? Does it need to be those organizations that are 400,000 people strong? Where is the right time to intersect the framework with an agile transformation?

Rebecca Davis:

Yeah. I think that's a really fascinating question, and my answer has changed over the years. I originally started researching Scaled Agile, because it was my first big transformation alongside of a large organization, and I knew there had to be some solutions out there to the problems I was seeing, and I discovered SAFe. But thinking back, I started my own startup company right out of high school actually. And I really wish that I would've had something to pull from, that gave me information about lean business cases, and speaking with my customer and getting tests and getting feedback. So I feel like the principles and the practices and the values are something that could be used at any size.

Rebecca Davis:

I think the part about scaling, the part about deciding like, "Hey, I'm going to do PI planning," I don't personally feel like you need to do PI planning if you have four people at your organization, because the point is to get teams across different groups to talk. You should definitely plan things 100%. So I think part of the idea is like, "When do I implement a train," or, "When do I have a solution train," or, "When do I officially call something LPM," versus just having discussions because my company is so small that we can all have discussions about things. I think those are a different part of implementing the Scaled Agile framework than just living and believing in the principles and the values and the mindset from whatever size or get-go you're at. Does that make sense at all?

Jasmin Iordandis:

That does make sense. And I guess then the question becomes, where do you begin and what would the first step be in implementing SAFe? And taking from your own experience, where do you start with this framework?

Rebecca Davis:

Yeah. I love that you asked that, as I've honestly seen this happen to me as well as some other change agents, where Scaled Agile gives us this thing called the implementation roadmap, and it has all the steps that you can start with. And it's proven, and companies use it and it works. And what I've found in my own change leadership is when I skip a step or I don't follow that because I get pressure to launch a train, instead of starting with getting my leaders at the right tipping point or having that executive buy in, it causes me so much pain downstream.

Rebecca Davis:

So if I were to give advice to somebody, it's, "Look, pull that map down the implementation roadmap from the SAFe site and follow it. And keep following it. And if you find that you..." I think that, back when I look back and do my own retrospective, the moments where I've decided to launch a train without training my people or launch or start doing more product management practices without actually training my people, it causes me a world to hurt later on with coaching and with communication, with feedback. So it's there for that reason. Just follow it. It's proven.

Jasmin Iordandis:

Yeah. And that's really good advice. And I think when people look at the roadmap for SAFe, there's a lot on there. But when we are talking agile transformations, necessarily there is going to be a lot that could get you there. So it kind of makes sense when all the thinking is been done for you and all those steps have been done. Just trust the process, I guess, is the message there, and following through on all of that. And I think it's really interesting, because the first step with SAFe is, as you say, getting your leaders on board. And often, we might be attracted to doing the work better. So let's start with those ceremonies. Let's start with all those things that make the day to day work better. How important it starting with the leaders of an organization?

Rebecca Davis:

Yeah. I've run the grassroots SAFe implementations where you start with the bottom and then you kind of move up. And personally, and this is a personal opinion, I'd much rather take the time and the efforts to get the communication right with the leaders and get the full leadership buy-in than be in that place again, where I'm trying to grassroot to move up and I hit the ceiling. The one thing I used to kind of tell the coaches that reported to me, and something I believe in deeply, is what we're trying to do with transformation is a journey. It's not a destination. So because we want to start that journey healthy and with a full pack of food and all those things, we need to take the time to really go and be bold and have conversations with our leaders, get their buy-in to go to Leading SAFe.

Rebecca Davis:

If they're not bought in to coming to a two-day course, then why would we believe that they're going to come to PI plannings and speak the way that we hope they will and create the change that they need to really lead? So I think that's one of the most important things, if not the most important thing from the very beginning, is be bold as that first change leader in your organization, go make those connections.

Rebecca Davis:

It may take a while. I've been in implementations or transformations where it started with just me discovering issues that senior leaders or executives were having, and going and solving some of those, so that there was trust built that I was a problem solver. So I could ask for the one hour executive workshop, which really should be a four to six-hour executive workshop, to get to the point where I could do the four to six-hour executive workshop, to get to the point where I could do PI Leading SAFe. And if that's what it takes to gain you that street cred to go do it, then, man, go do it, because that's where you get full business agility, I think, is getting that really senior buy-in and getting that excitement.

Jasmin Iordandis:

Yeah. That's really interesting. And I think building that level of understanding and building that foundation, we can't go past that. And I guess on that as well, from your experience, you've kind of hinted at one there, but what have been some of the challenges that you've experienced in implementing SAFe or even just in agile transformations more broadly, and as well as some of those opportunities that the framework has helped to unlock? So let's start with the challenges. What's some of the hard things you've experienced about an agile transformation and even implementing the framework?

Rebecca Davis:

Yeah, I'll give some real examples, and this first thing is going to sound a little wishy washy, but I also believe it, is the biggest challenge to transformation is you. So what I've discovered over the years, is I needed to step up. I needed to change. I think it's really easy to be in an organization and say, "My leaders don't get it," or, "Some won't understand," or, "It's been this way and I can't change it." And I think that the first thing you have to decide is that that's not actually acceptable to you as a person. And so you as a person are going to go fight. Not you're going to go try to convince somebody else to fight, but you are going to go fight. So I think that personal accountability is probably the biggest challenge to wake up every single day and say, "I'm going to get back in there."

Rebecca Davis:

I think from an example point of view, I've definitely seen huge challenges when the executive team shifts. So when we've got a set of leaders that we did the tipping point, we've gone through Leading SAFe, we've launched our trains. And then the organization, because every organization is going through a lot of change right now, and people are finding new roles and retiring and all that, there's a whole new set of executive leaders. And I think one of the things to discover there is there are going to be moments where it sucks, but you have to go and restart that implementation roadmap again, and reach that tipping point again, because there are new leaders. And that's hard. It really is, and it drains you a little bit, but you've just got to do it.

Rebecca Davis:

I think other challenges I've run into is there's a point after you've launched the trains and after you have been running for a while, where if you don't pay attention, people will stop learning, because you're not actively saying like, "Here's the next thing to learn. Here's the next new thing to try." So I do think it's the responsibility of a change leader, no matter if you're a LACE leader or not, to pay attention to maintaining excitement, pay attention to the continuous learning culture and really motivate people to get excited about learning and trialing and trying.

Jasmin Iordandis:

Yeah. That's an interesting point. How have you done that?

Rebecca Davis:

Hmm. So I think a few things. One, I had big lessons learned that there's a point inside of a transformation where, as an SPBC or as a change leader, that transformation is not yours anymore. So I had kind of a painful realization at one point that I had in my head the best next thing for the organization, and I was losing pulse of the people who are actually doing the work. So I think what I've discovered after that is, to me, there's a point where your LACE members and your change leaders and your SPCs need to start coming from a lot more areas. And honestly start to be made up of people who are not, at the moment, excited about the SAFe implementation, so you can hear from the pulse of the people.

Rebecca Davis:

And then I think if you can get those people and invite in and say like, "I'm inviting you to share it with me what's frustrating, what's good, what's bad, what's great, as well as I'm inviting you to tell me all the things that you're discovering out there in webcasts or videos that seem you'd like to try them, but we're not trying yet, and start giving back the ability to try new things and try things that you feel are probably going to be anti-patterns, but they need to try them anyway." So kind of a scrum master would do with a team of like, "Yeah, go try and then we'll retrospect." I think you have to do that at scale and let people get excited about owning their own transformation.

Jasmin Iordandis:

And what's the balance there between implementing the framework and taking all the good stuff that the framework says is good to do, and then letting people experiment and try those things, as you say, that may be anti-patents? Where's that sweet spot to allow that autonomy and that flexibility and that experimentation with still maintaining the integrity of the framework?

Rebecca Davis:

So I think the interesting thing is they are not actually different. So in the framework, we say hypothesis first, test first. So what I found is a layered kind of brain path where there're the steps in the framework and make sure we have teams and balance trains and all the principles and the values, and if you can live those principles and values all the time, while you're testing new things. So you test first like, "Hey, I want to try having my train off cadence from the other trains. I think it would be helpful for us." "Cool. Test that." And what we have to test it against is are we still living our principles? Are we still applying our values? Are we still applying the core fundamentals of agility and lean throughout that test and also as proof points?

Rebecca Davis:

So do we have an outcome where," Hey, I just made my train into a silo," or do we have an outcome where, "Well, now we have two different PI plannings within the overall PI cadence that one of them we merge with all the other trains and the other one is shorter because our market cadence is faster." Well, that's a beautiful win. So I think the key is it's not different, but one of the test points is make sure to check in on those principles and values.

Jasmin Iordandis:

Yeah. Have you ever seen that work well? The example that you just provided with the PI cadence, that makes complete sense, and it doesn't seem like it's going against the grain with anything that SAFe is there to help you achieve.

Rebecca Davis:

Yeah, I think that. This was kind of a little bit of what my summit talk was on last year, is during COVID, there were some trains. We had, I don't know, 30 trains. Two of them were having daily new requirements emerging from all the different states across the United States and emerging from the government and emerging from everything. Those trains were making sure everybody could get vaccinated across the United States. That's really darn important. And they needed to re-plan sometimes daily. It just didn't make sense to say, "Now we're just going to stop and go into PI planning for three days," when there wasn't any way that they could even think about what the next day's requirements could be. Since then, they still have a faster market rhythm. Then there are other trains that are working on, have a set unknown. There are trains that know that these holidays are when we need to release something or end of year is when we need to make sure that we've got something ready.

Rebecca Davis:

COVID is still in a reactive state. So what they've emerged into this year is those trains are still doing PI planning from my knowledge, I'm not there anymore, but from my knowledge. But they do eight a year instead of four a year. And four a year are on the same cadence and the other four are not, and it meets both needs. So I do think that key is test, and don't test just for the sake of it just because something feels dry or you get a new leader, and they haven't gone through Leading SAFe, but test because something actually doesn't feel right about, "We're not meeting our principles or values right now. We think that we could meet them better in this way. We think we could accelerate the flow of value in this way. Let's try it."

Jasmin Iordandis:

Yeah, cool. And on that, what are some of the red flags that you've seen in practice where those values aren't being met to be able to say, "Hang on a sec. This isn't working. We need to switch course"?

Rebecca Davis:

Yeah. Some of the things I've seen are the whole fun around when people are prioritizing their hierarchy or their piece of the organization over the enterprise value. So I've definitely seen people come to me and say, "Hey, I'd like to do his test." And when I ask the reasons why, a lot of the reasons are like a thinly veiled, "Because I would like more control."

Rebecca Davis:

So I think back to the values piece is that, "Okay, what's your why? Let's start with why. Why would you like to try something? What does that trial outcome achieve?" And, A, if it's really hard to articulate, probably there might be a bad thing going on, or if it is articulated and it actually goes against agility or lean practice and or diminishes flow or creates a silo, that's an initial gut. I think throughout testing, it's important to, the same way that we would do with iterations, have check-ins and demos, not just of what's the product being produced, but what is the change producing? So figuring out what those leading indicators would be and treat it the same way as we would treat a feature hypothesis or an epic hypothesis. We have some outcome we believe we could achieve. We're 100% open to being proven wrong. These are the things that we want to see as leading indicators as success and be really open with each other.

Jasmin Iordandis:

Yeah, cool. And it sounds like what's key to that though is having some concept of what that intended outcome is as a result of that experiment. It's not just going in for, as you say, the sake of doing an experiment. You want to have an idea of where you want to end up, so you can see if we're actually getting there or not.

Rebecca Davis:

Yeah.

Jasmin Iordandis:

That's really fascinating. And I think experimentation and iterative improvement, it kind of goes together. It's not just blindly following something because that's what you are supposed to do. It's preserving the values. That's a really interesting concept. And I think in that, would also come enormous opportunity. So in your experience as well, going back to the times where you've brought SAFe to an organization, or you've been going through an agile transformation, what are some of those opportunities that you've seen the framework unlock for enterprises or organizations that you've been leading those transformations within?

Rebecca Davis:

Yeah. I always was drawn to this idea of true value flow and business agility. So for me, what Scaled Agile helped unlock in a few of my organizations is, I always targeted that, like I'm not trying to make my thing better, I'm trying to make everything better. And with that mindset, really pushing for anybody should be able to take a class. Anybody should be able to take any of the classes. And these days, the enterprise subscription helps with that a lot. When I first started, we didn't have that. So it was also like anybody can take a class, and there should be creative ways of getting it paid for it.

Rebecca Davis:

But through that kind of invite model of really anybody, I had a nurse come take one of my SAFer teams classes, just because she was curious and she saw something about it on my blog, which ended up with her being more excited and getting to do agile team coaching for a set of nurses who were highly frustrated because their work on an individual basis was ebbing and flowing so much, and they felt like they weren't giving good patient care to coaching them on Kanban and having them all get really excited because they got to nurse as a team and whoever was available took the next patient case, and the patients were happier, and just being able to invite in and then say yes to coaching all of these roles that are so meaningful and they're so excited and they're something different.

Rebecca Davis:

And that same model ended up going from nothing to having a marketing person randomly take one of my Leading SAFe classes, which then turned into them talking to the VPs of marketing, which then turned into an 800-person marketing implementation. So I think the key is be open and spend time with the curious. And it doesn't matter if they're in your org. It's not like that's what I was paid to do, it's just really fun. So why not? If somebody wants to talk to you about agile, talk to them about agile. It's really cool.

Jasmin Iordandis:

Yeah, cool. And I think what I love about that is often agile may be associated just as software development teams. But as someone who's in marketing myself, I love the benefit and the way of thinking that it can provide to very traditional challenges, but the way that it can unlock those challenges in ways that not have not been approached before. And I think that there's something to be said in that too, around what you were saying earlier around maintaining excitement. And I feel like this question's already been answered, because often it's discussed, "Okay, we are scaling agile, we're going through a transformation." And it implies that there's this end state where it's done. It's transformed or we've scaled agile, but it doesn't sound like that's the case at all.

Rebecca Davis:

No, I don't think at all. I think mostly the opposite of... If you look at even yourself as a human, your whole life, you're transforming in different ways. Everything's impacting you. The environment's impacting you, whatever happens in your life is just this whole backpack that you carry around and you're transforming all the time. And the exact same thing, I think, for an organization and company. Today's age is nuts. There're updates all the time, there's new technology all the time. You and I are doing a talk from completely different countries, and there's change literally everywhere.

Rebecca Davis:

So yeah, I think part of transformation is helping your organization feel comfortable or as comfortable as possible with the rate of change happening and all the people within it, and not see change as a bad word, but as a positive thing where we can make betterness out there. And it's forever. It's a journey. It's not done. I really like Simon Sinek when he talks about that infinite game. I just feel really close to that of, we're not in it to win this moment or this year, we're in it to make a better future for ourselves and our children, and that's going to take forever. The people are in it right now and they've got to be excited about that.

Jasmin Iordandis:

Yeah. And I think that's that balance of delayed gratification, but constant improvement. So you'll feel and experience the improvement along the way. It's not like it'll be way out in the future where you won't feel the benefit of what you're doing, but it's something that's going to be built up and happen over time.

Rebecca Davis:

Yeah. And I think you reminded me just from saying that. I did that marketing transformation, and I just deeply remember a call with one of the marketing VPs who, after four or five iterations, I did a check in with her. And she's like, "My team is so happy. Is this because of agile? Is this what agile is, is happy with [inaudible 00:32:17]?" "Yes."

Jasmin Iordandis:

Yeah, joy at work, right?

Rebecca Davis:

Yeah.

Jasmin Iordandis:

Isn't that what it's all about? That is so cool. And yet the goal initially is never to go out and make people happy. It's just one of those bonus kind of side effects, a happy side effect.

Rebecca Davis:

Yeah.

Jasmin Iordandis:

Awesome. And I think I really want to talk about this idea, because you've mentioned it a couple times, you've even just mentioned then marketing, nursing. But then when you're in these larger organizations, you've got all these different functions. And I think it raises this idea around organizing around value. So I want to make sure we talk a bit about that, because value doesn't just happen from one function, or it's not delivered from just one function or one team. It's something that many people across an organization may have a hand in delivering. But I really want to get your take around this concept of organizing around value. What does that mean and what does that look like?

Rebecca Davis:

Yeah. I think there's a base concept that is also in that implementation roadmap around what happens first. So how do we first organize around value, because organizations tend to be organized around hierarchy. I am a VP of marketing and I have marketing all the way down. And so there's that first step of identifying what the value is that you produce as an organization. So being able to articulate it to begin with, which is not always an easy conversation. Sometimes it takes a bit of time, and then organizing all the different types of roles around what that value is. So I think that's your first thing in what most organizations implementing scaled agile start with, is just identifying it, forming around it, which ends up being what your trains end up being.

Rebecca Davis:

My experience is, because of that same rapid market change, the world changing so far, it's really important to re-evaluate how you've organized around value over time. So in my experience, one of the really healthy things that we used to do is, at the end of each year, give a chance to look at the different train structures and look at how we've organized and say, "Is this still right? And what's our strategy for next year? Where are we trying to head for our consumers and our users? And is there a different way to organize, that helps us with that?" And I say give a chance because in some years, we'd be like, "No. 80% of our portfolio is actually good to go. Things are flowing. We're doing okay." 20% of it has an entirely new strategic shift that's going to hit them, or, "Last year felt not good. We had too many dependencies. We didn't have the right people on the right trains," all those things.

Rebecca Davis:

And so at least take a pause and look at it, and see if our value still mean the same thing as it did a year ago or two years ago. Do we need to reorganize? What does that mean? What does the change leadership around it if we do need to, so that we're always focused on value, and it's not a definition that we gave ourselves five years ago and just stopped realizing that the world has changed.

Jasmin Iordandis:

Yeah. A living definition because it changes depending on what's going on in the world, but also what's going on within the organization and coming back to that idea of experimenting as well, like if you've tried out a new way of working, and that's gotten in the way. But even something that you said there really stood out is, "Okay, it didn't feel good. We might have had too many dependencies." And that brings up the idea of, "Well, how does that flow of value happen?" Oh, that sounds like there's a stifle to the delivery of value. So how do you optimize that flow particularly when there may be multiple people delivering that value?

Rebecca Davis:

Yeah. And I think Scaled Agile gives us some tools for that. So I think one of them is that first session I talked about, value stream and down vacation, so that you can really do a process for talking and discussing with the right blend of people. What is the value and how can we organize around that? I think past that point, there's another tool that I see used far less than I would think it would be, which is value stream mapping. So after we've identified it, now can we actually map what's happening? From concept to cash, which teams are doing pass offs? How long does it take to get an answer on an email? How long is it taking from testing to all the way to release?

Rebecca Davis:

So doing a lot of intentional measurement. Not measurement because we're judging people, but intentional measurement of, we organize this way, this is where all the pieces are connecting, and how long things are taking, as well as how people feel inside of their steps, like does it feel silo? Does it have an outcome? Did we put all of the designers and HR people and engineers on a train, but we made them separate teams, and so it still doesn't feel connected? That's what mapping's for. And those maps and also the program boards that actually visualize like, "Here's the dependencies," versus, "At the end of the PI, this is what those dependencies actually ended up being."

Rebecca Davis:

It's not that dependencies are bad, but they should be adding value, not restricting flow. So I think those connected stories as well as things like employee survey scores and just employee happiness are really good inputs, to, are we delivering flow. And it is a blended view. Some of it's qualitative and some of it's quantitative. But are our own internal things showing us good, bad and different, as well as how are our customers. So do they feel like they're receiving value or that they're receiving bits and pieces and they're unsure about the connected value? I think all of those are indicators.

Jasmin Iordandis:

Yeah. And would you say you'd need to have an idea of what those indicators are beforehand, so you can keep an eye on them as the PI progresses? So for example, you've done your value stream mapping, you've built your art. At that point, do you identify what those measurements of flow ought to be and keep an eye on them, or is it more retrospectively where you see these kind of things getting a little bit stuck?

Rebecca Davis:

I think there's both. So definitely those metrics that we indicate inside of the framework are healthy, good for teams and trains and solution trains and portfolio. So I think there is a set of metrics that you should and can utilize. Retrospectives are key, because retrospectives create action. So while we measure, then what's the conversation we have about them? Because what we don't want is vanity metrics. And my personal way of defining vanity metrics is any metric that you do nothing with.

Rebecca Davis:

So I think a key is use them to hold conversations and create outcomes, and create actions and make sure that you're prioritizing those actions. I think there's another piece of just understanding that this is not just about team and train. So teams and trains definitely do need to improve and measure themselves, but so does the portfolio, so does the enterprise, so do the pieces that connect to each other across different trains. So I do think if you over focus on, "Let's just make our teams go faster," you may be missing the whole point of how do we make our organization flow better, which may or may not equate to moving faster right away.

Jasmin Iordandis:

Yeah. Yeah. And team and train don't exist in a vacuuming within that organization like whole bunch of-

Rebecca Davis:

No, [inaudible 00:40:43].

Jasmin Iordandis:

Yeah. Well, I think we've touched on some really, really interesting concepts, and just I can't wait to hit the SAFe Summit, which is a really good segue to the fact that the next time we meet, Rebecca, it will be in person. And you're hosting a workshop at SAFe. Can you give us any sneak peek of what we can expect to be excited about at the summit?

Rebecca Davis:

Yeah. First of all, when we meet each other in person, I'm very short. So I think I'm maybe five foot. So that'll be exciting. So Harry, on the framework team and I, are running a workshop about flow. So we'll be doing a flow workshop. I can't talk about all of it yet, because some of it we're going to announce inside the summit, but I'm really excited. So I think if you do sign up for our workshop, you're going to get active advice, and be able to work also alongside other organizations and other people, really understanding flow, and how to apply improvements to flow and how to identify blockers to flow and what to do about it. So we're really focusing on why do certain things matter and what can you specifically do about it, whether you're at the team level or the train level or solution level or the portfolio level.

Jasmin Iordandis:

Cool. That sounds exciting.

Rebecca Davis:

And we [inaudible 00:42:08] a lot of other workshops, but definitely come to ours.

Jasmin Iordandis:

Well, we've just spoken about the importance of flow, so it makes sense. Right?

Rebecca Davis:

Yeah.

Jasmin Iordandis:

Awesome. Well, I personally am really looking forward to coming to SAFe and coming to Colorado and to get to chat with you a little bit more. But thank you so much for your time and joining us and sharing your expertise and experience on agile transformations, scaling agile and the SAFe framework itself. Thank you so much for your time, Rebecca.

Rebecca Davis:

Yeah, I appreciate it. And I look forward to maybe one day being able to do this in person with you in your own country. So that'll be really awesome.

Jasmin Iordandis:

Yeah. Cool. That would definitely be awesome. Thanks a lot.

Rebecca Davis:

Yeah. Thanks.