program selection system

Research shows culture is the single most important factor in organizational success. Four culture types have been identified: Control, Collaboration, Competence, and Cultivation. This session explores how Agile fits within each, including when it synergizes with the culture’s natural tendencies, and when like a virus it spreads unwanted “germs”, undermining the natural balance. With this context, we explore how Agile can change cultures, when it is advisable to try to do so, and how to make the best of the corporate culture you find yourself in.

Agile might just be the world’s favorite new development method, but how does it fit with different organizational culture types? And when that fit is less than ideal, should we attempt to employ Agile anyway? Can Agile change those cultures? And if it can, is that actually a good idea?

There is a prevailing view within the Agile community that “command and control” is anything from an antiquated, to a dysfunctional, to a downright evil form of organizational environment. Yet arguably more organziations tend in the control direction than any other of the four culture types (Control, Collaboration, Competence and Cultivation). Control cultures—like various Myers-Briggs types—can be well functioning or not, but there is nothing inherently good or bad about a given culture type.

Given a definitive body of research showing that organizational culture—and its alignment with strategy and leadership—is the single most important factor in achieving organizational success, we see that well functioning cultures of any type (including Control) can be expected to perform for stakeholders, stockholders, customers and employees. The presentation will outline this research and present in detail the four culture typology (it’s rather like a Myers-Briggs for organizations).

We will then examine the specific cultures which easily accommodate Agile (Collaboration and Cultivation) and those where it will likely strain prevailing attitudes, beliefs and practices (Control and Competence). My experience is that Agile can either work like a good virus (a nutrient), working with and reinforcing the culture’s natural tendencies, or like a bad virus, spreading an unwanted germ that undermines the natural balance. (Note that I am not talking about Agile bringing to light organizational dysfunctions—such as pretending we can meet dates that are impossible—but rather when it actually works counter to an organization’s DNA, rather like insisting that an Introvert go on a marathon program of public speaking because it will make them a “better person”.)

Particular focus will be placed on the implications of implementing Agile in cultures where it does not easily fit, such as Control cultures. In such cultures, there is an inherent conflict between the cultural perspective and the Agile frame of reference. Yet Control cultures pervade much of government, the defense industry, practically all utility companies, McDonalds and other fast food restaurants, many standard manufacturing companies, etc. Should we therefore forgoe implementing Agile there? Or perhaps we should ride in like missionaries of old and “save” the heathens? Can Agile be implemented in a way that honors the needs of Agile teams, while not undermining what may be an effective organizational culture (albeit one that we Agilstas would not normally choose or prefer).

Prepare to have your thinking challenged, to be exposed to a robust and rich conception of organizational cultures (revealing dynamics you have sensed, but did not have the language to articulate), and to leave with several new ideas for harmonizing Agile implementation and culture.