Agendashift roundup, February 2017

In this edition: Agendashift facilitator days; Preview chapter; Resources page; London Lean Kanban Days 2017; Upcoming events; Top posts

Agendashift facilitator days

For the second month in a row I’m kicking off with the Agendashift facilitator day, the practitioner-focussed incarnation of the Agendashift transformation mapping workshop. The next one is on March 23rd in Manchester, and already the material incorporates the latest learning from this month’s workshop in Hamburg (see Reflections on another Agendashift Facilitator Day). The last two workshops both sold out, so book soon!

Watch out for a date change: we’re putting on an additional public event in Oslo on April 24th after the semi-public event currently advertised for the 21st sold out to internal takers. Watch out also for more 2-day events, where I partner with Martin Burns (Edinburgh), Karl Scotland (London), and others to be announced.

Preview chapter

It was good to find more opportunities to streamline the workshop material but it had a knock-on effect on the book. Chapter 1 (Discovery) is now shorter, chapter 2 (Exploration) correspondingly longer. Chapter 3 needed only minor change and is just about ready for my review team. Overall this added some delay but it was well worth the effort and and it’s moving forward at a good pace again now. Only two more chapters (Elaboration and Operation) before part I is complete!



The introduction and first chapter (Discovery) are available as a PDF preview now. Read the announcement here or just ping me for your copy.

Resources page

Writing the book has prompted me to do something I should have done much sooner, and that is to gather into one resources page the following:

  • Cue cards for our Clean Language game 15-Minute FOTO, a description of which is included in chapter 1 (the preview chapter)
  • The Agendashift values-based delivery assessment, described in chapter 2
  • Our white paper 6+1 Essential strategies for successful Lean-Agile transformation (referred to in chapter 3) and the related video Servant Leadership un-neutered
  • The Agendashift A3 template, referred to in chapter 4
  • Featureban, our Creative Commons-licensed simulation game (not referred to in the book, but it’s still great!)

London Lean Kanban Days 2017

Agendashift is proud to sponsor London Lean Kanban Days (April 3rd and 4th) once again, and as now seems traditional for one of my favourite events of the year I’ll be presenting a new talk, 21st century change management: what we know and where we must do better.  Expect some blog posts soon as I knuckle down and write the talk. There’s still something to enjoy meanwhile, a 10% discount code for the conference. Get in touch if you’d like one.

Upcoming events

24 April, Oslo, Norway (note the change to the advertised date):
Agendashift facilitator day, Oslo
Mike Burrows, Thorbjørn Sigberg

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[Previous roundup: Agendashift roundup, January 2017][Next roundup: Coming soon]

Free preview: Read the introduction and first chapter of the forthcoming Agendashift book

It’s taking shape – Agendashift: clean conversations, coherent collaboration, continuous transformation.  Part 1 – “Facilitating the transformation process” – is due out by the summer. Meanwhile, you can request a free PDF containing the introduction and first chapter, Discovery.


You’ll definitely want to read this book if any of these apply to you:

  • You’re dissatisfied (if that’s a strong enough word) with transformation approaches that seem either disrespectful or feeble
  • You’d like to see what a 21st century change management approach can look like, and how that might inform your work as coach, consultant, or some other kind of change agent
  • You’ve an interest – whether as a practitioner or potential sponsor – in Lean-Agile change (perhaps under the banner of “Agile transformation” or similar)
  • You’d love to see a model for Lean-Agile change that reflects Lean-Agile values and demonstrates Lean-Agile process and thinking in operation

Also, check out the related Resources page. Find out how to obtain:

  • Cue cards for our Clean Language game 15-Minute FOTO, a description of which is included in chapter 1 (the preview chapter)
  • The Agendashift values-based delivery assessment, described in chapter 2
  • Our white paper 6+1 Essential strategies for successful Lean-Agile transformation (referred to in chapter 3) and the related video Servant Leadership un-neutered
  • The Agendashift A3 template, referred to in chapter 4
  • Featureban, our Creative Commons-licensed simulation game (not referred to in the book, but it’s still great!)

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Reflections on another Agendashift Facilitator Day

Day 2 of Hamburg Flow Days was the opportunity to run another Agendashift Facilitator Day, my third. As now seems traditional,  some thoughts on updates to the material prompted by the experience.

Before that, some thanks are in in order: Susanne and Andreas for being such excellent hosts, and Patrick for day 1, centered around his Flowlab, a very flexible Kanban simulation tool. On the morning of day 1 we spent the morning having fun with scenarios not much more complicated than is typical with my own Featureban. In the afternoon we experienced the delights of Customer Kanban, CONWIP systems, and the like. Awesome, both in its own right and for setting the scene!

Day 2 takeaways and updates (already made)

  • The overall shape is solid. I don’t see the 5 main sections (Discovery, Exploration, Mapping, Elaboration, and Operation) changing anytime soon.
  • Clean Language got a lot of love in the post-event retrospective. We know how to facilitate the several exercises that use it now, a whole lot easier since creating the Clean Language cards (pic below; PDF on request).
  • Based on feedback, the deck now has much clearer signposting – no-one should ever again feel at all disoriented. If that was your experience, sorry!
  • The idea of experimentation should seem less technical and more valuable if there is a tough choice to be made between alternative ideas. Should make for a more interesting transition from Mapping to Elaboration (I’ve been guilty of rushing this).


Interestingly, people are still taking the trouble to give feedback on the December workshop. That material seems a little ancient already, but nevertheless it’s gratifying that participants are still finding that it is speaking to them. Why the delay? There is definitely something radical about it (particularly its commitment to conversations and outcomes before solutions), and perhaps it needs time to sink in. Let’s make sure that its radical edge isn’t lost as it becomes more polished in delivery.

Here’s a comment received less than a week ago, two months after the Leeds workshop:

When I originally signed up for the Agendashift workshop I was drawn in by the promise of blending techniques like Clean Language, Cynefin and A3 thinking in an applied sense.  After the workshop what stood out for me most was how the participants started to develop a shared ownership of organisational change through shared outcomes and values.  Ramble over – what I’m trying to say is it even managed to align a bunch of completely random strangers on the day.

Thank you Tony!

Interested? Upcoming Agendashift facilitator days:

Three recent events have sold out and some of the upcoming events have early bird pricing available, so hurry, book your place now!

Agendashift as Good Strategy

[This is the third and last of a three-part series. Start from the beginning: Lean-Agile transformation as Lean-Agile process]

This post has been a while in coming. If you’ve been waiting, apologies! I’m going to cheat a little: what follows is lifted directly from the end of the just-written third chapter (Mapping) of the forthcoming book. Latest working title Agendashift: Leading change with less prescription, better conversations, and lasting outcomes). Preceding chapters: 1. Discovery, and 2. Exploration. After 3. Mapping: 4. Elaboration, and 5. Operation.

Is it Good Strategy?

To finish this chapter, the promised third reconciliation. This time a very quick reconciliation of your transformation map with Rumelt’s strategy kernel. This model comes from another brilliant book:

Three questions (Rumelt’s model, my words):

  1. Diagnosis: Is your strategy rooted in an understanding of the challenges you face and the opportunities available?
  2. Guiding policy: What gives shape to your strategy?
  3. Coherent actions: Are your planned actions coherent with each other, your guiding policy, and your diagnosis?

You should be able to give positive answers to questions 1 and 2 simply by virtue of your transformation map’s construction. You can give a positive but partial answer to question 3:

  1. Diagnosis? Witness the obstacles and their respective outcomes from Discovery, Exploration, and Mapping (chapters 1-3) together with the survey analysis that informed Exploration (chapter 2).
  2. Guiding policy? Your strategy was given shape first by the values and prompts of the assessment (chapter 2), and then by the transformation journey steps of this chapter.
  3. Coherent actions? You have identified detailed outcomes that you have reconciled with your broader goals. Moreover, most (if not all) those outcomes align with one or more of the values of the survey, and those values are themselves coherent.

We could add to point 3 that our overall approach to the transformation process is highly coherent with our Lean-Agile sensibilities. Hardly a minor point!

So we’re good then? Not so fast. A solid basis for a good strategy certainly, but a further level of detail is still required. We’ve said what we want to have happen, not the concrete steps we will take and what impact we think they will make. Cue chapter 4, Elaboration.

This was the third of three related posts:

  1. Lean-Agile transformation as Lean-Agile process
  2. Agendashift as coaching framework
  3. Agendashift as good strategy

See also Karl Scotland’s post Good Agile/Bad Agile: The difference and why it matters.

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Agendashift roundup, January 2017

In this edition: Agendashift facilitator days; Clean Language cue cards; Progress on the new book; Upcoming events; Top posts

Agendashift facilitator days

We held the second of these practitioner workshops this month, it was sold out well in advance, and I’m very happy with the new structure (described here: Lean-Agile transformation as Lean-Agile process). Some great feedback too! This one – about the very first of these workshops – made my day:

Looking back to the Agendashift day in Leeds a few weeks ago, it has been incredibly helpful to me in my professional development
– EB, Scrum Master & coach

See the upcoming events section below for dates of workshops in HamburgManchester, Edinburgh, Oslo, and Bristol. Don’t see one near you ? Want one in-house? Get in touch.

The Hamburg event (next week) is a 2-day combined Flowlab & Agendashift workshop. There is only one ticket left, so grab your place while you still can! Most of the later workshops have early bird pricing available too so there’s every reason to book early.

Clean Language cue cards

Clean Language has been a huge influence on Agendashift, helping us deliver on our promise of transformation based not on the imposition of practices but on the genuine search for agreement on goals, opportunities, and outcomes.

Here’s a group (one of several) at the Agile Derby meetup this month using our Clean Language cue cards:


These cards have proved themselves very helpful to everyone playing the ‘coach’ role in our outcomes game. I had a hundred of these printed on A5 card just a couple of weeks ago and I’m nearly out already! You can print your own – just drop me a line and I will gladly send you the PDF.

These cards show only a small subset of what Clean Language has to offer. In the hope that that they pique your interest, let me recommend these books (in the order I read them):

  • The Five Minute Coach: Improve Performance Rapidly
    Lynne Cooper & Mariette Castellino (2012)
  • Clean Language: Revealing Metaphors and Opening Minds
    Wendy Sullivan & Judy Rees (2008)
  • From Contempt to Curiosity: Creating the Conditions for Groups to Collaborate Using Clean Language and Systemic Modelling
    Caitlin Walker (2014)

Progress on the new book

I’m currently working on chapter 3 (Mapping) of a 5-chapter Part 1. I’m hopeful that Chapter 1 (Discovery) can be released as a free preview in the next few weeks. All being well, I’ll be able to release part 1 electronically by the summer before full publication with a 6-chapter part 2 later in the year.

If you’re not already on the Agendashift mailing list and would like to receive updates, let me know.

Upcoming events featuring Agendashift partners

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[Previous roundup: December 2016, 2016’s best bits][Next roundup: February 2017]

Agendashift as coaching framework

[This is the second of a three-part series. Start from the beginning: Lean-Agile transformation as Lean-Agile process]

What last week’s London workshop (sold out!) and work on the new book I’ve got a bit behind my usual blogging schedule. Sorry about that! Every cloud though – here’s Agendashift partner Andrea Chiou debriefing (in Slack) her appearance this week at the Agile NOVA meetup in Washington, DC:

I said, using this style of interview, you can get managers in a room learning about each other’s vision for their most pressing problems, and in doing so you can then see where there is energy, as well as where there are solutions already inherently existing within the org


This differs from almost every other Agile transformation approach I know, except one (I mentioned Open Space Agility). And the reason it works is because it is values-based, and based on mutual exploration and dialogue with managers/sponsors.

I might add here that Agendashift is also about exploration and agreement with participants (not just managers and sponsors), but Andrea does a great job of explaining how Agendashift helps facilitate those early conversations.

Especially in the guise of the Agendashift facilitator day, you can view the Agendashift workshop as a demonstration of three things:

  1. The power of a valued-based and outcome-centric approach
  2. How the different techniques we use integrate so pleasingly
  3. An end-to-end transformation process that mirrors (and even exemplifies) a Lean-Agile delivery process.

Part 1 in this series expanded on point 3. Today, we’ll again review the five sections of the workshop, this time as a possible structure for a coaching engagement:

  1. Discovery: Identifying the strategic goals and needs that any coaching must support, setting the right tone in terms of ambition without losing sight of where the real challenges and opportunities lie
  2. Exploration: With or without the aid of the Agendashift assessment, exploring key areas of opportunity in more detail, identifying obstacles, and from those generating a set of outcomes that represent the scope, objectives, and priorities of the engagement
  3. Mapping: Understanding the challenge in enough breadth to be sure of not missing anything important, and keeping the coaching process fed with fresh and important challenges to investigate
  4. Elaboration: Generating, framing, and develop actions
  5. Operation: Ensuring follow-through, maintaining appropriate transparency, accountability, and feedback in the relationship

Just as we discussed in the previous post, this isn’t a completely linear process, in fact much of this needs to happen on a frequent or ongoing basis. There are however some key conversations that do need to be had, and the earlier in the process, the better. A coaching engagement that stands on a platform of agreed needs, scope, and level of ambition is surely healthier than one based on the offer of technical help or of facilitating a process whose goals no-one is able to articulate.

The tools we use and demonstrate through workshops will be used more informally and naturalistically in a coaching context, but they’re still valuable. All the more so, some of them! What coach wouldn’t want to be able to ‘flip’ obstacles into outcomes, identify the drivers behind pet solutions (and thereby open up the possibility of alternative solutions), or turn the vague into something actionable? These are very teachable skills. So too are the highly reusable skills of framing hypotheses and developing actions. Many coaches will find what Agendashift says about organisational design interesting too.

Coming up in the next few weeks are opportunities to experience this for yourself, with events in Hamburg (Feb 9th & 10th), Manchester (March 23rd), Edinburgh (April 6th), and Oslo (April 21st). Don’t see one near you? Get in touch and we’ll see what we can arrange together.

This was the second of three related posts (posts 3 coming soon):

  1. Lean-Agile transformation as Lean-Agile process
  2. Agendashift as coaching framework
  3. Agendashift as Good Strategy

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Lean-Agile transformation as Lean-Agile process

[Update: Section/chapter 2 previously named Analysis is now Exploration. Thanks to Mike Leber for the suggestion made at last week’s Agendashift facilitator day in London. 1. Discovery, 2. Exploration, 3. Mapping – that’s a nice progression! Some edits made to reflect this change.]

Did I mention that I’m writing another book? Writing begins in earnest next week, and the wait is killing me! Nearly three years after Kanban from the Inside, I again feel the compulsion. I have to do this!

The new book’s first five chapters mirror the five main sections of the Agendashift transformation mapping workshop:

  1. Discovery: Identifying strategic objectives, obstacles, outcomes, and change strategies
  2. Exploration: Debriefing your Agendashift values-based delivery assessment, prioritising opportunities, and agreeing scope
  3. Mapping: Building a transformation plan
  4. Elaboration: Generating, framing, and developing actions
  5. Operation: Organising for continuous transformation

If you’re anything like me, you might thinking “Plenty of plausible-sounding words there, but what makes the process Lean, Agile, or Lean-Agile?” It’s a fair question – there are enough linear, top down, cookie-cutter, imposed, consultant-knows-best, and resistance-trumping models out there and we surely don’t need another one! Can we instead demonstrate collaboration, iteration, flow, pull, feedback and the rest?

There’s an old Lean trick that I’ll be employing in chapter 5: review the process backwards, from finish to start, from life at the operational sharp end and back to the fuzzy front end. Here’s a preview, and it describes a process for organisational transformation that with just a few substitutions could easily describe a Lean-Agile process in the product or service space.

5. Operation

We meet frequently to review progress on the changes we have in progress and to share what insights we’ve gathered along the way. We’re validating the impact of our most advanced experiments to help us decide whether or not to adopt them formally. Some of our other experiments haven’t reached that stage yet – we’re still testing changes for their usability (there’s no point in endorsing changes that won’t stick). Still further upstream we keep a small backlog of prioritised and well-understood changes to work on as soon as capacity permits.

4. Elaboration

We’re careful not specify changes until we’re close to needing that level of detail – this isn’t big design up front (BDUF) but a just-in-time (JIT) process. Leaving it until the last responsible moment gives us the opportunity to incorporate feedback from previous experiments (successful changes or otherwise) and to take into account recent environmental changes outside our sphere of control.

Where appropriate (which is much of the time) we use the language of Lean Startup and A3 to frame and develop our actions. We take the outcomes that are the main units of currency of the transformation map and from them form hypotheses, identify who should to be involved in the change (to a significant extent we’re our own customers here, but therein lies a trap), design pilot experiments to test our assumptions, and so on.

3. Mapping

There’s much still be achieved, and it’s important to keep our ideas organised. Call it a planning tool if you like, we use a transformation map, highly analogous to a story map, except that the elements being organised aren’t features, user stories or job stories, but the outcomes we’d like to achieve through our transformation.

[Aside: The analogy is strong – the ‘so that…‘ elements of user stories and job stories are outcomes too of course.]

The categories under which outcomes are organised may describe the stages in a transformation journey or simply identify high level themes; sometimes one evolves into the other. This organisation comes under periodic review as we step back from the day-to-day and reflect on our overall progress.

We prioritise within categories before looking across categories and deciding on what we will work on next. In setting priorities overall, we may choose to give special emphasis to a particular category for a while, or decide instead that it’s better to choose a minimal set of complementary changes from across the board.

2. Exploration

Exploration keeps the transformation map both based in reality and connected with the vision, the output from Discovery. What do we know? What can we find out? What seems to be important? Who should we talk to? Where are the most promising opportunities? What’s our scope?

With Agendashift, exploration is a generative process. Informed by the results from the assessment tool, we collaborate on identifying opportunities and their respective obstacles, then ‘flipping’ those obstacles into the outcomes that will become either the work items or the organising themes on our transformation map.

We do enough of this up front to prime the pump and to get a good sense of what it is we’re really dealing with. We revisit it periodically; as our transformation progresses, so too does our understanding of what’s urgent, what’s possible, and where we think we’re headed.

1. Discovery

What would it be like if everyone were able to work at their best, individually, within teams, and across teams? What if we could have the right conversations between the right people always happening at just the right time? What if everyone always got what what we needed at just the right time too?

Why don’t we have that now? What obstacles lie in the way of achieving that? Can we go from all of that to a set of goals? What kinds of delivery approaches will be appropriate for the kinds of outcomes we seek? Who do we need to engage in the process?

This was the first of three related posts (post 3 coming soon):

  1. Lean-Agile transformation as Lean-Agile process
  2. Agendashift as coaching framework
  3. Agendashift as Good Strategy

If you’re a Lean-Agile practitioner and can see yourself using these tools, check out our partner programme. If you’re a sponsor of change and think this might work for you, check out our partner directory. In either case, check out our events calendar for a public workshop near you. If you don’t see one or you’d like one internally, get in touch.

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