Ignore middle-managers at your peril! Why middle-managers hold the key to successful Agile transformations

Full Name(s): 
Biase De Gregorio
Biase has over 14 years of project and programme management experience and over the last 5 years has built a passion around Agile as it is common sense and is true to his personal values. He is the head of the Agile service offering at IQ Business called agility@IQ that provides Agile training, coaching and consulting to assist organisations transform from a traditional approach to product development to an agile approach. He is passionate about sharing his knowledge and experience as well as learning from others through the Agile training and coaching. Biase and his team have trained over 2000 delegates in the last 24 months on Agile, Scrum, Kanban and Scaled Agile Framework (SAFe). Biase has also presented several talks on the topic of Agile and looking beyond Agile with regards to the role of the business analysts, how CEM aligns with Agile and various others. Biase has obtained several relevant certifications that include PMP, Prince 2 Practitioner, Certified ScrumMaster (CSM), Agile Certified Practitioner (ACP) and SAFe Program Consultant (SPC) that allows him to provide both a practical and pragmatic approach to Agile transformations
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management! Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist. My talk will focus on how to manage successful change by: - Suggesting reasons why middle managers resist change - Typical behaviour from middle management undergoing a transformation - How to transform middle management into change agents - Key practices, tips and techniques on how to deal with this challenge
Learning outcomes: 
• The importance of change management in Agile transformations • Why mandated change fails • Understanding the difference between mandated change and collaborative change • Lessons of the key role that middle management has in an agile organisation and the impact they have on large scale transformations. • Practices and tips to elicit the required buy-in from middle management
Audience Level: 
Pre-requisite knowledge: 
Session Type: 
Agile transformation
Change management
Middle management buy in
Executive buy-in