The transformation is the transformation of the people. When you start thinking differently about how you approach projects, that's the transformation. There are skills required around collaboration. When you go into an agile meeting, you don't tell everybody how you're going to do stuff. When you go into a team meeting you ask them, “We have this problem, how are we going to do it?” Then the ideas start coming forward, because if one person takes over.... There's all this training down at the implementation level, which exists today.
From a “people person” point of view, it's higher up the Maslow hierarchy where we're going to achieve outcomes. There's a video that I reference here from David Marquet, who used to be a naval officer. He ran submarines. It took a year for a captain of a submarine to understand every detail. You had to know everything about the submarine to run it. He was switched over to a new submarine. He didn't know anything about it. All of the team knew exactly what to do, but they were waiting for him to give them orders. He said, “I'm going to submerge the submarine now, what do you think?” And they'd say, “Sir, I don't know if that's a good idea.” Then he'd say, “Well, why?” They'd tell him. He turned it around. You can watch the video. It's excellent.
That's the kind of change. People who are involved in agile projects are getting things done. It's a much nicer place to work. It's less stressful. People are achieving outcomes, so they're rewarded. I've seen too many guys in government and the bureaucracy who run the soccer league, because that's where they get their sense of accomplishment.
