There are a few dimensions to get right before scaling a dojo program. In this webinar, we’ll look at the need for real measures that correlate to impact, the need for quality coaches who bring not only knowledge but experience, and getting to pull-based -- where teams want to come into the dojo rather than being forced -- as the three accelerants to scaling a dojo. We’ll also detail a model we use for scaling once these preconditions are met. Join us on December 2 for Part 3 of our 3-part webinar series on Enterprise Dojos. David Laribee and Nate Ashford, pioneers of the dojo approach, will describe strategies and tactics for scaling dojos intelligently. You will learn about: - What quality of coaching means and why it matters - Innovating on dojo measurements -- from in-house maturity models to metrics that matter - Why “pull-based” dojos are more sustainable in impact and generate greater demand in organizations

1. ©2021 Cprime, Inc. All rights reserved and no copying without express written permission. CPRIME.COM | 877.800.5221

2. How to Scale a Dojo’s Impact
Strategies And Tactics For Scaling Dojos
Intelligently

3. SPEAKER
David Laribee
Head of Dojos
Cprime

4. AGENDA
01 LEVEL SETTING
02 QUALITY COACHING
03 INNOVATING ON DOJO MEASUREMENT
04 FROM PUSH TO PULL

5. LEVEL SETTING

6. EXERCISE
MINS
dojo | ‘do, jo |
noun
A six week deep dive in which teams set technical,
business, and product goals, identify success metrics,
and iterate rapidly, sharing their progress and learning⎯
all while supported by dedicated experts.
6

7. DOJOS
A dojo is a place where teams come together to FOCUS on learning
Dojos provide…
• An immersive learning experience
• In a dedicated location
• For a fixed period of time
Dojos foster the use of…
• Collaborative problem solving
• To achieve specific outcomes
• Via rapid learning cycles

8. QUALITY COACHING
AND WHY IT MATTERS

9. EXAMPLE 1
QUALITY OF COACHING MATTERS

10. • Practitioners with a coaching skill: technical coaches, product coaches.
• Agile is the gift with purchase; it’s our common language.
• The pace can be a little daunting at first. Coaches need to develop
• We’re coaching as a whole team and often pairing within challenges.
COACHING IN THE DOJO IS DIFFERENT

11. PRODUCTS AND TEAMS SCALE DIFFERENTLY
Viability
Feasibility
Desirability
Desirability Feasibility
Desirability
Desirability
0
Starting Point
1
Problem Insight
2
Problem/Solution Fit
3
Product Iterations
4
Product/Market Fit
5
Scale it!

12. PRODUCTS AND TEAMS SCALE DIFFERENTLY
0
2
4
6
8
10
12
14
QTR1 QTR2 QTR3 QTR4
Coaches Challenges / Qtr

13. GETTING TO A SUSTAINABLE PACE

14. A TYPICAL JOURNEY FOR COACHES
Recruiting
Candidate coaches self-identified or are
nominated by leadership. Experienced
coaches are recruited and hired from
outside of Fiserv.
Ready to Coach
Qualified candidates join a cohort of 10
coaches in a deep dive on coaching a dojo
workflow. Over a 5-week challenge,
coaches become prepared to work with
teams in a dojo.
Mentorship
After graduating “Ready to Coach”, new
coaches are paired with experienced
coaches to observe and gain confidence
facilitating plays and events within the
dojo.
Support
After a couple challenges, new coaches
are paired with experienced coaches (1+1)
to master the dojo challenge coaching
approach.
Nominate Promising
Candidates
Recruitment Interviewing
Consultant Coaches
New Coach Track
W0 W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17
Ready to Coach
Mentorship [2 exp + 2 new] Support [1 exp + 1 new]
Experienced Coach Track
Dojo Challenge 1
Dojo Challenge 2
Dojo Challenge 3
Support [1 exp + 1 new]
1 Quarter
Promising Candidates Mentorship [2 exp + 2 new]
Experience Level
Coaches work in pairs across
three main disciplines. Teams are
assigned coaches based on need
and maturity.
Workflow
Product
Technical

15. • Invest in people (coaches) first. Quality of coaching is highly
correlated to the team outcomes produced by your dojo.
• Coaching as more of a skill then a role.
• Kent Beck said, “you have to be satisfied with exponential
growth.” Coaches mentoring the next wave of coaches.
• Build slack into your coaching tempo.
• Enabling constraint: focus on working with high impact teams
vs. covering all teams.
A PROGRESSION TO SCALE

16. Innovating On Dojo Measurement
Getting To Metrics That Matter

17. • Tie measurements to dojo offerings.
• Your first mission: coach the team to understand how to use data in their product and
workflow experiments. Data serves the team.
• Aggregate measures across challenges to correlate team improvements as a result of dojo
challenges to larger impacts around business agility.
• Use “Net Promoter Score (NPS)” to measure the dojo program itself in the short term. Mid-
term? Collect data that helps you understand whether demand for dojo challenges
originates from the teams themselves.
METRICS THAT MATTER

18. Teams with a higher degree of
autonomy extend their capabilities,
exhibiting behaviors and mastering
skills important to each.
More siloed orgs align capabilities to
departments and, thereby, handoffs.
Dev Test Support
UX
Planning Arch
Discovery
Infra Sec Ops
CAPABILITIES

19. The Feature Delivery Team
Dev Test Support
UX
Planning Arch
Discovery
Infra Sec Ops
CAPABILITIES

20. We see a hard divide between
discover/delivery/ops in groups
new to scaled agile and/or in overly
handoff-driven organizations.
These groups tend to be more static
in their approach to learning.
Delivery-only teams are often
coupled to enabling specialists - UX,
DevOps, Performance, etc.
Dev Test Support
UX
Planning Arch
Discovery
Infra Sec Ops
The Feature Delivery Team
CAPABILITIES

21. Continuous Deployment
Dev Test Support
UX
Planning Arch
Discovery
Infra Sec Ops
CAPABILITIES

22. Dev Test Support
UX
Planning Arch
Discovery
Infra Sec Ops
A Dojo embracing DevOps culture,
practices, and tooling seeks to grow
certain capabilities including:
• Pipeline as Code
• Infrastructure as Code
• Security Compliance
• Pager Duty / SRE Model
CAPABILITIES
Continuous Deployment

23. Shorter
Time-to-
market
Painless
Releases
Continuous
Deployment
Pipeline
Dev Test Support
Infra Sec Ops
Planning
ASPIRATIONAL IMPACTS

24. Shorter
Time-to-
market
Painless
Releases
Avg Cycle Time <= 5 Days
Deploy Three Times Day
Improve MTTR by 20%
Decrease Change Failure
Rate By 20%
ASPIRATIONAL IMPACTS
Continuous
Deployment
Pipeline

25. MEASURING THE DOJO ITSELF AS A PRODUCT
How likely are you to recommend a Dojo challenge to a colleague?
1 2 3 4 5 6 7 8 9 10
Detractors Passives Promoters

26. GETTING TO A “PULL-BASED” DOJO: A FIRST
NORTH STAR
MAKE GETTING TO A PULL-BASED
DOJO YOUR FIRST NORTH STAR

27. From Push To Pull
Creating More Sustainable Impact and
Greater Demand

28. “Thou shalt go forth and spend 6 weeks in
the dojo.”
--Somebody at a higher paygrade
AKA “You GET to go.”
Demand only lasts as long as the
pressure does, and people are constantly
looking for an excuse not to come.
“That looks really cool! When can we do
that?”
--The Team
AKA “WE get to go.”
Demand increases as word spreads.
People start negotiating ways to free
themselves up to come.
DEMAND COMES FROM ONE OF TWO DIRECTIONS
PULL: BOTTOM-UP
PUSH: TOP-DOWN

29. • Don’t want to be there
• Aren’t really interested in learning
• Have no objectives for dojo
• Have no ownership in the experience
• Are just going to required training
“PUSH” TEAMS

30. • Want to be there
• Want something out of the experience
• Have specific objectives
• Are engaged learners
• Take ownership of their learning journey
”PULL” TEAMS

31. OBJECTIVE: CREATE AN APPEALING WORK ENVIRONMENT
Impacts to:
• Hiring / Retention
• Productivity
• Creativity / Innovation
• Morale => Pride in Work => Quality

32. • First few teams may need to be push
• Dojo staff will have to win them over
• Find ways to publicize / promote the
successes
• Ask teams for referrals
• Experienced
• Credible
• Fun
STARTING OUT
INITIAL COACHES NEED TO BE RINGERS
PROBABLY NOT THE IDEAL TO START

33. • Rituals
• Traditions
• Outreach
• Open demos
• Afternoon stretch breaks
• Graduation parties
• T-shirts & merch
• Mini-conferences
• Code-a-thons
• Meetups
DEFINITELY BRING THE FUN
EXAMPLES
MAKE IT EXPLICIT AND INTENTIONAL

34. CREATING BUBBLES OF SAFETY

35. REVIEW: TOP LEARNINGS
• Invest in developing coaches
• Measure outcomes aligned to dojo offerings
• Move as quickly as possible to a pull-based model

36. KEEP THE CONVERSATION GOING…
• Connect with Dave Laribee on LinkedIn
• Check out Cprime upcoming webinars, read our blog, download
whitepapers/case studies & more:
• cprime.com/resources
• Links to previous webinars in this series:
• Enterprise Dojos: Values, Principles, and Cultural Perspective
• How Dojos Make an Impact: Practical, Real Examples
• Share with us what topics you are interested in, ask us questions or give us
feedback!
• learn@cprime.com
©2021 Cprime, Inc. All rights reserved. Do not copy without express written permission.

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