Agile Management Innovations @ Manage Agile Berlin 2012

•

9 likes•4,456 views

Bernd Schiffer

Read more about AMI here: http://agiletrail.com/2012/11/08/agile-management-innovations-a-primer/

Business

AGILE MANAGEMENT
INNOVATION -
CHANGE ORGANIZATIONS
Christian Dähn & Bernd Schiffer
16.10.2012 Manage Agile

+ =?

Agile Teams
within
Organisations (Reality)

Agile Teams
within
Organisations

(Goal)

Flow http://de.wikipedia.org/w/index.php?title=Datei:Superman_Logo.svg

Autonomy
Mastery
Purpose

Runner in Hyde Park http://www.ﬂickr.com/photos/thewolf/5694308172 by The Wolf http://www.ﬂickr.com/photos/thewolf

Organisational Sociocracy
Retrospectives/
Open Retreats No
Books Job Title/
Description
Reverse
Accountability
Open
Proﬁt- Salary Col-
Sharing Structure laborative
Teams
Money Open
Infrastructure
Slow
Space Communication Hiring
Happiness-
Technology
Index
through
Peerbased
Salary
Salary Self- Team
Determination
Determination
Team
Empowerment

AMI Slack
Konsent

Concrete
Delegation Experiments
Decisions Peer
Work Customer
Feedback Innovation
on Sight and Innovation Days

Simple True
Rules North Mastery Net
Mentoring 360° Promoter
& Coaching Evaluation System

Slack

http://en.wikipedia.org/wiki/File:8puzzle_example.svg

http://soup.johl.io/post/83978061/Trollin

sens
t
Kon-

Open
Space

http://www.ﬂickr.com/photos/ripton/3306995619/

Teams
(Organizational Partitioning)
http://www.ﬂickr.com/photos/budslife/1771179517/

Christian Dähn
Bernd Schiffer

‣ @da_chrisch
‣ @berndschiffer
‣ christian.dähn@it-agile.de
‣ bernd.schiffer@it-agile.de
‣ http://slideshare.net/berndschiffer
‣ http://agiletrail.com
‣ http://it-agile.de/ami

Christian Dähn
Bernd Schiffer

Thank you! ‣ @da_chrisch
‣ @berndschiffer
‣ christian.dähn@it-agile.de
‣ bernd.schiffer@it-agile.de
AGILE
MANAGEMENT ‣ http://slideshare.net/berndschiffer
‣ http://agiletrail.com
INNOVATION ‣ http://it-agile.de/ami
16.10.2012 Manage Agile

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Have you ever felt like your team’s continuous improvement is stalling, and all the best attempts of running effective retros don't get them to a higher performing state? Teams that avoid conflict at all costs or even just feel uncomfortable embracing conflict have a big problem. They will sweep things under the carpet to not rock the boat. And often it doesn’t even matter if the boat is smoothly sailing or in trouble already. Hence, even game changing ideas end up under, instead of on the carpet, and can hence prevent amazing technical, product, and process improvements. The reason for this behaviour is that people and whole teams fear conflict, as they don’t know how to deal with it. A team in harmony is a good thing after all, right? Wrong! In this session we will address why you want conflict in your teams, healthy conflict of course, but conflict nevertheless. We’ll present useful strategies and tools on how teams and individuals can get in touch with conflict. You will learn how to utilise these strategies and tools for better outcomes and a much better team culture, too (even if the latter sounds counterintuitive). So come along to be slightly pushed out of your theoretical comfort zone and learn to make (healthy) wars, not (only) love!

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Here's the video https://youtu.be/OJMiUnfod3A Even if organisations try to follow most of the Agile values and principles, they most often neglect sustainable pace as a substantial part of being Agile. Unhappy, stressed out, overworked and exhausted people are the result. And it's getting worse: Australians worked on average an extra 6 hours per week in 2018, an increase of 1.4 hours since 2016. It makes a difference to be aware of what unsustainable pace looks like; why organisations insist on doing it, even though it doesn't make sense economically; what the causes and effects are; how bad the situation really is; and how an effort to achieve sustainable pace could pay off big time. Agility is not achieved by organisations because of working unsustainably, but—on the contrary!—because of striving towards sustainable pace. Sprint after sprint after sprint? Burning the midnight oil? Competitive company culture? Always available thanks to tech? No focus thanks to distractions? It's a trap to think that this is good or necessary. It is not. Treating sustainable pace as a first principle in an Agile context again wins in the long run over any attempts to taking short-cuts aiming for short-termed gains.

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“Warum wollt ihr denn mich als Keynote-Speaker haben?” frage ich den Fachbeirat, um die Vision zu klären. Agil macht man das ja so. Als Antwort kommt ein Mix aus “Veränderung von Agil über die Jahre und kulturelle Unterschiede” und “Agil im Wandel der Zeiten und Kontinente”. Und weil ich nach Australien ausgewandert bin, kommt auch noch die Erwartung auf “eine kritische Reflexion…, wie er seine ursprünglichen Ziele anpassen musste”. Damit kann ich was anfangen. Das Agile Mindset hat sich deutlich verändert in den letzten knapp 20 Jahren: Pair Programming ist gut, Mob Programming ist besser; Customer Collaboration ist nicht mehr genug, Customer Delight wird verlangt; Agile Teams sind die Basis, darüber hinaus skalieren wir und sind in allen Bereichen der Organisation Agil. Kulturelle Unterschiede kenne ich auch, insbesondere zwischen Deutschland und Australien. Beispielsweise die Fähigkeit zum Konflikt oder wie direkt oder über Umwege miteinander kommuniziert wird. Aber die kulturellen Unterschiede zwischen etwa Banken und mittelständischen Organisationen wiegen doch noch schwerer als die zwischen den Kontinenten. Persönlich bin ich - natürlich - mit einem Agile Mindset nach Australien ausgewandert. Das hat schon sehr geholfen, insbesondere das “Responding to Change”. War nicht immer einfach, aber meine Frau und ich ziehen gerade unseren australischen Nachwuchs groß und sind zur Zeit immer noch Down Under mit unserem australischen Mindset.

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Agile Management Innovations @ Manage Agile Berlin 2012

1. AGILE MANAGEMENT INNOVATION - CHANGE ORGANIZATIONS Christian Dähn & Bernd Schiffer 16.10.2012 Manage Agile + =?

2. Agile Teams within Organisations (Reality)

3. Agile Teams within Organisations (Try…)

4. Agile Teams within Organisations (Goal)

5. Theory Y

6. Flow http://de.wikipedia.org/w/index.php?title=Datei:Superman_Logo.svg

7. Autonomy Mastery Purpose Runner in Hyde Park http://www.ﬂickr.com/photos/thewolf/5694308172 by The Wolf http://www.ﬂickr.com/photos/thewolf

8. Agile Management Innovations (aka AMI)

9. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

10. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

11. Slack http://en.wikipedia.org/wiki/File:8puzzle_example.svg

12. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

13. http://soup.johl.io/post/83978061/Trollin sens t Kon-

14. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

15. Open Space http://www.ﬂickr.com/photos/ripton/3306995619/

16. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

17. Mentoring & Peer Feedback

18. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

19. Teams (Organizational Partitioning) http://www.ﬂickr.com/photos/budslife/1771179517/

20. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

21. Open Books

22. Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent Concrete Delegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System

23. Shareholder = Employees

24. Organisational ✓ Sociocracy ✓ Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability ✓ Open Proﬁt- Salary Col- Sharing Structure laborative Teams Money Infrastructure ✓ Open Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Delegation ✓ Konsent Concrete ✓ Slack ✓ Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True North ✓ Rules Mentoring Mastery 360° Net Promoter & Coaching Evaluation System

25. Pull

26. Go...!

27. Lewin's Equation b f(P,E)

28. Management Experiments + =?

29.

30. Christian Dähn Bernd Schiffer ‣ @da_chrisch ‣ @berndschiffer ‣ christian.dähn@it-agile.de ‣ bernd.schiffer@it-agile.de ‣ http://slideshare.net/berndschiffer ‣ http://agiletrail.com ‣ http://it-agile.de/ami

31. Christian Dähn Bernd Schiffer Thank you! ‣ @da_chrisch ‣ @berndschiffer ‣ christian.dähn@it-agile.de ‣ bernd.schiffer@it-agile.de AGILE MANAGEMENT ‣ http://slideshare.net/berndschiffer ‣ http://agiletrail.com INNOVATION ‣ http://it-agile.de/ami 16.10.2012 Manage Agile

Agile Management Innovations @ Manage Agile Berlin 2012

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