Company Culture under Pressure | Growing Business changes Behaviour

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In the beginning everything is very simple: flat (because non-existent) hierarchy, open doors, and teamwork. The larger the company is, the more employees demand for “”professionalization”". Roles and hierarchies are defined, meanwhile the company solidifies.
Instead of having fun, employees suffer in neverending meetings.
Is that necessary?
How do you remain mobility, lightness and fun while growing business?

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Company Culture under Pressure | Growing Business changes Behaviour

  1. 1. BERATUNG JUDITH ANDRESEN Growing business changes behaviour | Talk Agile on the Beach | September 06, 2013 COMPANY CULTURE UNDER PRESSURE
  2. 2. Project Coaching Consulting Project Audits judithandresen.com @janosch007 BERATUNG JUDITH ANDRESEN BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE2 | More Presentations REMARKS LINKS
  3. 3. BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE3 RULES FOR THIS TALK _ Tweet @janosch007 _ Ask, if you have questions _ Coaching
  4. 4. BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE WHO IS THIS TALK FOR? _ Dan North: „Agile doesn‘t scale“ _ „We used to be a wonderful company. That‘s gone.“ 4 Understand how growing company size impacts your behaviour and deal with it
  5. 5. How do we behave in groups Typical tacit assumptions about work What to Do BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE6 @janosch007
  6. 6. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN We have always organized ourselves in groups 7
  7. 7. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN 3 8 Information flow Decisions Roles
  8. 8. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN _ Cross functional, open communication _ No explicite processes _ No hierarchy* (but: alpha-, beta-, omega-voices) 9 IN THE BEGINNING Managing Organizing *Last decision through founder
  9. 9. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN _ Sharing a common goal _ Frequent, informal meetings & offers of help 10 TRACK & TARGET
  10. 10. _ Members share we-feeling. _ There is an atmosphere of trust. _ Team members aim to a shared goal. _ The goal of the team is more important than personal goals. _ Team members know tasks, roles and status of each other COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN A PERFECT TEAM 11
  11. 11. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN 8 12
  12. 12. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN The best architectures, requirements, and designs emerge from self-organizing teams. 13 11TH PRINCIPLE | Agile Manifesto
  13. 13. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN SOME MATHEMATICS IN RELATIONSHIPS 14 2 employees / 1 Relationship 5 employees / 10 Relationships 10 employees / 45 Relationships 20 employees / 190 Relationships We need structure! We need responsibilities! n(n-1)/2
  14. 14. A new role: team leader* * Invent a role title COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN15
  15. 15. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN 25 16
  16. 16. Organizing COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN Group Organization 17 Managing
  17. 17. Processes Policies Practices COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN18
  18. 18. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN Us against them 19 | Who do we trust? Beware of your brain, Linda Rising
  19. 19. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN20 SCIENTIFIC MANAGEMENT (TAYLORISM) I. Seperates "Plan" / "Work" (white / blue collar) II. Specialists for discrete, unambiguous work III. Different payment (piece rate) IV. Time & motion studies V. Definition of the daily workload
  20. 20. Scientific Mangement focuses on planning* *Stop Thinking! COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN21
  21. 21. INTERDISCIPLINARY SUCCESS OF PROJECTSBERATUNG JUDITH ANDRESEN22 AGILE MOVEMENT | http://www.morguefile.com/archive/display/682878 Cross functional Self reflecting / Feedback Transparency Self Organizing
  22. 22. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN 80? 23
  23. 23. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN A lot of organizations grow up to this size 24 | Who do we trust? Beware of your brain, Linda Rising 8 x 8 + 8 + Y
  24. 24. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN I. Goal setting through the board II. Task management by the board III. Micro management 25 COMMAND & CONTROL | Agile Manifesto
  25. 25. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN MOTIVATION KILLER #1 MOVING TARGET & CONTROL 26
  26. 26. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN 147.5 27
  27. 27. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN Dunbar's number is a suggested cognitive limit to the number of people with whom one can maintain stable social relationships. These are relationships in which an individual knows who each person is and how each person relates to every other person. 28 | Dunbar's number
  28. 28. How do we behave in groups Typical tacit assumptions about work What to Do BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE29 @janosch007
  29. 29. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN30 „This is how we do things around here“ | D. Bright und B. Parkin (1997), Human Resource Management – Concepts and Practices
  30. 30. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN31 3 LEVELS OF COMPANY CULTURE Values Support "Fast"Loyalty Artifacts Rituals ProductsUniforms Tacit assumptions Nature BusinessHuman beings | http://en.wikipedia.org/wiki/Organizational_culture (Schein‘s Model) Physical artifacts Behaviour (Rituals, Stories) We can talk about it!
  31. 31. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN32 The corporate culture is deeply rooted in corporate behaviour. It is based on the tacit assumptions ​​of all employees.
  32. 32. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN Every (new) employee‘s thoughts and assumptions affect the company culture 33
  33. 33. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN34 #01 The founder has the right to change any process at any time
  34. 34. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN35 #02 It worked for two years. It‘s a perfect process. We just need to follow the rules
  35. 35. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN36 #03 If we did { SCRUM | Kanban | XP } as it is described in the textbook, the process would succeed
  36. 36. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN37 #04 We are doing a great job. The client is an idiot
  37. 37. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN38 #05 I am not professional when I share my emotions
  38. 38. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN39 #06 We need to grow
  39. 39. How do we behave in groups Typical tacit assumptions about work What to Do BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE40 @janosch007
  40. 40. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN TALK ! 41 Processes Practices Policies
  41. 41. panic learning COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN DISCOVER THE LEARNING ZONE _We prefer to stay in the comfort zone _Organizations need to enter the learning zone _We fall back to old habits in the panic zone 42 comfort Zone | http://sethsandler.com/productivity/3-zones/
  42. 42. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN Introspect your team / company behaviour in retrospectives 43
  43. 43. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN OPEN SPACE MEETINGS 44
  44. 44. _ Follow the agile path _ transparency _ self organization _ feedback _ Open Daily Meeting _ Open Priority Meeting _ Monthly Vision Meeting _ Quarterly Company Meeting _ Meta KanbanBoard for the company COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN45 META COMMUNICATION
  45. 45. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN IN A NUTSHELL 46 | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/ Organizational change: groups with a max. of 8 persons Check & change: processes, practices, policies Define information flow + communication between groups
  46. 46. BERATUNG JUDITH ANDRESEN www.judithandresen.com/blog/vortrag/ Image: Alexander Stielau QUESTIONS?

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