Where Would You Like to Work?

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Pawel Brodzinski

According to Gallup poll only 13% of employees globally are engaged. It's not without a reason. Most workplaces are environments that don't enable engagement, motivation and satisfaction. Such a job won't make you happy but more importantly won't let you fulfill your potential. So what kind of work you would like to have?

Leadership & Management

Where Would You Like to Work?

Where Would You Like to Work?

Where Would You Like to Work?

Where Would You Like to Work?

Where Would You Like to Work?

Where Would You Like to Work?

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For years I was telling you how awesome self-organization and autonomy are in the context of organizational design. Well, I lied. Let me share a story about a company that has been a poster child of self-organization and autonomy, bringing them to the extreme and building its organizational culture around them. Everything was as rosy as you might have expected if you'd read books about progressive organizations. That is until it wasn't. The engagement fell flat on its face. The atmosphere nosedived. Attrition crept in. Self-organization, vast autonomy, and radically decentralized control became as much a solution to address the old problems, addressing vastly outdated management principles, as a source of a ton of new friction. We'll look at what went wrong and why. We'll make a sobering realization that making our organizations “fit for the future,” as some management thought-leaders propose, is much harder than it looks on paper. It is a failure story. And a personal one, as I'm going to talk about the company, I've spent almost a decade with – Lunar Logic.

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Recently we get more and more aware of how privilege in society works and how it affects opportunities available to different groups. What we miss out is that a similar power dynamic is in play in the modern workplace. Decision-making power and position in the hierarchy are privileges and they influence how organizations act. Not only does it make companies unprepared for the challenges of the evolving world but also reluctant to change in order to get ready for these challenges. To change the status quo we need to rethink the management models we use in the modern workplace. Interestingly, we know the solution, except we were using it to cure a different disease. Self-organization has been widely adopted in order to improve the performance of our teams. So far, though, we failed to exploit its potential to create the workplace that is more humane, fairer, and most importantly better fit for the future.

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When we talk about effective teams discussions almost always boils down to processes, methods and practices. As a matter of fact, it was the part of our story at Lunar Logic. However, on our evolution toward becoming a company with no managers we uncovered a whole another context to that dispute. Emotional safety is something you’d rather expect to discuss at a psychologist’s couch and not in a professional setup. In modern workplace it is a common expectation that we suppress our emotions. At the same we learned time emotional safety is the superpower that improves problem solving skills, boosts learning, enables feedback, and triggers personal development. However, extremely often it is a blind spot that prevents organizations to get to the next level. Having said that, you can’t just roll out emotional safety just as you introduce a new method or a new tool. Let me discuss what can be done to introduce emotional safety at work and how it transformed us as an organization and as individuals. Ultimately, let me share how it catalyzed effectiveness in individual, organizational and, most importantly, commercial context.

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When we think about self-organization the obvious context is a team. Everyone in the Agile world have heard about self-organized teams. We expect a boost of engagement and productivity when people aren’t told how to organize themselves. Interestingly enough, despite all the benefits we see at a team level, almost no organizations try to scale the concept of self-organization up. The reason is the hierarchical power distribution structure that is at the core of almost all organizations. We commonly call it management. Introducing self-organization throughout the organization would require to redesign how it is managed. Is it even possible? Let me walk you through that story. At Lunar Logic in less than 4 years we evolved from a traditional organizational model with strong management to fully self-organized company. Our CEO has equal access to information and equal decision-making power as an intern who we hired last month. We have no managers and are in need of none. We are not crazy, mind you. The company didn’t collapse. Conversely, the retention has improved, motivation went through the roof, and financially the company has never been more stable as it is now. While I won’t lie that it’s been easy, the outcomes speak for themselves.

A Workplace with No Managers

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I often hear complaints that we don’t have enough great leaders in our organizations. If, as Jerry Weinberg points, leadership is a process of creating an environment where people become empowered let’s focus on how we create and evolve environments we work at. One issue is the system. W. Edwards Deming famously said that a bad system will defeat a good person every time. Then we should discuss how we build our teams and how it contributes to our goals. Finally, we have organizational culture that is blood of every company and influence all behaviors. All these bits are inseparably interconnected thus if we want to create an environment where leadership thrives we need to take all of them into account. Let’s take a look at how these ideas may be applied in practice. In Lunar Logic eventually but inevitably everyone becomes a leader. We simply pay attention to how the organization is designed in a broader context. That’s the story I will share. After all, there's no shortage of leaders, only a shortage of companies that let leadership emerge.

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If, as Jerry Weinberg points, leadership is a process of creating an environment where people become empowered let’s focus on how we create and evolve environments we work at. One thing is how we build our teams. If we focus only on technical skills we won’t cover the leadership gap. Another issue is the system. As W. Edwards Deming famously said, a bad system will defeat a good person every time. If we hire great people but put them in highly constrained environment they won’t thrive. Lastly, we have an organizational culture, which is a steering force behind everyday leadership acts or lack of them. It is also one of the main reasons why many transformations fail. I will show how all these areas are inseparably interconnected and how we need to change all three to evolve toward participatory leadership. The end result is that every team member overtakes a role of a leader dynamically, depending on the context. Research on collective intelligence shows how flawed our recruitment approaches are. Experience of system thinkers suggests how much potential is hidden in improving the system. Finally, an organizational culture is what adds meaning to our actions thus is a crucial enabler of change of our behaviors. These are building blocks of the participatory leadership approach. This isn’t just a theory. In Lunar Logic we’ve put this theory into practice. You will learn our story along with why we believe it works. Even though some of the ideas shared during the session may sound counter-intuitive or even radical we are the living proof that it can be done.

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The more failed projects and the more underperforming teams I see the more I am convinced that we focus on the wrong things. Neither technical excellence or even a great team is enough to build sustainable organization that delivers and keep its clients happy. The bit we keep forgetting about is organizational culture. The soul of every organization that heavily affects everything that is happening around. It’s not a surprise. For something as intangible there is no recipe, thus evolving organizational culture is never a sure shot. Bear with me when we explore how to tame this fuzzy beast. You may learn why some of your efforts were failing or how to be a better leader or that it’s time to move on and find a new job. Most of all you will understand one more layer of a complex environment we call a workplace

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One of areas of constant struggle for many organizations is managing portfolio. Too many concurrent endeavors, commitments made without available capabilities, lack of discussion about expected value and cost of delay, disconnection between portfolio management and work organization on team level, constant expediting, highly insufficient or inaccurate information... If any of these sounds familiar it indicates common issues on portfolio level. Interestingly enough, in these areas improvements are rare and traditional models surprisingly prevalent even in organizations that adopt agility across development teams. At the same time very frequently low-hanging fruits can be harvested at PMO level after introducing fairly simple improvements. In this session I will describe how Portfolio Kanban can be used to steer evolution not only at PMO level but across an organization and show how it can be orchestrated with introduction of Lean and Agile on team level.

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Let’s talk for a while about how we build our teams. Best technical talent that we can find. Good engineering practices. Craftsmanship. Aren’t we full of that stuff? Oh yes, we are. Surprisingly enough that’s exactly the problem. Last time I checked building software has been a team sport. So the question is: what does make a team effective? Once the question is answered we may want to rethink the ways we build our teams.

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What pictures do we have in our minds when we think about effective software development? Code quality, continuous integration, pair programming or what have you. While I’m a big fan of all of them I would challenge the concept that this is the only, or the most important, area which developers should focus on. Building software is a collective effort of people working in different roles and this should always be a starting point to a discussion about effectiveness. The missing piece may be software craftsmanship but it may also be handful of dull chores that few would fancy doing. How can we tell? What should we use as guidance? And, at the end of the day, how to build software effectively?

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Very frequently, when we discuss a change initiative failure, we point as one of key reasons of the failure lack of support from top management. Much effort on team level is wasted because the organization on high level is set up to preserve status quo. For a change agent looking to set an organization on a path on continuous, evolutionary change addressing the issue of stale mindset of the leaders of the company is frequently the key obstacle to overcome. Usually, a different set of tools is required to achieve that, especially for internal change agents who have hierarchy working against them. I will show how we can use Portfolio Kanban as a low-friction method, which might be used by change agents, to steer mindset change among top managers. Similarly to team-level Kanban a few simple rules help to change how we look at project or product portfolio and how the work flows on high level. Thinking about Kanban on portfolio level introduces the whole new set of challenges that can’t be solved with standard approach, so it is also a story about Kanban versatility and adaptability. After all, if end results include better understanding of how the work is done, improved effectiveness and healthier work environment for teams it is worth giving a try, isn’t it?

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When we think about improving effectiveness we often focus on team level. The sources of ineffectiveness, however, are often rooted on a different level - in project portfolio. Too many concurrent projects, little knowledge about available capabilities and lack of discussion on cost and value often result in a situation where main decision factor is a gut feeling. Common approaches to solve the problem are heavy-weight and strongly formalized. On the other hand Portfolio Kanban is a low-friction method that allows tackling the issue steering change at PMO level. As with every Kanban implementation there is little, if any, changes at the very beginning and changes are steered in evolutionary manner. The picture isn’t rosy though. As long as you can say that there are standard approaches to introducing Kanban on a team level, there are no for portfolio level. As long as the method itself is easy to operate, its implementation is going to be anything but obvious and simple.

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With only a few principles which Kanban prescribes it can’t be treated as a method which directly shows how to organize a team or the way it works. What more, it is advised to start Kanban implementation without changing the process which is currently in place. How Kanban catalyzes improvements then? Basing on examples from different teams the presentation shows patterns of emergent properties – best practices and process improvements which are introduced with no direct management action. As these behaviors are emergent not only are they adjusted to local specifics but also there’s little resistance against them. This mechanism makes Kanban, despite the method’s simplicity, a great tool to foster improvements.

Kanban Improvements

Kanban Improvements

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Pawel Brodzinski

Kanban is more and more popular approach among teams working on building software. At the same time it is probably the most light-weight approach which is applicable in such cases. What exactly Kanban is? How does it work? When, where and why it is worth to adopt it? The session describes basic rules of Kanban and explains when the method, or its elements, is worth applying in software development teams. Comparisons to both: formal approaches and agile methods, with special focus on Scrum, help to understand Kanban specifics and learn when it might be a suitable option for teams.

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Pawel Brodzinski

Kanban is considered very light-weight yet very effective method helping teams to organize their work and make their flow effective but most importantly to foster continuous improvement. Cost of introducing Kanban is very low and usually first effects of its implementation show up pretty quickly. However it doesn't mean that Kanban will survive in any environment. The method has some weak spots, which a team should take care of, otherwise there can be little value of introducing it. Addressing potential issues related to Kanban implementation is as crucial to its success as knowing its strengths. It is also very important to plan for those risks so a team can get much value out of introducing them method. The presentation discusses a number of different Kanban weak spots, showing their negative effects and advising how they can be avoided which helps teams to make improvements fostered by Kanban sustainable. Both: problems and solutions are based on real-life stories of teams facing issues connected with adopting Kanban.

Kanban Weak Spots

Kanban Weak Spots

Kanban Weak Spots

Pawel Brodzinski

Issues with communication are commonly stressed as one of pain points in project teams. We often react trying to formalize communication setting a lot of rules and expecting it would solve the problem. Unfortunately it doesn't really work. It because the real reason isn't lack of will to share information among a project team but burden attached to it. If we were able to make communication easy and nonintrusive for both those who share and those who receive information it would be a great tool to improve information flow and, as a result, organization as well. And this is where visual management comes to the rescue. A set of simple tools: whiteboard, markers and a set of sticky notes can help to solve many of communication issues we face. What more flexibility and cost of such simple means is no match for any software, which makes them a perfect investment. Are you ready to pass on such a powerful tool? The presentation will show a set of different real-life problems pointing how visual management can help in solving them. The session will also describe why and when the method works successfully.

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