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Don’t	believe	everything	you	think	
From	Agile	IT	to	Enterprise	Agility	
	
Brussels,	February	23rd	2017	
jaap.peters@delim...
AGILE	AS	A	MEANS	TO	REALIZE	THE	FUTURE	
My	hypothesis:
DeLimesDeLimes
How	I	spend	my	Hme	
(next	to	my	wife	and	three	children)	
&	have	wriPen	10	Management	Books
Cube Farming25.000 copies sold
Ants	are	Agile	(C.A.S.)
Humans	are	Agile
FOUR	NOTIONS	TO	REMEMBER
NoAon	1:	OrganizaAons	don’t	exist!		
•  OrganizaAons	can’t	be	grasped,	touched,	tasted	
or	smelled;		
•  They	are	part	of	...
The	Matrix	(He’s	beginning	to	believe)
More than 100 years Organization history
(1911-2017)
Before	the	reorganizaAon	
Decision	
making	
Telling	
them	
Do	what	
y...
NoHon	2:	OrganisaHons	are	inside	people/	
people	aren’t	in	organisaHons!
NoHon	3:	OrganisaHons	cannot	be	Agile;	Humans	can!
Double Sigmoid Curve
NoHon	4:	The	past	and	future	are	concurrent.
NU
Time
The Ad Interim
(changes between tradition and future)
So?	The	Future	must	have	started	at	some	point	in	Hme?	
•  If	an	organisaHon	is	just	an	illusion	in	your	
mind;	
•  What	d...
Onwards	to	organising	without	organisaHons.	
(OrganisaHons	you	might	have	in	mind	throughout	course	of	Hme)
Change	
	
	
Changing	the	organizaHon	
is	changing	the	
conversaHon	about	the	
organizaHon	(how	we	
produce	the	organizaHon...
AGILE	FOR	PROJECTS!	
AGILE	AS	ORGANISATIONAL-MODEL?
From	system-	to	social	environment	
from	Organisa,on	to	Coopera,ve
The	maximum,	tradiHonal	organisaHons	offer
What	‘a	client’	needs
Social	
enviroment	
(CooperaHve	–	
Terrace)	
Client
Front Line
(waitress)
On Guided-Leadership
Other	People
On	the	website	of	Agile	ConsorHum	
Read	for	‘Organisms’	is	the	same	as	Complex	Adap9ve	People
Agile	Enterprse	=	offline	WhatsApp	
Since	1848/1911:	side	view	
=	top-down	&	bo`om-up	
Teams	2017:	top	view	
=	front	line	&	...
Agile	in	which	situaHon?	
Two	types	of	organisaHons:	(1)	American	way	and	(2)	
European	way	=	The	Rhineland	way	of	organiz...
TO	LEAD	OR	BEING	LED,	THAT	IS	THE	QUESTION!	
• 	Back	Office	drives	the	Front-Office	(American	way)		
• 	Front	Office	drives	the	...
Enterprise	Agility	
(Looks	like	the	Rhineland	Way)	
front	office	steers	the	back	office
April	25	‘16	started	with	2.300	individuals		
as	‘Housekeeping	Aids’	
(aier	TSN-thuiszorg	went	bankrupt	)
Nine	Months	later	
•  Nearly	200	teams	
•  Break	Even	
•  Sick	leave	reduced	from	12%	to	4,5%	
•  Full	Occupancy	rate	85%	...
Complex	AdapAve	People	See:	lecture	Ard	Leferink	how	it	is	organized	
	in	the	back	office	(‘teal’	Buurtzorg	inside)
What	people	are	saying?	
•  “	I	enjoy	going	to	work	10	Hmes	more	than	I	did	
before“	
•  “I	really	appreciate	geong	more	i...
Agile	is	only	a	rumor	unHl	it	lives	in	the	muscle
Don’t	Worry,	Be	Agile
www.managementboek.nl	
Ebook
8,99 euro
Links	2	YouTube	
•  Movie	1:	Ants	create	a	lifeboat	=	
hPps://www.youtube.com/watch?v=A042J0IDQK4	
•  Movie	2:	Crossing	st...
Scabru17 jaap peters
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Scabru17 jaap peters

Jaap Peters on #scabru17; From Agile IT to Enterprise Agility.

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Scabru17 jaap peters

  1. 1. Don’t believe everything you think From Agile IT to Enterprise Agility Brussels, February 23rd 2017 jaap.peters@delimes.nl DeLimesDeLimes @JaapPeters #scabru17
  2. 2. AGILE AS A MEANS TO REALIZE THE FUTURE My hypothesis:
  3. 3. DeLimesDeLimes How I spend my Hme (next to my wife and three children) & have wriPen 10 Management Books
  4. 4. Cube Farming25.000 copies sold
  5. 5. Ants are Agile (C.A.S.)
  6. 6. Humans are Agile
  7. 7. FOUR NOTIONS TO REMEMBER
  8. 8. NoAon 1: OrganizaAons don’t exist! •  OrganizaAons can’t be grasped, touched, tasted or smelled; •  They are part of the illusion producAon / process inside your head •  What is the illusion product of the OrganizaAon inside your own head? ‘Your mind makes it real’ (The Matrix)
  9. 9. The Matrix (He’s beginning to believe)
  10. 10. More than 100 years Organization history (1911-2017) Before the reorganizaAon Decision making Telling them Do what you’re told Telling them Do what you’re told Telling them Do what you’re told Thinking for others AUer the reorganizaAon Desicion making Telling them Do what you’re told Telling them Do what you’re told Telling them Do what you’re told Thinking for others
  11. 11. NoHon 2: OrganisaHons are inside people/ people aren’t in organisaHons!
  12. 12. NoHon 3: OrganisaHons cannot be Agile; Humans can!
  13. 13. Double Sigmoid Curve NoHon 4: The past and future are concurrent.
  14. 14. NU Time The Ad Interim (changes between tradition and future)
  15. 15. So? The Future must have started at some point in Hme? •  If an organisaHon is just an illusion in your mind; •  What does this mean for the following concepts: –  A teal organizaHon? –  A reorganizaHon? –  OrganizaHonal Change Management?
  16. 16. Onwards to organising without organisaHons. (OrganisaHons you might have in mind throughout course of Hme)
  17. 17. Change Changing the organizaHon is changing the conversaHon about the organizaHon (how we produce the organizaHon in our head?).
  18. 18. AGILE FOR PROJECTS! AGILE AS ORGANISATIONAL-MODEL?
  19. 19. From system- to social environment from Organisa,on to Coopera,ve
  20. 20. The maximum, tradiHonal organisaHons offer
  21. 21. What ‘a client’ needs
  22. 22. Social enviroment (CooperaHve – Terrace) Client Front Line (waitress) On Guided-Leadership Other People
  23. 23. On the website of Agile ConsorHum Read for ‘Organisms’ is the same as Complex Adap9ve People
  24. 24. Agile Enterprse = offline WhatsApp Since 1848/1911: side view = top-down & bo`om-up Teams 2017: top view = front line & rear line Desicion making Telling them Do what you’re told Telling them Do what you’re told Telling them Do what you’re told Thinking for others
  25. 25. Agile in which situaHon? Two types of organisaHons: (1) American way and (2) European way = The Rhineland way of organizing. •  OrganisaHons where skilled professionals are accountable to managers (1.0 en 2.0): Agile implemented, however sHll a delicate exercise unless introduced as a pilot project. •  Skilled professionals who control and run the organisaHon by themselves. (3.0 en 4.0): Agile is a natural and effortless organic process (Complex AdapHve People).
  26. 26. TO LEAD OR BEING LED, THAT IS THE QUESTION! •  Back Office drives the Front-Office (American way) •  Front Office drives the Back-Office (The Rhineland way)
  27. 27. Enterprise Agility (Looks like the Rhineland Way) front office steers the back office
  28. 28. April 25 ‘16 started with 2.300 individuals as ‘Housekeeping Aids’ (aier TSN-thuiszorg went bankrupt )
  29. 29. Nine Months later •  Nearly 200 teams •  Break Even •  Sick leave reduced from 12% to 4,5% •  Full Occupancy rate 85% •  No issues worth menHoning •  (with the excepHon of City Government) •  It works! Agile by nature (organic) •  Agile = Autonomy = Bliss!
  30. 30. Complex AdapAve People See: lecture Ard Leferink how it is organized in the back office (‘teal’ Buurtzorg inside)
  31. 31. What people are saying? •  “ I enjoy going to work 10 Hmes more than I did before“ •  “I really appreciate geong more informaHon, it makes me understand my work a lot bePer”; •  “It is great to finally have colleagues to talk to and discuss work with”.
  32. 32. Agile is only a rumor unHl it lives in the muscle
  33. 33. Don’t Worry, Be Agile
  34. 34. www.managementboek.nl Ebook 8,99 euro
  35. 35. Links 2 YouTube •  Movie 1: Ants create a lifeboat = hPps://www.youtube.com/watch?v=A042J0IDQK4 •  Movie 2: Crossing street (Hanoi) = hPps://www.youtube.com/watch?v=cx0n-SqK3is •  Movie 3: Terrace (welcome to paradise) by Lebbis = hPps://www.youtube.com/watch?v=SSgyDvnm4wQ •  Movie 4: The strange bike = hPps://www.youtube.com/watch?v=720fIScTZtI

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