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Leadership And Organizational Agility

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Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.

Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)

Published in: Leadership & Management
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Leadership And Organizational Agility

  1. 1. Leadership & Organizational Agility 1 February 2019 Abiodun(Abby) Osoba AgileME Dubai ChapterMeetup Hosted by: TheAgileAdvisor Global
  2. 2. Leadership & Organizational Agility Introduction 2
  3. 3. To provide the background, tools, and metrics that help everyone in anAgile organization understand Leadership & OrganizationalAgility from anAgile mindset perspective. To provide the details of successfulAgile practices, an overview ofhow an agile enterprise operates, Toprovide a clear vision for your organization to implement agile from the individual team level to a network of teams, and finally, across the entire enterprise. 3 Introduction Purpose
  4. 4. Introduction 4 Session Outcomes Byend of the session, you will be able to understand the following: • understand the importance and place or leadership and organizational agility and how it enables organizations to deliver value faster and reducewaste. • understandthe critical role the C-Suite plays in the successof an agile transformation and • be prepared to lead your organization to true leadershipand organizationalagility for market success.
  5. 5. Introduction 5 Speaker background  MBAfor Managers, Rotmans School of Business UofT  Executive Certificate, Harvard Business School  Executive Certificate, Massachusetts School of Technology (MIT)  Worked in acombination of strategic and operational roles for startups and established businesses suchasCanadaPost,CGI, Bankof Montreal,CIBC, CISCO  Worked in Director and Senior Consultancyroles acrosssectors  Adecade long history applying Agile leadership principles  Nigeria Representative for "The Phoenix Project” A DevOps Business Simulation  Executive Director of Agile Practitioners ofNigeria  Executive and EnterpriseAgility CoachandTrainer
  6. 6. Profile My name is Abiodun Osoba, everyone calls me Abby. I am an Agile Coach and Trainer. I believe that being Agile is about a state of heart beyond being about a mere state of mind. It is this heart that makes Transformation happen and evolve until it becomes an organic interwoven part of a companies culture and employee default behavior. When I was first exposed to Scrum, I would never have thought I would hold this premise today. I have spent the last 18 years of my life as a Management Consultant, crossing industries such as banking, insurance, entertainment, non-profit, utilities, education, legal, agriculture, pharmaceuticals, and of course IT. My sweet spot is Organizational Transformation, not just because of my experience in adapting Agile best practices to an organizations ideal state. Put simply, there is nothing greater than starting to see all the “arhah” moments happening with teams, executives and middle management. It tends to be like a domino effect that had once seemed impossible.
  7. 7. Profile When every training class and Agile presentation and side conversation you have had comes to life and makes sense to customer. Nothing like it ..it beats ice-cream! Today I run a company called The Agile Advisor, we offer services that are geared towards individuals, teams, managers, executives and organizations at large who are ready to embark on their Agile journey. We partner with other groups and colleagues to help deliver value whenever we can. So here I am today with Scrum being a passion. I am blessed to go to work everyday pursuing one of my passions. I am blessed to be able to be share it with others through training, coaching, writing and mentoring. I love to learn from others and share ideas. I look forward to the collaboration I will experience here within the alliance and out there with many of you on the field. Links www.theagileadvisor.com www.abbyosoba.com https:www.facebook.com/abiodunosoba http://agileplus.io Certifications Certified ScrumMaster® Certified Agile Leader Certified Scrum Product Owner® Certified Scrum Professional – ScrumMaster Certified Scrum Professional - Product Owner
  8. 8. LeadershipAgility Organizational Agility Agile for Executives Waysto succeedwith Agile Framework for Leadership 9 Introduction Agenda
  9. 9. Name Position Organization Favorite Food 1 0 Introduction DubagilistIntro
  10. 10. Put phones on silent Berespectful to different views Self-organize for highperformance 1 1 Introduction GroundRules
  11. 11. Leadership Agility Framework 12
  12. 12. LeadershipAgility Research Business Performance Organisational Agility LeadershipAgility 13
  13. 13. “A leaderisnot appointedbecausehe knowseverything andcanmakeevery decision.Heisappointedto bring together theknowledgethatisavailable andthen createtheprerequisitesfor the workto bedone.Hecreatesthesystems thatenable himto delegate responsibilityfor day-to-dayoperations.” - JanCarlzon 14
  14. 14. What is LeadershipAgility Essence ofLA Focus Step back Reflect: Gain abroader, deeper view Act: Re-engage, take action 15
  15. 15. LeadershipAgility 3 Types ofInitiatives Leading organizational change Developing high-performing teams Pivotal conversations 16
  16. 16. LeadershipAgility Types of leadershipagility Authorised to use by Changewise,2018 17
  17. 17. LeadershipAgility Levels of LeadershipAgility PaceofChange Depth & breadth of“stepping back,” quickness of action/reflection cycle Degreeof Interdependence/Complexity 18
  18. 18.  Keyassumptions:Leaders are respected and followed because of their authority and expertise  Organizationalchange:Tacticalfocus on incremental improvements within one’s unit, with minimal stakeholderengagement  Teamleadership: Focuseson one-on-one supervision vs.management/leadership of direct reports asa system  Pivotalconversations:Lowtolerance for conflict: Assertive or accommodative – advocates or inquires 19 LeadershipAgility Expert Level Approach TakeAway
  19. 19.  Keyassumptions:Motivate others by making it challenging and satisfying to contribute tolarger objectives  Organizationalchange:Strategic outcome focus, making episodic changes to address environmental changeswhile seekingstakeholderbuy-in  Teamleadership: Treats direct reports asasystem that needs to be orchestrated asateam  Pivotalconversations:Moderate tolerance for conflict: Primarily assertive oraccommodative with someability tocompensate using the other style 20 LeadershipAgility Achiever Level Approach TakeAway
  20. 20.  Keyassumptions:Articulate an inspiring vision and empower & develop others to makeit a reality  Organizationalchange:Aim through the target: Develop organizational capacity to meet any strategic challenge  Teamleadership: Creates ahighly participative, empowered team that leads changetogether  Pivotalconversations:Greater tolerance for conflict: Combinesadvocacyand inquiry asneeded in specific situations 21 LeadershipAgility Catalyst Level Approach TakeAway
  21. 21. What possibilities do you see in applying various aspects of this framework to leadership in your organization? What possibilities do you seefor yourself, for your team, forvarious levels of management,etc? Pickacouple of areas (15 mins) Exercise– Leadership Agility Framework 22
  22. 22. Organizational Agility How businesses can survive and thrive in fast changing markets
  23. 23. The World changes rapidly Normal Industries • Businessadapt slowly • Change takes placeinfrequently • The competitive gameshifts periodically • strategicplanning maybe sufficient Globalized Industries • Businesschanges rapidly • New models everyday • Fast & efficientR&D • Innovation • Change process ishighly complex andsystematic • OrganizationalAgility isrequired
  24. 24. Organizational Agility Definition • Thecapability of acompany to rapidly change or adapt in responseto changes in the market. • Ahigh degree of organizational agility canhelp acompany to react successfully to the emergenceof new competitors, the development of new industry-changing technologies,or sudden shiftsin overall marketconditions.
  25. 25. Organizational Agility OrganizationalAgility is an on-going capability for real time strategic sensitivity, quick collective commitments,and fast and strong resource deployment.
  26. 26. Organizational Agility Complex /systematicsimple/linear Nature ofchange Slow Fast Speed of change Operational – driven companies StrategicallyAgile companies Companies drivenby strategicplanning Entrepreneurialcompanies
  27. 27. Dimensions of Organizational Agility Collective Commitment Strategic Sensitivity  Open StrategyProcess  Heightened StrategicAlertness  HighQuality Internal Dialogue  Interdependent structuresand distributed roles  Cabinet responsibility  Shared values Resource Fluidity  Resourceusagedissociated fromownership  Transparencyandfairnessin peoplerotation  Plug andplay architectures  Top teaminterdependency
  28. 28. Drivers of OrganizationalAgility Organizational Drivers:  Re-integrating the organization, creating interdependentprocesses, common rewards, integrated value creation capabilities Relational Drivers:  Re-uniting the top team, fostering an open and honest dialogue aroundkeycollective decisions,and sticking withthem. Emotional Drivers:  Source of energy andapathy  Prideof building agood brand and becoming aleader  Leading by example  Affiliation andbelonging Cognitive Drivers:  Developing and sharing new broader perspectives engagingin higher qualitydialogues Activities Capabilities Strategic Agility
  29. 29. Mostcompaniesdienotbecause theydothewrongthings,but becausetheykeepdoingwhat usedtobetherightthingfortoolong
  30. 30. What promotes the agility of your organization?
  31. 31. Does this structure promote the agility of your organization?
  32. 32. Hierarchical structures guarantee stability + predictability  Knowledge trapped in silo’s  Poor collaboration  Rigid performance management systems  One size fits all  Employees are treated like children that have to be punished and rewarded  Paternalistic leadership
  33. 33. Does the matrix structure promote agility? Does it solve all issues?
  34. 34. What will the organization of the future look like?
  35. 35. The presence of networked structures is an important part of the agile, future proof organization.
  36. 36. Agile organizations  Agile organizations encourage their employees to be part of networks.  These networks go beyond the boundaries of — their business unit — their own organization  Agile organizations collaborate intensely with clients and temporary workers  crowd sourcing / open innovation  diversified workforce
  37. 37. Is this about anarchy and chao The agile organization might have to allow a certain amount of chaos.
  38. 38. Working in networked structures is one of the key elements for organizations to be agile. It will be important for all types of organizations. NOT just the technology companies. You need the right culture to be able to work in networked structures.
  39. 39. Question 1 What triggered the insufficiency of hierarchy? Why are hierarchical structures not sufficient anymore?
  40. 40. Question 1 What triggered the insufficiency of hierarchy? Why are hierarchical structures not sufficient anymore? Let me highlight 3 elements.
  41. 41. Element 1
  42. 42. Start of permeability of the organization (> working in partnerships - outsourcing)
  43. 43. “Interaction jobs” McKinsey - Knowledge Workers Adult work-relationship Element 2
  44. 44. Technology changed our world fundamentally. We live in a hyper- connected world. Information is fluid. Element 3
  45. 45. “Hyperlinks subvert hierarchy.” Cluetrain Manifesto - 1999. Element 3
  46. 46. Element 3 Work and office are disconnected.
  47. 47. Question 2 How do organizations react to these fundamental changes?
  48. 48. Question 2 How do organizations react to these fundamental changes? 3 examples
  49. 49. 3 examples of reactions • Working hours and the place one works become more flexible Virgin versus Yahoo • Evaluation systems are questioned Microsoft versus Yahoo • Intense use of social technologies Kluwer - push (marketing) + pull (content marketing & dialogue with customers) - knowledge sharing (internally and externally)
  50. 50. “Working life isn't 9-5 any more.” “Companies that do not embrace this are missing a trick.” Richard Branson - February 2013
  51. 51. ” To successfully work with other people, you have to trust each other.” Richard Branson - February 2013
  52. 52. Evaluation systems should stimulate collaboration
  53. 53. Its
  54. 54. McKinsey By the use of social technologies, companies have an opportunity to raise the productivity of knowledge workers by 20 - 25%.
  55. 55. “Strategic and networked relationships fuel modern organizations.” “Individuals who maintain strong, collaborative networks tend to be productive high performers.”
  56. 56. 31
  57. 57. Question 3 In which circumstances do networks work?
  58. 58. It’s not just about technology. It’s about a mindset.  Trust  Peer-learning  Failure tolerant & provoking leadership
  59. 59. It’s not just about technology. It’s about a mindset.  Intense knowledTrust  Peer-learning  Failure tolerant & provoking leadership  ge sharing  Transparant communication  Permeability of the organization  Diversified workforce
  60. 60. Interesting to read About the importance of a diversified workforce  Human Capital Trends 2013 - Leading Indicators http://www.deloitte.com/view/en_US/us/Services/consulting/human- capital/268bfb80ddbcd310VgnVCM2000003356f70aRCRD.htm
  61. 61. About the future of work  The Social Organization - Harvard Business review Press - Gartner  Net Work - A Practical Guide to Creating and Sustaining Networks at Work and in the World - Patti Anklam  Organizations don’t tweet - People do - Euan Semple.
  62. 62. About agility  http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Ins titute/Publications/WorkAgilityFinal.pdf  Get Lucky - How to Put Planned Serendipity to Work for You and Your Business - Thor Muller & Lane Becker  Seeing What Others Don’t - The Remarkable Ways We Gain Insights - Gary Klein.
  63. 63. What isAgile? Mindset vsPractice 67
  64. 64. Exercise AgileMindset 68
  65. 65. What isAgile? How do you Measureit? Primary 69 Secondary Outcome Output Customersatisfaction Cost Value Profitability Risk Timeto market Leadtime to deploy Codequality Sprintvelocity Productivity Efficiency Sprintvelocity
  66. 66. What isAgile? How do you Measureit? © 2018 VersionOneInc. 70
  67. 67. What isAgile? Adoption Barriers © 2018 VersionOneInc. 71
  68. 68. What isAgile? Culture Wheredoes your Change Program Focus 72
  69. 69. Agile Culture 73
  70. 70. AgileCulture Opportunities toGrow 74
  71. 71. Ways to succeedwith Agile High PerformanceTree Whichareas couldbe strengthened in your organisation? 75
  72. 72. Group Exercise– High PerformanceTree Group exercise – what values are we missing in theworkplace? What do we need to water the tree of high performance? What high performance traits are we missing in yourorganisation? Time: 10 mins
  73. 73. AnyQuestions? 45
  74. 74. Agile Leadership Training Waysto Succeedwith Agile 78
  75. 75. Ways toSucceed with Agile Createa CultureBubble 79
  76. 76. Ways to Succeed with Agile 80 Bringflexibilityto the Portfolio  Project allocation andfunding  RemoveAnnual budget processconstraints  Adopt agile budgeting methods  Establishportfolio KanBanBoards  Build teams with focus
  77. 77. Ways toSucceed with Agile Build High Performingteams  Commitment to continuousimprovement  TeamKanban boards that are aligned to PortfolioPriorities  Build in opportunities toreflect  Eliminating gapsbetween functional silos and delivery activities  Equip team with tools  Reorganise teams basedon customer journey  Empower teams to takeownership  Improve team health and communicationlines  Remove impediments
  78. 78. Ways toSucceed with Agile Remember its all aboutpeople  People haveto want to  Forget the hardsell  Youmayneed to have difficult conversations  Stop talking start listening  Equip the team  Celebrate successes  Learn from failure
  79. 79. AnyQuestions?
  80. 80. Do you want to know more? Abiodun (Abby) Osoba abiodun@theagileadvisor.com +234 817 851 2835 @theagileadvisor @iamabbyosoba on Twitter, Linkedin, Instagram, Facebook
  81. 81. • Email: abiodun@theagileadvisor.com • TheCasefor Leadership & Organizational Agility White Paper can be found in the news item on our website Thank you

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