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Agile Gurugram 2019 Conference | Agile that begets agile | Patrick Steyaert

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Session Title : Agile that begets agile

Session Overview : A team shows agile leadership to the extent that it autonomously develops its own - agile -capabilities. Likewise, a business shows agile leadership to the extent that it autonomously develops and improves its own - agile - capabilities, including the capabilities to self-organize and self-govern that are crucial to organizational autonomy (i.e. autonomy at the individual, team and organizational level). Take away autonomy, and people will become disengaged or even actively resistant. Take away autonomy, and the team becomes nothing more than a cog in the wheel of a machine called 'the organization'. Herein also lies the challenge. Autonomy cannot be imposed (lest risking putting people and teams in a stress-full double bind), it needs to be developed. It requires that we step away from projecting our experiences and imposing our models onto people, teams and organizations, and start to understand how people, teams and organizations can reorganize their own experience and develop their own (agile) thinking. It requires a way of teaching and coaching agile in a way that it begets more agile.

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Agile Gurugram 2019 Conference | Agile that begets agile | Patrick Steyaert

  1. 1. Agile that begets agile© Patrick Steyaert, 2019 1 Agile that begets agile january 2019 patrick.steyaert@okaloa.com Autonomy, Self-organization and Agile leadership
  2. 2. Agile that begets agile© Patrick Steyaert, 2019 2 Excerpt from “The Goal: A Process of Ongoing Improvement” by Eliyahu M. Goldratt and Jeff Cox The goal I don't have time for riddles. I need answers. If I simply told you what to do, ultimately you would fail. You have to gain the understanding for yourself ... Alex Jonah
  3. 3. Agile that begets agile© Patrick Steyaert, 2019 3 Liquidity The ability to pursue emergent opportunities, or address emergent threats, quickly without a drastic shift in the cost for doing so.
  4. 4. Agile that begets agile© Patrick Steyaert, 2019 4 Capability Individual, team or organizational ability, that is truly distinctive, self- enabled, and can produce a stable outcome in varied and evolving circumstances. Team Individual
  5. 5. Agile that begets agile© Patrick Steyaert, 2019 5 Autonomy John Boyd definition: Survive, on one’s own term, or improve our capacity for independent action The ability to make your own decisions without being controlled by anyone else.
  6. 6. Agile that begets agile© Patrick Steyaert, 2019 6 Lean and agile methods Practices that produce outcomes Outcome Principles & practices produces Context Culture Mindset E.g. WIP limits E.g. Short lead times Formations & drill forms
  7. 7. Agile that begets agile© Patrick Steyaert, 2019 7 Shifting the burden* Implementing practices Liquidity Capability Autonomy Faster pace of change SYMPTOMATIC “SOLUTION” PROBLEM SYMPTOM FUNDAMENTAL “SOLUTION” DELAY SIDE EFFECTS B B - *Peter Senge, The fifth discipline
  8. 8. Agile that begets agile© Patrick Steyaert, 2019 8 Incongruence © Patrick Steyaert, 2018 Agile that Begets Agile 8 What I think and say I do What I actually do
  9. 9. Agile that begets agile© Patrick Steyaert, 2019 9 Double bind* Damned if you do, damned if you don’t Open loop thinking Open space thinking Thou shalt be agile *Gregory Bateson, Steps to an Ecology of Mind
  10. 10. Agile that begets agile© Patrick Steyaert, 2019 10 Policy resistance* • The tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself * John Sterman, Business Dynamics
  11. 11. Agile that begets agile© Patrick Steyaert, 2019 11 Event oriented thinking Thinking in straight lines VUCA threat Why? Why? Why? Lack of innovation Long delivery cycles No agile practices
  12. 12. AGILITY ! LONG LIVE IS DEAD, AGILE
  13. 13. Agile that begets agile© Patrick Steyaert, 2019 13 To improve performance Change the system System Performance
  14. 14. Agile that begets agile© Patrick Steyaert, 2019 14 Event oriented thinking Abused agile It is the agileindustry It is the largeconsultancyfirms It is themanagementof largeorganizations It is the culture Why? Why? Why? Why? It is theengagementmodel Why?
  15. 15. Agile that begets agile© Patrick Steyaert, 2019 15 A revolution That is not a revolution If a factory is torn down but the rationality which produced it is left standing, then that rationality will simply produce another factory. If a revolution destroys a government, but the systematic patterns of thought that produced that government are left intact, then those patterns will repeat themselves. . . . There’s so much talk about the system. And so little understanding. —Robert Pirsig, Zen and the Art of Motorcycle Maintenance “ “
  16. 16. Agile that begets agile© Patrick Steyaert, 2019 16 To change the system Change the thinking System Performance Thinking
  17. 17. Agile that begets agile© Patrick Steyaert, 2019 17 Systems Thinking Thinking about loop structures “A system is the product of its interactions.” Russel Ackoff EVENT ORIENTED THINKING Thinks in straight lines A B C D SYSTEMS THINKING Thinks in loop structure A B CD D E
  18. 18. Agile that begets agile© Patrick Steyaert, 2019 18 Generalized Theory of constraints Thinking about Constraints that enable as well as restrict produces Constraint B produces BA produces CD Closure A restrict or enable
  19. 19. Agile that begets agile© Patrick Steyaert, 2019 19 Social intuition* Thinking about thinking A’s intuition A’s judgement A’s reasoning B’s intuition B’s judgement B’s reasoning *Jonathan Haidt, The Righteous Mind Past experience Unfolding events Rational reasoning (rider) Concious verbal logic Intuition(elephant) Unconcious leaps
  20. 20. Agile that begets agile© Patrick Steyaert, 2019 20 Off the beaten track A paradigm shift The Fosbury flop is now the standard method used by all high jumpers, this method was once considered the greatest piece of innovation in high jumping. Dick Fosbury
  21. 21. Agile that begets agile© Patrick Steyaert, 2019 21 Thinking is intuitive, not just rational past experience intuition judgement reasoningUnfolding events *Jonathan Haidt, The Righteous Mind Strong Weak Rational reasoning (rider) Concious verbal logic Intuition(elephant) Unconcious leaps
  22. 22. Agile that begets agile© Patrick Steyaert, 2019 22 It is the demand manager Root cause analysis Experiencing event-oriented thinking It is the customer It ismanagement It is the other teams It is theother teammembers
  23. 23. Agile that begets agile© Patrick Steyaert, 2019 23 Understanding how work works systems thinking Feedback delay R C Division of labor B Finishing work Work-In- Progress (WIP) Starting work O Induced work Blocked work Idle time R Expedited work Wait time (length & variability) R Capacity utilization C O
  24. 24. Agile that begets agile© Patrick Steyaert, 2019 24 The power of constraints WIP limits as an enabling constraint, not just a practice Patterns of interaction (collaboration) Work produces WIP limit
  25. 25. Agile that begets agile© Patrick Steyaert, 2019 25 Emerging capabilities Through constraints that enable Rover B B A A
  26. 26. Agile that begets agile© Patrick Steyaert, 2019 26 Agility emerges Flow Collaboration Learning
  27. 27. Agile that begets agile© Patrick Steyaert, 2019 27 Scaling With enterprise flow Image courtesy of
  28. 28. Agile that begets agile© Patrick Steyaert, 2019 28 Mainstream thinking DEMAND in most case exceeds capacity by far. It is easier to come up with an idea than to realize it. To protect SUPPLY, we need to select demand. This requires that we compare, select, prioritize demand. 1 2
  29. 29. Agile that begets agile© Patrick Steyaert, 2019 29 Systemsunderstanding Capacity Demand Excess capacity (starvation) Lack of capacity (overburdening)
  30. 30. Agile that begets agile© Patrick Steyaert, 2019 30 Order points Ready to commit Upstream Downstream >= 12 Order point (incl. 2 items safety stock) Ready to execute Downstream delivers 5 items per week Upstream lead time is 2 weeks
  31. 31. Agile that begets agile© Patrick Steyaert, 2019 31 Liquidity Constrained capacity Team blue Team red Team yellow Upstream (demand) Downstream (supply) Ready to commit Ready to execute Variable demand How well can we deal with urgent or changing demand? How fast can we adapt to changing capacity?
  32. 32. Agile that begets agile© Patrick Steyaert, 2019 32 Market place Offer capacity Team blue Team red Team yellow Upstream (demand) Downstream (supply) Ready to commit Ready to execute Buy capacity Ask: 15 FC Bid: 17 FC Bid-Ask spread
  33. 33. Agile that begets agile© Patrick Steyaert, 2019 33 Change in Theory Performance Time Current performance Planned Evolutionary Theory
  34. 34. Agile that begets agile© Patrick Steyaert, 2019 34 Thinking is social, not just individual Social intuition model* A’s intuition A’s judgement A’s reasoning B’s intuition B’s judgement B’s reasoning *Jonathan Haidt, The Righteous Mind Past experience Unfolding events
  35. 35. Agile that begets agile© Patrick Steyaert, 2019 35 Networks and ecosystems Rather than hierarchies or pyramids Thinking is heavily influenced not only by social network peers, but also by peers of peers and peers of peers of peers Virality and contagiousness leverages the network to create change
  36. 36. Agile that begets agile© Patrick Steyaert, 2019 36 Disintermediation Avoiding the middle man
  37. 37. Agile that begets agile© Patrick Steyaert, 2019 37 Mass collaboration Medium Agent Stimulus to work or change Actions and science
  38. 38. Agile that begets agile© Patrick Steyaert, 2019 38 From contempt to curiosity … rather than projecting our own experiences and imposing our own models on one another. For people, teams and organizations to reorganize their own experience and develop their own thinking models… Paraphrasing Caitlin Walker – From Contempt to curiosity
  39. 39. Agile that begets agile© Patrick Steyaert, 2019 39 Agile leadership A business is agile to the extent that it autonomously develops and improves it’s own agile capabilities. “
  40. 40. Agile that begets agile© Patrick Steyaert, 2019 40 Strategic agility Systems Constraints Social intuition Thinking first, Practices second
  41. 41. Agile that begets agile© Patrick Steyaert, 2019 41 Thank you@PatrickSteyaert @OkaloaFlowlab More info about Okaloa Flowlab at www.okaloa.com/flowlab Or join our Business Agility training at www.okaloa.com/business-agility-training
  42. 42. Agile that begets agile© Patrick Steyaert, 2019 42 CONTACTDETAILS t +32 473 56 50 98 t +32 477 79 12 98 arlette.vercammen@okaloa.com patrick.steyaert@okaloa.com @OkaloaFlowlab @PatrickSteyaert

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