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7 Myths of Organisational Agility

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Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.

Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.

Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?

In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem

Published in: Leadership & Management
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7 Myths of Organisational Agility

  1. 1. @AntoinetteCoet 7 Myths of #OrganisationalAgility
  2. 2. @AntoinetteCoet 7 Myths of #OrganisationalAgility How did we get here? Why are we interested in Organisation Agility at all?
  3. 3. @AntoinetteCoet 7 Myths of #OrganisationalAgility
  4. 4. @AntoinetteCoet 7 Myths of #OrganisationalAgility SUBJECTIVE OBJECTIVE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  5. 5. @AntoinetteCoet 7 Myths of #OrganisationalAgility PERSONAL COLLECTIVE SUBJECTIVE OBJECTIVE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  6. 6. @AntoinetteCoet 7 Myths of #OrganisationalAgility "WE" "ITS" "IT""I" MINDSET& ENGAGEMENT CULTURE & RELATIONSHIP COMPETENCIES, PRACTICES, PRODUCTS ORGANISATIONAL ARCHITECTURE & ENVIRONMENT INTEGRAL AGILE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  7. 7. @AntoinetteCoet 7 Myths of #OrganisationalAgility "WE" "ITS" "IT""I" Leadership Personal responsibility Rank Change resilience Careerambition Purpose Engagement Values Organisational culture and norms Psychological safety Collaboration Systems Thinking Organisational altitude Value Streams Organisational structure Governance Skills and Techniques Roles Technical practices Agile/Lean practices in all areas, e.g. Finance, HR, etc Products Design Thinking INTEGRAL AGILE MINDSET& ENGAGEMENT CULTURE & RELATIONSHIP COMPETENCIES, PRACTICES, PRODUCTS ORGANISATIONAL ARCHITECTURE & ENVIRONMENT Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  8. 8. @AntoinetteCoet 7 Myths of #OrganisationalAgility "WE" "ITS" "IT""I" INTEGRAL AGILE Skills and Techniques Roles Technical practices Agile/Lean practices in all areas, e.g. Finance, HR, etc Products Design Thinking Leadership Personal responsibility Rank Change resilience Careerambition Purpose Engagement Values Organisational culture and norms Psychological safety Collaboration Systems Thinking Organisational altitude Value Streams Organisational structure Governance MINDSET& ENGAGEMENT CULTURE & RELATIONSHIP COMPETENCIES, PRACTICES, PRODUCTS ORGANISATIONAL ARCHITECTURE & ENVIRONMENT Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  9. 9. @AntoinetteCoet 7 Myths of #OrganisationalAgility "WE" "ITS" "IT""I" INTEGRAL AGILE Skills and Techniques Roles Technical practices Agile/Lean practices in all areas, e.g. Finance, HR, etc Products Design Thinking Leadership Personal responsibility Rank Change resilience Careerambition Purpose Engagement Values Organisational culture and norms Psychological safety Collaboration Systems Thinking Organisational altitude Value Streams Organisational structure Governance MINDSET& ENGAGEMENT CULTURE & RELATIONSHIP COMPETENCIES, PRACTICES, PRODUCTS ORGANISATIONAL ARCHITECTURE & ENVIRONMENT Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  10. 10. @AntoinetteCoet 7 Myths of #OrganisationalAgility "WE" "IT""I" "ITS" INTEGRAL AGILE Leadership Personal responsibility Rank Change resilience Careerambition Purpose Engagement Values Organisational culture and norms Psychological safety Collaboration Systems Thinking Skills and Techniques Roles Technical practices Agile/Lean practices in all areas, e.g. Finance, HR, etc Products Design Thinking Organisational altitude Value Streams Organisational structure Governance Physical environment MINDSET& ENGAGEMENT CULTURE & RELATIONSHIP COMPETENCIES, PRACTICES, PRODUCTS ORGANISATIONAL ARCHITECTURE & ENVIRONMENT Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  11. 11. @AntoinetteCoet 7 Myths of #OrganisationalAgility "WE" "ITS" "IT""I" INTEGRAL AGILE Leadership Personal responsibility Rank Change resilience Careerambition Purpose Engagement Values Organisational culture and norms Psychological safety Collaboration Systems Thinking Skills and Techniques Roles Technical practices Agile/Lean practices in all areas, e.g. Finance, HR, etc Products Design Thinking Organisational altitude Value Streams Organisational structure Governance Physical environment MINDSET& ENGAGEMENT CULTURE & RELATIONSHIP COMPETENCIES, PRACTICES, PRODUCTS ORGANISATIONAL ARCHITECTURE & ENVIRONMENT Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  12. 12. @AntoinetteCoet 7 Myths of #OrganisationalAgility Organisational agility involves only the technical functions of the organisation
  13. 13. @AntoinetteCoet 7 Myths of #OrganisationalAgility Increasing their agility should be the aim for every organisation
  14. 14. @AntoinetteCoet 7 Myths of #OrganisationalAgility A scaling framework is needed to have organisational agility
  15. 15. @AntoinetteCoet 7 Myths of #OrganisationalAgility
  16. 16. @AntoinetteCoet 7 Myths of #OrganisationalAgility Management sees it as a new Way of Working We start doing things differently without understanding why BUT WHY NOT?
  17. 17. @AntoinetteCoet 7 Myths of #OrganisationalAgility Organisational agility is about the people and the work, not so much the leaders.
  18. 18. @AntoinetteCoet 7 Myths of #OrganisationalAgility Adapted from Simon Powers – Enterprise Agility Masterclass
  19. 19. @AntoinetteCoet 7 Myths of #OrganisationalAgility • Leaders had to let go of the belief that they were the most knowledgeable about their business. • Leaders had to trim down their priorities to attain a Clear Focus. • Leaders became part of their teams. • Started celebrating successes on a team level, not individual. • Leaders had to learn to apologise. • All meetings were cancelled and conversations were moved into the “engine room. “ • Leaders own impediments : instead of waiting for people to tell them they seek it out, look for it and offer help without being asked. What leaders at ING were willing to give up Source : Leonoor Koomen – Global Scrum Gathering London, 2018
  20. 20. @AntoinetteCoet 7 Myths of #OrganisationalAgility You don’t need to change structures to have organisational agility
  21. 21. @AntoinetteCoet 7 Myths of #OrganisationalAgility Traditional hierarchy Start doing Scrum Need to scale so start Scrum of Scrums Recognise the lines of communication Holocracy – flat structure Often get stuck here. Reference: Simon Powers – Enterprise Agility Masterclass
  22. 22. @AntoinetteCoet 7 Myths of #OrganisationalAgility 1. Organisations are implicitly optimised to avoid changing the status quo middle- and first-level manager and single-specialist positions & powers structures. 2. As a corollary to (1), any change initiative will be reduced to redefining or overloading the new terminology to mean basically the same as status quo. 3. As a corollary to (1), any change initiative will be derided as “purist”, “theoretical”, “revolutionary”, “religion”, and ”needing pragmatic customisation for local concerns” – which deflects from addressing weaknesses and manager / specialist status quo. 4. As a corollary to (1), if after changing the change some managers and single-specialists are still displaced, they become “coaches/trainers” for the change, frequently reinforcing (2) and (3). 5. Culture follows structure. Larman’s Laws of Organisational Behaviour
  23. 23. @AntoinetteCoet 7 Myths of #OrganisationalAgility Organisations should define a To-Be state and a plan to get there
  24. 24. @AntoinetteCoet 7 Myths of #OrganisationalAgility
  25. 25. @AntoinetteCoet 7 Myths of #OrganisationalAgility Growing organisational agility is the responsibility of agile coaches
  26. 26. @AntoinetteCoet 7 Myths of #OrganisationalAgility FIND HELPERS IN THE FOLLOWING DOMAINS
  27. 27. @AntoinetteCoet 7 Myths of #OrganisationalAgility STEP 2 – Develop yourself as leader DEVELOP YOURSELF AS LEADER
  28. 28. @AntoinetteCoet 7 Myths of #OrganisationalAgility @AntoinetteCoet|7Mythsof#OrganisationalAgility

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