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Rising to the Agility Challenge
Agile on the Beach 2016
Dragan Jojic
part of BeLiminal network
Dragan@Capagility.com
Draga...
2
“Build your organization into an engine of possibility“
Dave Gray, “Experimentation Is The New Planning” (FastCompany.co...
3
Where did this talk come from?
• My article published in InfoQ in February 2016
• That often referenced Swedish streamin...
4
Balancing alignment with autonomy
Spotify:
“Loosely coupled,
tightly aligned”
Autonomy
(what to do & how)
Alignment
(wha...
5
Aligned Autonomy
6
The Agility Challenge
Everybody in the ‘agile enterprise’:
• Knows what they need to achieve and why
• Can decide by the...
7
Organisational debt*
Customer needs &
market realities
Organisation’s
strategy & its
delivery capability
* Source: steve...
8
What else holds us back?
“...structural inertia, with layers
and layers of management, and
cultural inertia, which is th...
9
If the rate of change on the outside
exceeds the rate of change on the inside,
the end is near
Jack Welch
10
Three gaps that cause ‘friction’
Knowledge gapEffects gap
Alignment gap
Actions
Outcome
s
Plans
Source: Stephen Bungay,...
11
Actions
Usual approach: more detail & control
Outcome
s
Knowledge gap
more detailed info
Effects gap
more detailed
cont...
12
Actions
‘Directed opportunism’
Outcome
s
Knowledge gap
limit direction to
defining intent
Effects gap
give freedom to
a...
13
Wise words of a public speaker
Three Cs of success in life
• Commitment
• Confidence
• Communication
Tony Ball MBE
14
The Agility Challenge & 3 Cs of success
Everybody in the ‘agile
enterprise’:
• Knows what they need to achieve
and why
...
15
The Agility Challenge & 4 Cs of success
Everybody in the ‘agile
enterprise’:
• Understands external environment,
and or...
16
Actions
Three gaps of friction & 4 Cs of success
Outcome
s CuriosityConfidence
Commitment
Communication
Plans
17
“Agile makes organisations work;
Leadership makes Agile work”
Michael Short & Guy McDonnell
18
But what kind of leadership?
Leadership at all levels in the organisation
In a truly agile enterprise, everybody has
th...
19
4 Cs of success = 4 Cs of leadership
Everybody in the ‘agile
enterprise’:
• Understands external environment,
and own d...
20
ctions
Outcome
s
Plans
Curiosity
“In an agile organization the mantra should be ‘Do Less’”
Jim Highsmith
• Look, listen...
21
Communication
Actions
Outcome
s
Plans
“Knowing why we’re doing something
is the key to making good decisions”
Gojko Adz...
22
Actions
Outcome
s
Plans
Confidence
“It's easier to ask forgiveness than it is to get permission”
Grace Murray Hopper
• ...
23
“When you’re surrounded
by people who share a
passionate purpose,
anything is possible”
Howard Schultz
Commitment
• Tel...
24
Think big, start small, move fast
Thank you!
Rising to the Agility Challenge
Questions / Comments?
Dragan@Capagility.com
Dragan@BeLiminal.com
@DrJojic
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Rising to the Agility Challenge

In order to succeed in today’s fast-moving business environment, we need to build our organisations into engines of possibility. This relies on attaining high levels of alignment AND autonomy so that everybody in the organisation knows what they need to achieve and why, can decide how best to do it, and genuinely cares that it gets done. I call ‘the agility challenge’. Rising to this challenge calls for new type of leadership characterised by 4 Cs: Curiosity, Communication, Confidence & Commitment.

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Rising to the Agility Challenge

  1. 1. Rising to the Agility Challenge Agile on the Beach 2016 Dragan Jojic part of BeLiminal network Dragan@Capagility.com Dragan@BeLiminal.com @DrJojic
  2. 2. 2 “Build your organization into an engine of possibility“ Dave Gray, “Experimentation Is The New Planning” (FastCompany.com, 2012)
  3. 3. 3 Where did this talk come from? • My article published in InfoQ in February 2016 • That often referenced Swedish streaming service • Following a link from a tweet to a blog to a book • A chance meeting with a popular public speaker at an event many years ago
  4. 4. 4 Balancing alignment with autonomy Spotify: “Loosely coupled, tightly aligned” Autonomy (what to do & how) Alignment (what to achieve & why)
  5. 5. 5 Aligned Autonomy
  6. 6. 6 The Agility Challenge Everybody in the ‘agile enterprise’: • Knows what they need to achieve and why • Can decide by themselves how best to do it • Genuinely cares that it gets done Source: htpps://www.infoq.com/articles/agility-challenge (InfoQ, February 2016)
  7. 7. 7 Organisational debt* Customer needs & market realities Organisation’s strategy & its delivery capability * Source: steveblank.com/2015/05/19/organizational-debt-is-like-technical-debt-but-worse/
  8. 8. 8 What else holds us back? “...structural inertia, with layers and layers of management, and cultural inertia, which is the ‘this is how things are done here’ attitude” Prof. Costas Andriopoulos, Cass Business School Source: “Wake up call to big business as tech-savvy newbies set the pace” (The Times, 8 September 2015)
  9. 9. 9 If the rate of change on the outside exceeds the rate of change on the inside, the end is near Jack Welch
  10. 10. 10 Three gaps that cause ‘friction’ Knowledge gapEffects gap Alignment gap Actions Outcome s Plans Source: Stephen Bungay, “The Art of Action” (2010)
  11. 11. 11 Actions Usual approach: more detail & control Outcome s Knowledge gap more detailed info Effects gap more detailed controls Alignment gap more detailed instructions Plans Source: Stephen Bungay, “The Art of Action” (2010)
  12. 12. 12 Actions ‘Directed opportunism’ Outcome s Knowledge gap limit direction to defining intent Effects gap give freedom to adjust actions in line with intent Alignment gap communicate intent & allow ‘each level’ to define how they will achieve it Plans Source: Stephen Bungay, “The Art of Action” (2010)
  13. 13. 13 Wise words of a public speaker Three Cs of success in life • Commitment • Confidence • Communication Tony Ball MBE
  14. 14. 14 The Agility Challenge & 3 Cs of success Everybody in the ‘agile enterprise’: • Knows what they need to achieve and why • Can decide by themselves how best to do it • Genuinely cares that it gets done Communication Confidence Commitment
  15. 15. 15 The Agility Challenge & 4 Cs of success Everybody in the ‘agile enterprise’: • Understands external environment, and organisation’s delivery capability • Knows what they need to achieve and why • Can decide by themselves how best to do it • Genuinely cares that it gets done Curiosity Communication Confidence Commitment
  16. 16. 16 Actions Three gaps of friction & 4 Cs of success Outcome s CuriosityConfidence Commitment Communication Plans
  17. 17. 17 “Agile makes organisations work; Leadership makes Agile work” Michael Short & Guy McDonnell
  18. 18. 18 But what kind of leadership? Leadership at all levels in the organisation In a truly agile enterprise, everybody has the right and responsibility to lead “Leadership is about taking initiative and influencing those around you” John Kotter “…being a leader from the position you are in” David Marquet
  19. 19. 19 4 Cs of success = 4 Cs of leadership Everybody in the ‘agile enterprise’: • Understands external environment, and own delivery capability • Knows what they need to achieve and why • Can decide by themselves how best to do it • Genuinely cares that it gets done Curiosity Communication Confidence Commitment
  20. 20. 20 ctions Outcome s Plans Curiosity “In an agile organization the mantra should be ‘Do Less’” Jim Highsmith • Look, listen and learn • Develop strategic options, run experiments & measure impact • Keep everything visible • Convert ‘push’ to ‘pull’: what is possible with the means we have at our disposal?
  21. 21. 21 Communication Actions Outcome s Plans “Knowing why we’re doing something is the key to making good decisions” Gojko Adzic • Communicate the ‘ends’ • Leave the ‘means’ to those closest to the customer • Identify useful metrics that show we are/aren’t successful
  22. 22. 22 Actions Outcome s Plans Confidence “It's easier to ask forgiveness than it is to get permission” Grace Murray Hopper • Articulate norms / delineate authority • Keep each other honest • Take initiative (OODA loop): – Observe: look for risks & opportunities – Orientate: check alignment, communicate intent, gather input – Decide (hypothesis) & Act (test) • Seek and provide input • Ask for and offer help Sources: John Boyd’s OODA loop; David Marquet, “Turn the Ship Around”; Chris Collison & Geoff Parcell, “Learning to Fly”
  23. 23. 23 “When you’re surrounded by people who share a passionate purpose, anything is possible” Howard Schultz Commitment • Tell stories (SUCCESs*) • Agree, model and evolve desired behaviours • Recognise contribution • Show respect * Source: Chip Heath & Dan Heath, “Made to Stick” (2008)
  24. 24. 24 Think big, start small, move fast Thank you!
  25. 25. Rising to the Agility Challenge Questions / Comments? Dragan@Capagility.com Dragan@BeLiminal.com @DrJojic

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  • _yowan_

    Sep. 20, 2016
  • EricHarris39

    Aug. 17, 2017

In order to succeed in today’s fast-moving business environment, we need to build our organisations into engines of possibility. This relies on attaining high levels of alignment AND autonomy so that everybody in the organisation knows what they need to achieve and why, can decide how best to do it, and genuinely cares that it gets done. I call ‘the agility challenge’. Rising to this challenge calls for new type of leadership characterised by 4 Cs: Curiosity, Communication, Confidence & Commitment.

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