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UX meetup Budapest

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UX meetup Budapest

  1. 1. Three ways to break down silos in your agile organisation Ux Budapest Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com
  2. 2. Hello. I’m Emily :) @ewebber
  3. 3. @ewebber Photobyjoinash
  4. 4. @ewebber <homogenous group> 
 are rubbish at ….
  5. 5. @ewebber •Silos in your organisation •Silos between teams •Silos in your teams Three types of silos
  6. 6. Silos in organisations @ewebber
  7. 7. @ewebber
  8. 8. @ewebber
  9. 9. @ewebber PROGRAMMEPROGRAMME
  10. 10. @ewebber PROGRAMME COMMUNITY OFPRACTICE How you do it Whatyoudo PROGRAMME Communities of practice
  11. 11. PhotobyStewartButterfield People in the same organisation doing the same thing don’t always share what they know @ewebber
  12. 12. The Knowledge iceberg @ewebber
  13. 13. The Knowledge iceberg @ewebber
  14. 14. Learning is treated as an individualistic activity PhotobyEmoryMaiden @ewebber
  15. 15. @ewebber PhotobyRufino “From observing others one forms an idea of how new behaviours are performed, and on later occasions this coded information serves as a guide for action” Albert Bandura
 Social Learning Theory
  16. 16. The community brain @ewebber
  17. 17. Not collaborating means missing out on better things PhotobyJonathan @ewebber
  18. 18. @ewebber Photobygomagoti “Teams of people have a collective intelligence that is independent of individual intelligence and greater than individual intelligence.” Alex “Sandy” Pentland @ewebber
  19. 19. People need a support network to keep them motivated PhotobyJonathan @ewebber
  20. 20. PhotobyJonathan @ewebber “Absence of 
 support is taken 
 as a sign of 
 mass rejection” Matthew D. Lieberman Social: Why our brains are wired to connect
  21. 21. @ewebber A community of practice is group of people who share a concern or passion and • support each other • learn together • share knowledge • collaborate and create better practices • join up parts of the organisation
  22. 22. @ewebber Building Successful Communities of Practice Discover How Connecting People Makes Better Organisations tacit.pub/tacitbooks
  23. 23. Silos between teams @ewebber
  24. 24. @ewebber A multidisciplinary team has all the roles it needs to design, build and operate a service
  25. 25. PhotobySu-Lin @ewebber
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  31. 31. @ewebber Photobygomagoti “as a team gets bigger, the number of links that need to be managed among members goes up at an accelerating, almost exponential rate. It’s managing the links between members that gets teams into trouble.” Robin Dunbar@ewebber
  32. 32. @ewebber Photobyzacktionman
  33. 33. @ewebber Security and risk Business operations Policy Legal Users Public relations Finance Suppliers Ops
  34. 34. @ewebber PhotobyKaterinaHlavata
  35. 35. @ewebber A sprint simulation
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  53. 53. @ewebber What really happens
  54. 54. @ewebber Legal Marketing Security
  55. 55. @ewebber Legal Marketing Security
  56. 56. @ewebber Legal Marketing Security
  57. 57. @ewebber Legal Marketing Security
  58. 58. @ewebber Legal Marketing Security
  59. 59. @ewebber Legal Marketing Security
  60. 60. @ewebber Legal Marketing Security
  61. 61. @ewebber Legal Marketing Security
  62. 62. @ewebber Legal Marketing Security
  63. 63. @ewebber Legal Marketing Security
  64. 64. @ewebber Legal Marketing Security
  65. 65. @ewebber Legal Marketing Security
  66. 66. @ewebber Legal Marketing Security
  67. 67. @ewebber Legal Marketing Security
  68. 68. @ewebber Legal Marketing Security
  69. 69. @ewebber Nothing has been finished
  70. 70. @ewebber The Agile team onion
  71. 71. @ewebber Core team Deliver the thing
  72. 72. @ewebber Purpose: 
 Delivery of digital services Communication: 
 Daily (all stand-ups, retrospectives, planning, show and tells) Co-located: 
 Daily, all day
  73. 73. @ewebber Collaborators specialist information, assurance as needed, reduce dependencies and blockers
  74. 74. @ewebber Purpose: 
 Bring in specialist information to assist the delivery, assurance as needed, reduce dependencies and blockers (open doors) Communication: 
 Regularly (stand-ups, retrospectives, planning, show and tells) Co-located: 
 On a regular basis ~ 2 days a week
  75. 75. @ewebber Supporters keep informed, feed into broader organisational priorities
  76. 76. @ewebber “Working directly with the legal team, with a greater understanding of each other’s challenges and constraints, led to some pretty important successes for online voter registration and the people using it.” - Pete Herlihy product manager for online voter registration
  77. 77. @ewebber
  78. 78. Silos in your team @ewebber
  79. 79. @ewebber Customer (business) Designer Developer QA/ Tester User Handoffs in a waterfall project
  80. 80. @ewebber
  81. 81. @ewebber Knowledge Handoffs0 1 2 50% knowledge lost in handoffs 3 4 Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash
  82. 82. @ewebber Customer (business) Designer Developer QA/ Tester User An early agile team
  83. 83. @ewebber Customer (business) Designer Developer QA/ Tester User Key person dependencies
  84. 84. Deepspecialistskills @ewebber Broad understanding T-shaped people
  85. 85. @ewebber Person A Person B Person C Person D Person E Risk Skill 1 3 1 1 3 3 Skill 2 0 1 3 1 3 Skill 3 1 2 3 3 3 Skill 4 1 3 0 2 2 Staff liquidity HT Chris Matts
  86. 86. PhotobyMenloInnovations Pairing @ewebber
  87. 87. PhotobyKashifJohn Shadowing people to learn about what they do @ewebber
  88. 88. PhotobyRyanRoberts Help each other out (even when it’s not your specialty) @ewebber
  89. 89. Silos are bad @ewebber
  90. 90. @ewebber Photobyjoinash Communication and empathy will help break them down
  91. 91. Thank you. Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com

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