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Evolving organizationsusingappliedsystemsthinking hendrikesser_oop2017_handout

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These slides are from my workshop at the OOP 2017 conference in Munich.

Abstract:
Leaders are often talking about change. But often we do not get the change we wanted. Somehow we feel our culture is hitting back. A root cause is, that Complexity and Systems Thinking are hard to grasp and even harder to apply practically. In this workshop I will – based on my own experience being a senior transformational leader in a several 1000 people organization - introduce you to a Systems Thinking tool that can help you make your organizational evolution successful. Together we will try out the tool.

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Evolving organizationsusingappliedsystemsthinking hendrikesser_oop2017_handout

  1. 1. Hendrik Esser @HendrikEsser Program Director Supporting Agile Adoption using applied systems thinking Workshop at OOP 2017, Munich EN Operations & Programs
  2. 2. Approaching Change
  3. 3. Complexity
  4. 4. Complexity? A Complex System?
  5. 5. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Cynefin framework Dave Snowden, HBR Article, Nov 2007 Complexity: - (Very) low Predictability - Cause  effect only in hindsight  Outcomes can’t be exactly predicted: they emerge Successful approach: Experimentation: probe-sense-respond Approaching Complexity
  6. 6. System Change Experiments?
  7. 7. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 › All societies have shared rules/constraints. › They are either set or they emerge. In a company we usually set and manage constraints Constraints
  8. 8. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Constraints? People Processes Structures Behavior Capabilities Interdependencies asystemofconstraints
  9. 9. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Human System Action Tool ProcessesStructures Behavior Capabilities desired state or problem statement Human System Action Tool – Ericsson AB/Hendrik Esser
  10. 10. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Human System Action Tool ProcessesStructures Behavior Capabilities desired state or problem statement Behavior Mindset/attitude Values Needs Competence Skills # people Diversity Hidden talent Processes Practices Tools Habits Organization Governance Compensation Roles (Informal) networks Human System Action Tool – Ericsson AB/Hendrik Esser
  11. 11. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Learning cycle Look at the system Analyze: - Is your vision still valid? - What supports your vision - What doesn’t Take change actions Define a change experiment See what emerges
  12. 12. Deal professionally with uncertainty Example
  13. 13. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty Communicate Make uncertainty visible Accept, that uncertainty is always there Share views and insights Speak up when you see something unexpected React constructively on surprises Show and discuss uncertainty in governance meetings Frequent meetings to digest updates/new insights Distributed planning on different levels Iterative development  feedback loop Communication structure Manage expectations  anticipate expec- tations & address them Translate uncertainty into realistic expectations (customers, internal stakeholders)
  14. 14. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Workshop
  15. 15. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 › Step 1: Form teams, pick a goal & prepare a flip-chart › Step 2: Discuss and list behaviors, that help reaching the goal. › Step 3: Discuss and list capabilities, processes and structures, that help the wanted behaviors emerge, dampen the emergence of unwanted behaviors and reach the goal. › Step 4: From the eco-system you have sketched by now: derive change actions you would like to take as your change experiment. Workshop
  16. 16. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Principles behind the Agile Manifesto
  17. 17. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Principles behind the Agile Manifesto Example goal: We handle technical debt professionally.Example goal: Good collaboration between business management and product development Example goal: We continuously improve. Example goal: We continuously seek customer feedback. Example goal: We trust and empower our people. Example goal: We minimize waste and maximize customer value
  18. 18. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25
  19. 19. Deal professionally with uncertainty Example
  20. 20. Intervention 1
  21. 21. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty Communicate Make uncertainty visible Accept, that uncertainty is always there Share views and insights Speak up when you see something unexpected React constructively on surprises Show and discuss uncertainty in governance meetings Frequent meetings to digest updates/new insights Distributed planning on different levels Iterative development  feedback loop Communication structure Manage expectations  anticipate expec- tations & address them Translate uncertainty into realistic expectations (customers, internal stakeholders)
  22. 22. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty all plans with cost & time ranges Accept, that uncertainty is always there Share views and insights Show and discuss uncertainty in governance meetings Distributed planning on different levels Scrum Basic acceptance by PdM Recruit Portfolio Mgrs with “right” mindset & perceverance Decision model Portfolio Mgrs
  23. 23. Intervention 2
  24. 24. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty all plans with cost & time ranges Accept, that uncertainty is always there Share views and insights Show and discuss uncertainty in governance meetings Distributed planning on different levels Scrum Basic acceptance by PdM Recruit Portfolio Mgrs with “right” mindset & perceverance Heavy debates in governance meetings Teams don’t support the ranges Explain purpose of ranges Tool support for ranges POs asked to support ranges Lift the abstraction level in governance meetings
  25. 25. Intervention 3
  26. 26. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty all plans with cost & time ranges Accept, that uncertainty is always there Share views and insights Show and discuss uncertainty in governance meetings Distributed planning on different levels Scrum Basic acceptance by PdM Recruit Portfolio Mgrs with “right” mindset & perceverance Some teams hate the tool Explain purpose of ranges Tool support for ranges POs asked to support ranges Lift the abstraction level in governance meetings Make tool optional Less debate in governance meetings Add “give me ranges” to process without telling “how”
  27. 27. Intervention 4
  28. 28. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty all plans with cost & time ranges Accept, that uncertainty is always there Share views and insights Show and discuss uncertainty in governance meetings Distributed planning on different levels Scrum Basic acceptance by PdM Recruit Portfolio Mgrs with “right” mindset & perceverance Debate: why can’t we commit earlier? Explain purpose of ranges Tool support for ranges POs asked to support ranges Lift the abstraction level in governance meetings Make tool optional In governance meetings: range is used to discuss what we can tell to the customer Add “give me ranges” to process without telling “how” Provide customer oriented uncertainty view in governance meetings PdM understand development better Regular work/scenario meetings between Development and PdM Developers understand PdM better
  29. 29. Intervention 5
  30. 30. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty all plans with cost & time ranges Accept, that uncertainty is always there Share views and insights Show and discuss uncertainty in governance meetings Distributed planning on different levels Scrum Basic acceptance by PdM Recruit Portfolio Mgrs with “right” mindset & perceverance Explain purpose of ranges Tool support for ranges POs asked to support ranges Lift the abstraction level in governance meetings Make tool optional PdM and Development starting to “join forces” Add “give me ranges” to process without telling “how” Provide customer oriented uncertainty view in governance meetings PdM understand development better Regular work/scenario meetings between Development and PdM Developers understand PdM better Closely pair PO with PdMgr
  31. 31. Intervention 6
  32. 32. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 ProcessesStructures Behavior Capabilities Deal professionally with uncertainty all plans with cost & time ranges Accept, that uncertainty is always there Share views and insights Show and discuss uncertainty in governance meetings Distributed planning on different levels Scrum Basic acceptance by PdM Recruit Portfolio Mgrs with “right” mindset & perceverance Explain purpose of ranges Tool support for ranges POs asked to support ranges Lift the abstraction level in governance meetings Make tool optional We don’t need commitment decisions any more Add “give me ranges” to process without telling “how” Provide customer oriented uncertainty view in governance meetings PdM understand development better Regular work/scenario meetings between Development and PdM Developers understand PdM better Closely pair PO with PdMgr Make commitment decisions optional
  33. 33. To be continued …
  34. 34. Evolving organizations using applied systems thinking | Hendrik Esser | © Ericsson AB 2017 | 2017-01-25 Q A

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