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Learning Fast & Small - Nourishing Company-wide Agility in a Skeptical Environment

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Agile beyond IT and beyond just doing it, but rather being it requires experimenting continuously in order to learn continuously. Thus more important than failing fast is learning fast.

In this workshop we will learn what learning fast means for every individual and the organization as a whole and we will define experiments for you to use in your company for becoming agile truly. This will allow you to create an environment for continuous innovations, an environment where everyone is an entrepreneur!

In this workshop we will also make use of examples that make:

- the organizational structure (hierarchy?) more agile
- the organizational processes faster so that they enable innovation
- the organizational strategy better aligned with current needs so that your organization is able to drive the market instead of being driven by the market.

Published in: Business
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Learning Fast & Small - Nourishing Company-wide Agility in a Skeptical Environment

  1. 1. 1 @AgileBossaNova | agilebossanova.org1 Jutta Eckstein | @juttaeckstein Deepti Jain | @agilevirgin http://agilebossanova.org @AgileBossaNova | #agilebossanova Learning Fast & Small: Nourishing Company-wide Agility in a Skeptical Environment Company-wide Agility with BOSSA nova http://tinyurl.com/AgileBossaNova
  2. 2. 2 @AgileBossaNova | agilebossanova.org Goal for the Workshop  Learn how to bring a culture of experimentation into your company
  3. 3. 3 @AgileBossaNova | agilebossanova.org Agenda  Welcome & set the stage  Defining the context  Values for company-wide agility  Challenges for company-wide agility in your company  A new perspective  Using probes  Next steps & wrap-up
  4. 4. 4 @AgileBossaNova | agilebossanova.org WHAT? CHALLENGES
  5. 5. 5 @AgileBossaNova | agilebossanova.org Reflect & Discuss  What are the consequences and impact for (your) organization(s) of VUCA etc from the perspective of: – Entrepreneur – Employee – Client – Shareholder – Top management?
  6. 6. 6 @AgileBossaNova | agilebossanova.org Reflect & Discuss  From your preferred framework (entrepreneur, employee, client, or shareholder): – What‘s the difference between doing agile versus being agile? – What kind of activities are involved in continuous innovation?
  7. 7. 7 @AgileBossaNova | agilebossanova.org7
  8. 8. 8 @AgileBossaNova | agilebossanova.org8
  9. 9. 9 @AgileBossaNova | agilebossanova.org Reflect & Discuss  What has in your context supported or hindered company-wide agility (agile beyond IT) and what was difficult along the way?  Come up with top challenge in your group
  10. 10. 10 @AgileBossaNova | agilebossanova.org
  11. 11. 11 @AgileBossaNova | agilebossanova.org Beyond Budgeting  Beyond command & control – Toward a management model that is more empowered and adaptive  Separate the 3 budget purposes – Targets – Forecast – Resource allocation  Relative  Rolling  Dynamic
  12. 12. 12 @AgileBossaNova | agilebossanova.org Open Space  Self-organization – Everyone is invited to suggest and work on any idea  Passion bound by responsibility – Self-responsible for learning and helping others learn – Passion follows the overall strategy  Empowerment – Anything can happen inspired by anyone
  13. 13. 13 @AgileBossaNova | agilebossanova.org Sociocracy  Equivalence – Shared decision-making by consent – Feedback embedded in the structure: double linking
  14. 14. 14 @AgileBossaNova | agilebossanova.org
  15. 15. 15 @AgileBossaNova | agilebossanova.org
  16. 16. 16 @AgileBossaNova | agilebossanova.org
  17. 17. 17 @AgileBossaNova | agilebossanova.org 4 Truths HSD - https://www.hsdinstitute.org
  18. 18. 18 @AgileBossaNova | agilebossanova.org Cynefin Kurtz, C.F. & Snowden, D. (2003): The new dynamics of strategy: Sense-making in a complex and complicated world In: IBM Systems Journal, Vol.42, No.3, p.462-483. Available also online: http://alumni.media.mit.edu/brooks/storybiz/kurtz.pdf
  19. 19. 19 @AgileBossaNova | agilebossanova.org Discuss & Create  What are the different perspectives in your organization?  Draw the organigram for at least one organization showing the synthesis of perspectives
  20. 20. 20 @AgileBossaNova | agilebossanova.org
  21. 21. 21 @AgileBossaNova | agilebossanova.org Discuss  What is the primary organizational characteristic (strategy, structure, or process) for your top challenge?
  22. 22. 22 @AgileBossaNova | agilebossanova.org Eager to Experiment
  23. 23. 23 @AgileBossaNova | agilebossanova.org23 Is Trust Cheaper?
  24. 24. 24 @AgileBossaNova | agilebossanova.org
  25. 25. 25 @AgileBossaNova | agilebossanova.org Is Trust Cheaper?  Background: – Traditional travel expense procedures are burdensome and assume people can’t be trusted.  Hypothesis: – Such procedures cost more than they save and are demoralizing.  Experiment: – Pre-survey and audit. Try for three months in a few units with other units as controls. Post-survey and audit.
  26. 26. 26 @AgileBossaNova | agilebossanova.org
  27. 27. 27 @AgileBossaNova | agilebossanova.org Discuss & Create  Look at your top challenge – Revisit your reflections on your top challenge and any necessary details • What is your challenge and what is it not? • What might be the source of the difference?  Pick a probe that you might use to explore that challenge – If necessary modify the probe for your existing challenge – Or invent a whole new probe
  28. 28. 28 @AgileBossaNova | agilebossanova.org
  29. 29. 29 @AgileBossaNova | agilebossanova.org Design a Probe  Name of the Probe: – <...>  Background: – <Define the context>  Hypothesis: – <Define what you expect to happen> – <Observable impact>  Safe-to-fail experiment: – <Define what do you want to try and how you can (dis) prove the hypothesis>
  30. 30. 30 @AgileBossaNova | agilebossanova.org Reflecting on the Probe  Our results were largely not as the hypothesis predicted.  We believed <hypothesis> – But found while <activity> – That <insight> – And rejected this idea.  Had we tried <x>, – We might have discovered this • <sooner, more cheaply, &/or more safely> Source: Mike Burrows, Agendashift
  31. 31. 31 @AgileBossaNova | agilebossanova.org Publish to Your Peers  Publish in the LinkedIn group: – http://tinyurl.com/AgileBossaNova  Based on the experiment results and comments of our peers, – What are the next questions to explore? – What changes (if any) do we want to implement?
  32. 32. 32 @AgileBossaNova | agilebossanova.org Reflection Time  What will you do on Monday? – What will you try? – Let us know what you did try and publish your experience! • http://tinyurl.com/AgileBossaNova
  33. 33. 33 @AgileBossaNova | agilebossanova.org BOSSA nova for Nourishing Company-wide Agility
  34. 34. 34 @AgileBossaNova | agilebossanova.org BOSSA nova for Company-wide Agility  Never stop… – …trying – …learning – …changing
  35. 35. 35 @AgileBossaNova | agilebossanova.org Many Thanks and… Stay in Touch: PicturesbyKatjaGloggengießer Jutta Eckstein | @juttaeckstein Deepti Jain | @agilevirgin http://agilebossanova.org @AgileBossaNova | #agilebossanova Company-wide Agility with BOSSA nova http://tinyurl.com/AgileBossaNova

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