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Kanban India 2023 | Mike Burrows | Between Spaces Scopes and Scales What the Scaling Frameworks Dont Tell You.pptx
- 1. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Agendashift™ Academy Leadership and strategy in the transforming organisation Mike Burrows Between spaces, scopes, and scales: What the scaling frameworks don’t tell you
- 2. Agendashift Academy agendashift.com/keynotes agendashift.com/mike (2nd edition 2021) (2019, audiobook 2020) (2014) Mike Burrows
- 3. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Strategy Assuranc e Delivery Two stories, ten years apart, one initial model – Project – Organisation
- 4. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Strategy Assuranc e Delivery Imagine… (Agendashift-style) Each element helped toward their full potential Every element contributing to the success of the whole The IdOO (“I do”) pattern: Ideal Obstacles Outcomes
- 5. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Strategy Assuran ce Delivery Improving the model – projects – organisations
- 6. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Assuran ce Delivery Improving the model – projects – viable organisations Strategy Improving their capacity for independent action in a changing environment Staying in the game Keeping healthy Always having options
- 7. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Strategy Assuran ce Delivery- Discover y- Renewal Improving the model – projects – viable organisations Improving their capacity for independent action in a changing environment Staying in the game Keeping healthy Always having options
- 8. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Assuran ce Delivery- Discover y- Renewal Improving the model – projects – viable organisations Adaptive Strategising Improving their capacity for independent action in a changing environment Staying in the game Keeping healthy Always having options
- 9. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Mutual Trust Building Delivery- Discover y- Renewal Improving the model – projects – viable organisations Improving their capacity for independent action in a changing environment Staying in the game Keeping healthy Always having options Adaptive Strategising
- 10. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation The Viable System Model in three overlapping spaces Mutual Trust Building Delivery- Discovery- Renewal Adaptive Strategising
- 11. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation The Viable System Model in three overlapping spaces (inside view) Adaptive Strategising Mutual Trust Building Delivery- Discovery- Renewal
- 12. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation The Viable System Model in three overlapping spaces (inside view) Mutual Trust Building Delivery- Discovery- Renewal Adaptive Strategising
- 13. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation The Viable System Model in three overlapping spaces (inside view) Delivery- Discovery- Renewal Adaptive Strategising Mutual Trust Building
- 14. Agendashift Academy agendashift.com/keynotes agendashift.com/mike A new presentation of Stafford Beer’s classic model Stafford Beer’sViable System Model Image: Mark Lambertz, CC BY-SA 4.0, via Wikimedia Commons The Viable System Model (VSM) Brain of the Firm (1972, 1981) Heart of Enterprise (1979, 1984) Systems and their relationships System 1 (the value-creating work) System 2 (coordinating) System 3 (organising) System 4 (strategising) System 5 (self governing) System 3* (trust building)
- 15. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation The Viable System Model in three overlapping spaces (inside view) Adaptive Strategising Mutual Trust Building Delivery- Discovery- Renewal
- 16. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation The Viable System Model in three overlapping spaces (inside view) Mutual Trust Building Delivery- Discovery- Renewal Adaptive Strategising
- 17. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation The Viable System Model in three overlapping spaces (inside view) Delivery- Discovery- Renewal Adaptive Strategising Mutual Trust Building
- 18. Agendashift Academy agendashift.com/keynotes agendashift.com/mike The Deliberately Adaptive Organisation Start where you are, everywhere all at once; relationships & constraints (top view)
- 19. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Structuring Reconciling Connecting Translating The Deliberately Adaptive Organisation (side elevation) In four strands, relationships between scales
- 20. Agendashift Academy agendashift.com/keynotes agendashift.com/mike A relational, “every scale”, complexity-friendly model Striving for mutual relationships in healthy and productive balance Between and across scales, addressing tendencies to overwhelm, underwhelm, or confuse Applying relevant theory in context The Deliberately Adaptive Organisation
- 21. Agendashift Academy agendashift.com/keynotes agendashift.com/mike And how our relational approach deals with some common problems: 1. Structures with poor fit 2. The wrong things managed in the wrong places 3. Dealing poorly with surprise 4. Disappointed customer, disappointed organisation Delivery operations across multiple scales Or flight levels (Klaus Leopold’s Rethinking Agile)
- 22. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Delivery operations across multiple scales Or flight levels (Klaus Leopold’s Rethinking Agile) agendashift.com/changeban
- 23. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Delivery operations across multiple scales Or flight levels (Klaus Leopold’s Rethinking Agile)
- 24. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Delivery operations across multiple scales Or flight levels (Klaus Leopold’s Rethinking Agile) Flight level 1. Operations
- 25. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Delivery operations across multiple scales Or flight levels (Klaus Leopold’s Rethinking Agile) Flight level 1. Operations Flight level 2. Coordination
- 26. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Delivery operations across multiple scales Or flight levels (Klaus Leopold’s Rethinking Agile) Flight level 1. Operations Flight level 3. Strategic portfolio management Flight level 2. Coordination
- 27. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Local problem or referred pain? ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ ⚠️ Flight level 3. Strategic portfolio management Flight level 1. Operations Flight level 2. Coordination Structuring Translating Connecting Reconciling
- 28. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Problem 1. Structures with poor fit Flight level 2. Coordination Flight level 1. Operations Flight level 3. Strategic portfolio management ⚠️ Structuring Translating Connecting Reconciling ?
- 29. Agendashift Academy agendashift.com/keynotes agendashift.com/mike A model of your business environment Flight level 2. Coordination Flight level 1. Operations Flight level 3. Strategic portfolio management Structuring Translating Connecting Reconciling Reaching the right customers, meeting their strategic needs Who are they? Where are they? What needs should we be meeting? When do they have them? Customer: Geography: Technology: Time:
- 30. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Problem 2. The wrong things managed in the wrong places Flight level 2. Coordination Flight level 1. Operations Flight level 3. Strategic portfolio management Structuring Translating Connecting Reconciling
- 31. Agendashift Academy agendashift.com/keynotes agendashift.com/mike How do we know that we’re making progress? Structuring Translating Connecting Reconciling
- 32. Agendashift Academy agendashift.com/keynotes agendashift.com/mike How do we know that we’re making progress? Structuring Translating Connecting Reconciling
- 33. Agendashift Academy agendashift.com/keynotes agendashift.com/mike How do we know that we’re making progress? Structuring Translating Connecting Reconciling
- 34. Agendashift Academy agendashift.com/keynotes agendashift.com/mike How do we know that we’re making progress? Structuring Translating Connecting Reconciling
- 35. Agendashift Academy agendashift.com/keynotes agendashift.com/mike How do we know that we’re making progress? Structuring Translating Connecting Reconciling
- 36. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Ends How do we know that we’re making progress? Ends Means …so that… Then what happens? Why is that important? Structuring Translating Connecting Reconciling
- 37. Agendashift Academy agendashift.com/keynotes agendashift.com/mike How do we know that we’re making progress? Ends Means Structuring Translating Connecting Reconciling Leading Lagging Leading Lagging Ends …so that… Then what happens? Why is that important? Winning?
- 38. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Ends Means The right things managed in the right places Structuring Translating Connecting Reconciling Leading Lagging Leading Lagging Ends …so that… Then what happens? Why is that important?
- 39. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Organise Structure Reconcile Strategis e Share Adjust Ignore ? Ends Means Problem 3. Dealing poorly with surprise Leading Lagging Leading Lagging Structuring Translating Connecting Reconciling ⚠️ ⚠️ Translating Structuring Ends ⚠️ Structuring
- 40. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Organise Structure Reconcile Strategis e Share Adjust Ignore ? Ends Means Dealing better with surprise Leading Lagging Leading Lagging Structuring Translating Connecting Reconciling ⚠️ ⚠️ Translating Structuring agendashift.com/assessments – self-organising at scale
- 41. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Problem 4. Disappointed customer, disappointed organisation Structuring Translating Connecting Reconciling ⚠️
- 42. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Failures of context ⚠️ Structuring Translating Connecting Reconciling ⚠️
- 43. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Pre-empting failures of context ⚠️ Structuring Translating Connecting Reconciling One side doing what might better be done by the other, or in collaboration, or deferred until needed ⚠️
- 44. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Pre-empting failures of context Coordinate, Cooperate, Collaborate? Structuring Translating Connecting Reconciling
- 45. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Trust-building conversations, sense-making conversations Structuring Translating Connecting Reconciling ? Coordinate, Cooperate, Collaborate?
- 46. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Learning from failures of context Coordinate, Cooperate, Collaborate? Structuring Translating Connecting Reconciling ?
- 47. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Be a keeper of context Coordinate, Cooperate, Collaborate? Structuring Translating Connecting Reconciling ⚠️
- 48. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Relationships everywhere Structuring Translating Connecting Reconciling
- 49. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Relationships everywhere Structuring Translating Connecting Reconciling Imagine them ideally balanced in every respect Every relationship helping those it relates achieve their full potential Every element contributing to the success of the whole Ideal, Obstacles, Outcomes
- 50. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Structuring Reconciling Connecting Translating Relationships everywhere Imagine them ideally balanced in every respect Every relationship helping those it relates achieve their full potential Every element contributing to the success of the whole Ideal, Obstacles, Outcomes Engaging with the Deliberately Adaptive Organisation (side elevation)
- 51. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Adaptive Strategising Mutual Trust Building Delivery- Discovery- Renewal Relationships everywhere Imagine them ideally balanced in every respect Every relationship helping those it relates achieve their full potential Every element contributing to the success of the whole Ideal, Obstacles, Outcomes Engaging with the Deliberately Adaptive Organisation (inside view)
- 52. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Relationships everywhere Engaging with the Deliberately Adaptive Organisation Delivery- Discover y- Renewal Adaptive Strategising Mutual Trust Building (top view) Imagine them ideally balanced in every respect Every relationship helping those it relates achieve their full potential Every element contributing to the success of the whole Ideal, Obstacles, Outcomes
- 53. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Relationships everywhere Your networks (plural) Imagine them ideally balanced in every respect Every relationship helping those it relates achieve their full potential Every element contributing to the success of the whole Ideal, Obstacles, Outcomes
- 54. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Start where you are ⚠️ Who, where, what, when? Ends before means Self-organisation at every scale Be a keeper of context Structuring: Translating: Reconciling: Connecting: From your scope(s), in your networks, at the scale you best understand:
- 55. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Start where you are ⚠️ From your scope(s), in your networks, at the scale you best understand: …and then the fun starts Everywhere all at once Who, where, what, when? Ends before means Self-organisation at every scale Be a keeper of context Structuring: Translating: Reconciling: Connecting:
- 56. If you have been affected by any of the issues raised in this programme Go to agendashift.com/keynotes: PDF of the slides References Events, offers Assessment tools, other resources Leading with Outcomes modules Facilitator and trainer programmes KEYNOTE15 INDIA2023 (60% off)
- 57. Agendashift Academy agendashift.com/keynotes agendashift.com/mike Agendashift™ Academy Leadership and strategy in the transforming organisation Mike Burrows (agendashift.com/mike) Between spaces, scopes, and scales: What the scaling frameworks don’t tell you
Editor's Notes
- https://www.agendashift.com/keynotes
- https://academy.agendashift.com/leading-with-outcomes
- 1998 – in the run-up to the implementation of the Euro in the government debt markets, where the currency was first introduced 2008 – ending up writing down some $50bn in losses. Catastrophic and near fatal
- Agendaashift-style, or Leading with Outcomes style For a scope that you identify with We're going to stay on obstacles for a moment
- Knowing how well that process works it might be tempting to leave it there, but we can do better, a lot better
- I prefer this definition, after John Boyd (of OODA loop fame) independent or interdependent, it’s game over when we run out of options
- To Delivery we must add the work needed to renew existing capabilities and identify what further capabilities are needed
- Guiding that work, Adaptive Strategising. Not just reacting to change, but proactively developing appropriate options for independent action, based on an evolving understanding of how things are and what possibilities might be open to us
- Paying attention where it's needed – in every direction, between and across scales – making sure that we're not deluding ourselves, our strategies disconnected from internal and external reality These three ‘spaces’ are even more intimately connected than this diagram suggests...
- Each space actually shares some structure with the other two
- Each space actually shares some structure with the other two
- Each space actually shares some structure with the other two
- Each space actually shares some structure with the other two
- Each space actually shares some structure with the other two
- Each space actually shares some structure with the other two
- Each space actually shares some structure with the other two
- Each space actually shares some structure with the other two
- All the scopes you identify with All the scopes every participant identifies with At every scale of organisation Opportunity for a much richer engagement with the organisation than you would get with A process approach A governance approach A framework-based approach Engineered approaches generally And with relationships & constraints involving many, many things, some of which (or some of whom I should say) can act autonomously, we’re in the realms of the complex adaptive system. This is 21st century approach, one that plays well with complexity
- Four stands Anti-clockwise from front and centre: Structuring – pretty much what you’d guess it is – it’s about making sure we have the structures we need, formal and informal Translating – translating progress and issues between scales Connecting – ensuring that everyone has the context they need to do a great job Reconciling – keeping the understandings and intentions of related scopes & scales suitably coherent
- The board as a representation of team's delivery process Able to deliver customer value independently
- Starting with a team, an autonomous team, sufficiently cross-functional to be able to deliver customer value independently, the board here a representation of the team's delivery process
- Teams can combine to make a bigger value stream, bigger end-to-end process
- Multiple value streams Possibly even the same team participating in multiple value streams perhaps coordinating, cooperating, collaborating bilaterally...
- Nothing to stop teams coordinating bilaterally – indeed it's a good thing – but higher-level coordination is needed to maintain a healthy mix of work in the system overall in accordance with higher level goals, something the teams can't easily ensure on their own And when there are problems to solve inside that inner learning loop , a wider range of options can be brought to bear quickly
- Making sure that as a whole we are pursuing the right things balancing our investments and risk appetites appropriately Matching our ambition to our growing capability
- Your org structures, your business environment, and how you structure your challenges don’t fit each other well Much more often than should be the case, new challenges don’t have a natural home except as a top-level project Instead of solving the “where” problem, get as good it you can get at mobilizing projects Still expensive to set up, and too much of the learning vanishes when the project team disbands And important things not big enough to justify a project get lost, wait forever to get done, or get attached to projects where they don’t belong But this problem doesn’t only affect traditionally functionally-organised and projectized organisations Even for modern product and service organisations, a process-based approach won;t help you
- Team and higher level structures How the work is structured How we understand our business environment How we understand our challenges
- Team and higher level structures How the work is structured How we understand our business environment How we understand our challenges
- Team and higher level structures How the work is structured How we understand our business environment How we understand our challenges
- Team and higher level structures How the work is structured How we understand our business environment How we understand our challenges
- Team and higher level structures How the work is structured How we understand our business environment How we understand our challenges
- Team and higher level structures How the work is structured How we understand our business environment How we understand our challenges
- Team and higher level structures How the work is structured How we understand our business environment How we understand our challenges
- How do we represent it up here? That’s a leading question! DO we represent it up here? SHOULD we represent it up here? It might not be necessary to represent the work at all Better questions: How do we know that we’re making progress? How do we know we’re succeeding? Succeeding at what?
- Dysfunctions: Confusing ends and means Willing the ends without the means Micromanaging Responsibility for benefits realization in the wrong place
- Structure your organizing
- Dysfunctions: Confusing ends and means Willing the ends without the means Micromanaging Responsibility for benefits realization in the wrong place
- Whether they know it at the time or not, work lacking the customer context or strategic context it needs Sometimes deeply frustrating at the time, sometimes the problem perhaps not detected until later, making it an expensive problem indeed Perhaps the first you know of it is that customers that aren’t thrilled Or perhaps the customer is happy enough, but decisions have been made that the wider organisation would have wanted to be made differently You may love me or hate me for what I’m about to show you – once you learn to see it you can’t unsee it
- Whether they know it at the time or not, work lacking the customer context or strategic context it needs Sometimes deeply frustrating at the time, sometimes the problem perhaps not detected until later, making it an expensive problem indeed Perhaps the first you know of it is that customers that aren’t thrilled Or perhaps the customer is happy enough, but decisions have been made that the wider organisation would have wanted to be made differently You may love me or hate me for what I’m about to show you – once you learn to see it you can’t unsee it
- You think you’ve completed the work but someone – customer or organisation – is disappointed You lacked the context you needed
- One side doing what might better be done by the other, or in collaboration, or deferred until needed Or adopting the wrong interaction style
- What the scaling frameworks don’t tell you Structuring: How we understand our business environment How we understand our challenges How the work is structured How the organisation itself is structured A good fit – organisation to business environment most especially Translating: Ends before means, outcomes before solutions What if we put agreement on outcomes before solutions? (Our big “what if” question, principle #1) Managing for the right things at the right level Respecting those relationships between levels Reconciling: Autonomy and self-organisation key resilience, innovation, and learning Connecting: Building trust and confidence Ensuring that the work is appropriately contextualised
- Structuring: How we understand our business environment How we understand our challenges How the work is structured How the organisation itself is structured A good fit – organisation to business environment most especially Connecting: Building trust and confidence Ensuring that the work is appropriately contextualised Translating: Ends before means, outcomes before solutions What if we put agreement on outcomes before solutions? (Our big “what if” question, principle #1) Managing for the right things at the right level Respecting those relationships between levels Reconciling: Autonomy and self-organisation key resilience, innovation, and learning
- Not shown: Experience/practice session on the 23rd, this time the classic Agendashift Delivery assessment
- NGP40 WEBINAR15