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Lean Kanban India 2018 | Business Agility with Scaled Agile Thinking | Patrick Steyaert

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Session Title:
Business Agility with Scaled Agile Thinking
Session Overview:
Business agility requires scaled lean and agile thinking, more than just scaled lean and agile practices. Change must be bootstrapped in order to manage the tension between the need to align the organization to the strategic commitment of becoming an agile business and the aim to create organization-wide engagement. From the top down, this requires new ways of teaching and coaching that instil new ways of thinking more than just doing. From the bottom up, this new way of thinking must inspire (contagious) action, not just talk.

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Lean Kanban India 2018 | Business Agility with Scaled Agile Thinking | Patrick Steyaert

  1. 1. Business Agility© Patrick Steyaert, 2018 1 Business agility September2018 patrick.steyaert@okaloa.com Scaled agile thinking
  2. 2. Business Agility© Patrick Steyaert, 2018 2 Agile that begets agile An organization is only agile to the extent that it autonomously tends towards more agility. “
  3. 3. Business Agility© Patrick Steyaert, 2018 3 Life begets life The chicken or the egg?
  4. 4. Business Agility© Patrick Steyaert, 2018 4 legitimate need e.g. shorten the time to market e.g. what to build for whom and why? e.g. people working together in autonomous teams
  5. 5. Business Agility© Patrick Steyaert, 2018 5 Less legitimate Bandwagon effect a self-reinforcing loop that fuels the agile industry Others are adopting popular agile method. We must adopt popular agile method also! R
  6. 6. Business Agility© Patrick Steyaert, 2018 6 Side effects Or, the consequences of our own decisions? nasty
  7. 7. Business Agility© Patrick Steyaert, 2018 7 What makes a great team Strategy Tactics Scores Skills ? ? ? ?
  8. 8. Business Agility© Patrick Steyaert, 2018 8 Looking at the whole Context Autonomy Social intuition BUSINESS AGILITY Principles & practices feedback rational individual
  9. 9. Business Agility© Patrick Steyaert, 2018 9 On the practical side … Strategy & organization Teaching & coaching Portfolio
  10. 10. Business Agility© Patrick Steyaert, 2018 10 Principles and practices means to an end Outcome Principles & practices produces Context constrains/enables
  11. 11. Business Agility© Patrick Steyaert, 2018 11 Portfolio kanban A cornerstone of business agility Image courtesy of
  12. 12. Business Agility© Patrick Steyaert, 2018 12 Using System dynamics Stock Inflow Outflow R B delay delay Oscillation stock S-curve stock Exponential stock Goal-seeking stock
  13. 13. Business Agility© Patrick Steyaert, 2018 13 Flow of work Rate of starting work Rate of finishing work S-curve WIP R Exponential WIP Blocked work + + B Goal-seeking WIP Pull options + + WIP* c WIP limit *Work in progress
  14. 14. Business Agility© Patrick Steyaert, 2018 14 Modeling end-to-end flow Overburdening (lack of supply) + + Starvation (lack of demand) - + Rate of creating options Rate of exercising options Options inventory upstream downstream Oscillation delay delay
  15. 15. Business Agility© Patrick Steyaert, 2018 15 Oscillating demand And the effect on capability Capacity Demand Excess capacity (starvation) Lack of capacity (overburdening)
  16. 16. Business Agility© Patrick Steyaert, 2018 16 WIP Limit Order point CAP Token Market place Triage Agile portfolio management Incommensurable demand Team End-to-end Multi-team Multi-customer Portfolio Conflicting demand Over- burdening Fluctuating demand Heterogenous capability Going Beyond the obvious
  17. 17. Business Agility© Patrick Steyaert, 2018 17 feedback Knowledge discovery Across the value stream Viability Feasibility Desirability FEEDBACK How does it impact users? How can we solve the problem? Discover (tension) Divergence Convergence One of many options Design (concept) Convergence One of few options Divergence Convergence Embedded options Develop (product) Divergence What is the problem or opportunity? business Deliver (solution) Minimum Viable Product (MVP) Test / Experiment Spike
  18. 18. Business Agility© Patrick Steyaert, 2018 18 feedback PLANS Planned change Outcome-oriented change ACTION OUTCOME Idealistic change Feedback Feedback Feedback STRATEGY
  19. 19. Business Agility© Patrick Steyaert, 2018 19 Friction … getting an organization made up of individuals, to pursue a collective goal produces friction just as surely as applying the brakes of a car. Stephen Bungay, The art of action “ “ Effects gap Knowledge gap Alignment gap ACTION PLANS OUTCOMES
  20. 20. Business Agility© Patrick Steyaert, 2018 20 Autonomy
  21. 21. Business Agility© Patrick Steyaert, 2018 21 Externally enabled system AB A B produces constrains/enables Boundary conditions
  22. 22. Business Agility© Patrick Steyaert, 2018 22 Self-enabled systems AB A B BA producesproduces enables enables
  23. 23. Business Agility© Patrick Steyaert, 2018 23 Autonomous Capabilities • Specific ability • that is truly distinctive, • self-enabled, and • can produce a wide variety of performances depending on (evolving) circumstances
  24. 24. Business Agility© Patrick Steyaert, 2018 24 Constraints that enable Rover Team A Team B
  25. 25. Business Agility© Patrick Steyaert, 2018 25 Enabling constraints Patterns of play Small area game produces Rover enables
  26. 26. Business Agility© Patrick Steyaert, 2018 26 Developing organizational capabilities Patterns of collaboration Work produces WIP limit enables
  27. 27. Business Agility© Patrick Steyaert, 2018 27 Mutually enabling capabilities CollaborationFlow producesproduces enables enables Work Collaboration Policies Flow Policies
  28. 28. Business Agility© Patrick Steyaert, 2018 28 Capabilities first, practices second Outcome Principles & practices produces Context Interacting capabilities Flow Collaboration Learning
  29. 29. Business Agility© Patrick Steyaert, 2018 29 Thinking about thinking The divided mindRational brain The rider Intuitive brain The elephant Rational reasoning is (slow) conscious, verbal thought using models and logic Thinking is intuitive as well as rational Intuition is (fast) unconscious matching to patterns formed by past experience Jonathan Haidt, The Righteous Mind
  30. 30. Business Agility© Patrick Steyaert, 2018 30 Intuitions first, Reasoning second* Its hard to reason oneself into new behavior past experience intuition judgement reasoningUnfolding events *Jonathan Haidt, The Righteous Mind Strong feedforward Weak feedback
  31. 31. Business Agility© Patrick Steyaert, 2018 31 Thinking is social, not just individual Social intuition model* A’s intuition A’s judgement A’s reasoning B’s intuition B’s judgement B’s reasoning *Jonathan Haidt, The Righteous Mind Past experience Unfolding events
  32. 32. Business Agility© Patrick Steyaert, 2018 32 $ $ $ Designing experiences, More than rational explanation Using simulation that goes through the full learning loop to create a shared experience and catalyse change!
  33. 33. Business Agility© Patrick Steyaert, 2018 33 Why Business agility? Business agility is needed not just because we need agile methods to cope with the accelerating pace of change. No, it is needed because we cannot keep pace despite the agile methods available to us.” “
  34. 34. Business Agility© Patrick Steyaert, 2018 34 Thank you@PatrickSteyaert @OkaloaFlowlab More info about Okaloa Flowlab at www.okaloa.com/flowlab Or join our Business Agility training at www.okaloa.com/business-agility-training
  35. 35. Business Agility© Patrick Steyaert, 2018 35 CONTACT DETAILS t +32 473 56 50 98 t +32 477 79 12 98 arlette.vercammen@okaloa.com patrick.steyaert@okaloa.com @OkaloaFlowlab @PatrickSteyaert

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