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Fit for Purpose - Driving Organizational Maturity via Evolutionary Change

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A talk delivered at Agile Gurgaon, Gurgaon (next to Delhi), India, May 2016

Published in: Business
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Fit for Purpose - Driving Organizational Maturity via Evolutionary Change

  1. 1. Fit for Purpose Driving Organizational Maturity via Evolutionary Change Mike Leber Agile & Lean Coach Twitter: @michael_leber http://agileexperts.at
  2. 2. www.agilegurgaon.com
  3. 3. Digital Leadership Journey
  4. 4. @AgileExperts | http://agileexperts.at My Airport Story
  5. 5. @AgileExperts | http://agileexperts.at Traffic in Gurgaon Fit for Purpose?
  6. 6. @AgileExperts | http://agileexperts.at Practice-based Implementation Visualize Limit WIP Manage FlowExplicit Policies Feedback Loops Improvements Shallow Deep Work Different Work Item Types Workflow Kanban Limits Ready for pull ("done") Blocking issues (special cause variations) Capacity Allocation Metrics-related aspects such as - lead time, local cycle time, SLA target Inter-work item dependency (incl hierarchical, parent-child dependency) Inter-workflow dependency Other risk dimensions - cost of delay (function shape & order of magnitude), technical risk, market risk Depth of Kanban, D. Anderson Opportunities for Improvement! Shallow does not mean „bad“
  7. 7. @AgileExperts | http://agileexperts.at Work Different Work Item Types Workflow Kanban Limits Ready for pull ("done") Blocking issues (special cause variations) Capacity Allocation Metrics-related aspects such as - lead time, local cycle time, SLA target Inter-work item dependency (incl hierarchical, parent-child dependency) Inter-workflow dependency Other risk dimensions - cost of delay (function shape & order of magnitude), technical risk, market risk Values based Implementation Values-based Assessment, Mike Burrows However, start with purpose and needs first! Attach improvement opportunities to purpose & needs
  8. 8. @AgileExperts | http://agileexperts.at Purpose is Multi-dimensional via Stephen Parry Business Purpose People Purpose Customer Purpose Common Purpose „We all work for the same Company, but we live In different worlds“ Thomas Queisser Purpose Measurement Acitvity !? ? ?
  9. 9. @AgileExperts | http://agileexperts.at Customer Validation Flow of Work Opportunities for Improvement Business Agility Market Opportunities, Stakeholder Demand, Business Risk, Options Value Creation, Collaboration, Problem Solving Predictability – Liquidity - Adaptiveness
  10. 10. @AgileExperts | http://agileexperts.at Sally Godfrey CMMI Staged Representation
  11. 11. @AgileExperts | http://agileexperts.at J-Curve Effect Lean Kanban University Large Change has high potential for resistance, Hits inmature organizations, increases distrust and puts recovery on risk Change should always match organizational maturity
  12. 12. @AgileExperts | http://agileexperts.at Survivability • Lead the business (strategy and positioning) • Confidence they can deliver on strategic goals • Legacy (long term survival) Service-Orientation • Up-managing – answer the hard questions with confidence • Down-managing – make difficult decisions with confidence Sustainability • Relief from abusive environment • Overburdened • Quality suffers • Low job satisfaction Agendas for Change Lean Kanban University Assumption about specific agendas on different hierarchy levels. Finally all agendas to be focused on at all levels!
  13. 13. @AgileExperts | http://agileexperts.at Evolutionary change has no defined end point Evolving Process Roll forward Roll back Initial Process Future process is emergent Evaluate Fitness Evaluate Fitness Evaluate Fitness Evaluate Fitness Evaluate Fitness We don’t know the end-point but we do know our emergent process is fitter! Lean Kanban University
  14. 14. @AgileExperts | http://agileexperts.at Fitness Time Growing Change Capability Lean Kanban University Change is less about Process and it is not a defined Path! It starts with a journey. And it is all about Change Capability!
  15. 15. @AgileExperts | http://agileexperts.at Ingredients for Growing Maturity • Engage: Understand, define, and lock onto customer needs • Learn: Make sense of the customers’ needs and their environment and share the information across the business • Lead: Make a case for improvement and lead change at all levels of the organisations — not just the executive • Improve: Act and implement improvements and innovation to better serve customers and operational effectiveness via Stephen Perry
  16. 16. @AgileExperts | http://agileexperts.at Learning&improvement Formula for evolutionary change …  Stressor  Reflection Mechanism  Leadership Stressor ReflectionMechanism Kanban Meeting Risk Review & SDR Ops Review Strategy Review Personal WIP Limit Column WIP Limit Row WIP Limit Strategy vs Capability Visualization Replenishment & Delivery Planning Personal Reflection David J. Anderson
  17. 17. @AgileExperts | http://agileexperts.at Conclusion • Purpose is not a one-size fits all concept • One-size fits all solutions don‘t help • Fitness via Evolutionary Change • Engage, Learn, Lead, Improve a System of Systems • Shape Anti-Fragile Systems

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