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Introduction to agile organisations (ao) NYC, Requisite Agility Unsymposium

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shift the paradigm from monolithic vertical to proactive and responsive horizontal.

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Introduction to agile organisations (ao) NYC, Requisite Agility Unsymposium

  1. 1. : HEIDELBERG : +4916099872449 PIERRE.NEIS@AGILESQR.COM the AO model how to build a system allowing agile behaviour 1 RA _Un-Symposium NYC, 02/19
  2. 2. 2
  3. 3. 3 and what kind of agile is your agile?
  4. 4. Agile & Agile Mindset, what does this mean? 4 1
  5. 5. what kind of agile is your agile? 5 • this question has been asked to most of the team (around 70 people) before explaining what agile means • quantitative means that agile is seen as results • behaviour means that agile is how people are interacting together • process, agile is understood like a process or a methodology • bypass, people didn´t answered the question due to communication issues or lack of focus 17 % 17 % behaviour 47 % 19 % quantitative behaviour process bypass the question
  6. 6. 6 from Gallup 2018 study of employees in France, Germany, Spain and the UK In operational terms, the concept of agility can be defined as employees’ capacity to gather and disseminate information about changes in the environment, and respond to that information quickly and expediently. From a strategic perspective, this combination of speed and data-driven innovation is increasingly important for many businesses to maintain a competitive advantage.
  7. 7. 8 points of attention Learn to be wrong Make working together expected and easy “Matrixed” does not equal “agile” Agile organisations are grounded in
 strong, customer- centric cultures one of the most powerful advantages fo agile companies is ability to give employees a sense of optimism about the organisation´s capacity to survive - and thrive - amid disruptive marketplace conditions. mindset
  8. 8. 9 cultural values and practices with real impact organisation performance innovation & growth customer satisfaction & reputation profitability iterating rapidly collaborating fluidly decisions taken with data moving fast obsession over customers quickly taking advance of opportunities working seamlessly cross boundaries Deborah Soule, MIT Emeritus mindset
  9. 9. 10 Agility requires the capability to survive and prosper in a competitive environ- ment of continuous and unpredictable change by reacting quickly and effectively to changing markets, driven by customer-designed products and services Cho et al. 1996
  10. 10. Key to Agility and Flexibility? 11 • To determine customer needs quickly and continuously reposition the company against it’s competitors. • To design things quickly based on those individual needs. • To put them into full scale, quality , production quickly. • To respond to changing volumes and mix quickly. • To respond to a crisis quickly.
  11. 11. 44 agile as a system 12 2
  12. 12. JASON Jason is a junior. He is very passionate about his new job. Where can he get the right information.? How long should it take? 13 the story of Jason
  13. 13. JASON Jason love to dance. He meets Elsa, the assistant of the CEO, at the salsa course. They become closer. They talk a lot together, they talk all the time about the company during their free time. Jason has now more information than his boss. 14 ELSA
  14. 14. JUNIOR ELSA THIS IS ORGANIZATION 15
  15. 15. JUNI OR ELSA this is structure 16
  16. 16. JUNI OR Agile means organisation over structure. ELSA 17
  17. 17. 44 the AO concept 18 3
  18. 18. 19 AO means agile Organisations and it is a simple framework allowing your organisation to experiment with agile behaviour. Organisations are behaving like social networks with very simple rules: • agents or people as a single entity • alignment: how agents line up with each other • cohesion: what binds agents together • separation: what separates agents from each other This is also known as flocking behaviour experimented by Craig Reynolds with Boids or with the magic roundabout in Swindon(UK).
  19. 19. 20 alignment cohesion (system) separation interaction of agents Quarterly Roadmap F L O C K I N G B E H AV I O U R I N T H E A O C O N T E X T Example
  20. 20. 21 R O B U S T N E S S / R E S P O N S I V E N E S S
  21. 21. 22 B L A C K S WA N In 21st-century work, the strong focus on robustness leads to critical disaster. T H E 2 1 S T C E N T U RY B U S I N E S S W I L L H AV E T O O V E R C O M E T H E C H A L L E N G E S O F C U S T O M E R S S E E K I N G H I G H - Q U A L I T Y, L O W - C O S T P R O D U C T S , A N D B E R E S P O N S I V E T O C U S T O M E R S ’ S P E C I F I C U N I Q U E A N D R A P I D LY C H A N G I N G N E E D S B U N C E A N D G O U L D 1 9 9 6 A G I L I T Y R E Q U I R E S T H E C A PA B I L I T Y T O S U R V I V E A N D P R O S P E R I N A C O M P E T I T I V E E N V I R O N - M E N T O F C O N T I N U O U S A N D U N P R E D I C TA B L E C H A N G E B Y R E A C T I N G Q U I C K LY A N D E F F E C T I V E LY T O C H A N G I N G M A R K E T S , D R I V E N B Y C U S T O M E R - D E S I G N E D P R O D U C T S A N D S E R V I C E S C H O E T A L . 1 9 9 6 Focus on robustness
  22. 22. 23 B L A C K S WA N In 21st-century work, the strong focus on robustness leads to critical disaster. T H E 2 1 S T C E N T U RY B U S I N E S S W I L L H AV E T O O V E R C O M E T H E C H A L L E N G E S O F C U S T O M E R S S E E K I N G H I G H - Q U A L I T Y, L O W - C O S T P R O D U C T S , A N D B E R E S P O N S I V E T O C U S T O M E R S ’ S P E C I F I C U N I Q U E A N D R A P I D LY C H A N G I N G N E E D S B U N C E A N D G O U L D 1 9 9 6 A G I L I T Y R E Q U I R E S T H E C A PA B I L I T Y T O S U R V I V E A N D P R O S P E R I N A C O M P E T I T I V E E N V I R O N - M E N T O F C O N T I N U O U S A N D U N P R E D I C TA B L E C H A N G E B Y R E A C T I N G Q U I C K LY A N D E F F E C T I V E LY T O C H A N G I N G M A R K E T S , D R I V E N B Y C U S T O M E R - D E S I G N E D P R O D U C T S A N D S E R V I C E S C H O E T A L . 1 9 9 6 Focus on robustness TERRIBLY W RO NG
  23. 23. 24 B L A C K S WA N
  24. 24. 25 responsive organisations crowd B U I L D A R E S P O N S I V E O R G A N I S AT I O N T O A L L O W E M E R G E N T B E H AV I O U R .
  25. 25. 26 “BIG” responsive organisations swarm organisation a consolidated portfolio border is the structure 1 team = 1 portfolio T H E C O N C E P T R E M A I N S T H E S A M E A S F O R S M A L L E R O R G A N I S AT I O N S T O AV O I D O V E R P R O C E S S I N G WA S T E .
  26. 26. where to start? 27
  27. 27. For the understanding, we need to discover how we work 28 structure organisation Boss orders assumption is made that a single person has the whole knowledge subordinates execute orders, managers are planing and executing Leaders assumption is made that leaders gives a direction and participants are focusing to deliver as much value possible to the organization
  28. 28. The situation 29 structure: focus on career within the company: individual value organisation: focus on business value, customer value a lot of decoupled individual initiatives a few high valuable and value bringing initiatives management driven customer driven
  29. 29. 30 Self directed Teams (Agile) Traditional Organization customer-driven management driven multi-skilled workforce workforce of isolated specialists few job descriptions Many Job Descriptions Information widely shared Information limited Few levels of management Many levels of Management Whole-business focus Function/department focus Shared goals Segregated goals Seemingly chaotic Seemingly organized Purpose achievement emphasis Problem-solving emphasis High worker commitment High Management commitment Continuous improvements Incremental improvements Self-controlled Management-controlled Values/principles based Policy/procedure based organisation structure Our challenge is to switch the organisation from traditional to self directed O A
  30. 30. Pain points 31 • reactivity to change • engagement at work • waste of management work: bureaucracy over productivity, distraction • lack of accountability • lack of transparency • decision taken on non tested assumptions • more reactive work than pro-active work • focus on image and branding • surviving strategy
  31. 31. 32 alignment cohesion (system) separation interaction of agents Remember Q Roadmap
  32. 32. Principle 33 set up venture vision each work stream defines its own vision for the next 3 months all visions are consolidated into a program vision and challenged by stakeholders dependencies are evaluated and are constraints to prioritisation collective validation of the release of the next 3 months incl. goals 3 months fixed strategical scope 1 single consolidated vision sort from low to high dependency reciprocal engagement and organisation
  33. 33. Levels of Change 34 like traditional scrum strategy business development 3 months Release sprint daily
  34. 34. 44 the AO change strategy 35 4
  35. 35. 36 AOagile VC D ISCOVERY AWA K EN RUBIC ON + STRUCTURE + ORGANIZATION A G I L E A S E N T E R TA I N M E N T A G I L E A S M E T H O D O L O G Y A G I L E A S M I N D S E T A G I L E A S O R G A N I Z AT I O N AO - transformation paths WWW.AGILESQR.COM paradigm shiftOLD NEW
  36. 36. 37 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery The path step 1
  37. 37. Step 2 38 Corporate structure organisation plays the game of agile + + - - • mostly business-as- usual work • admin work • everything to control the variability in that system • support as commodity • projects • programs • development • research • agile support Managers Leaders reduce waste less managers
  38. 38. step 3 39 structure as safe-to-fail boundary organisation plays the game of agile Step 3 light structure protecting the organization from turbulences allowing a safe-to-fail environment • Company is working like a venture capital managing a portfolio of ventures • Product Owners of the organization are behaving like intrapreneurs • Projects or Programs are Profit Centres • Core structure activity is funding, portfolio management and commodity management.
  39. 39. structure as safe-to-fail boundary step 4 40 organisation plays the game of agile Step 4just enough flat structure • Maturity level is as its highest level • 100% empowered and engaged people working from anywhere • ROWE working model • Working model is similar as Open Space Tech
  40. 40. 41 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency Most of the scaling methods are maintaining structural status quo against paradigm shift. old paradigm new paradigm Enterprise Scrum V1 Nexus
  41. 41. 42 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery • most of management activities are automatized this is about doing more from the bad things. “Organization” means creating wealth for the company and not for the purpose of a functional silo. All activities are cross-functional and teams are mixed from people of all necessary areas to transform demand into value. old paradigm new paradigm finance marketing sales i t support
  42. 42. agile organisation challenges when you are global 43
  43. 43. 44 1 2 3 4 56 Main locations
  44. 44. 45 main location and subsidiaries new system all org improvements are feeding the new system
  45. 45. 46 • For large organisation the challenge is to think that this model is not a transposable pattern. • Organizational development is continuous. Like when the behaviour of a single team changes when a new mate is arriving, the whole organisation will change when people are joining, people are leaving or when the company is merging with another one. • The AO Model is only helping you to understand how your “system” is behaving and where you have to take action.
  46. 46. 44 get more… 47 5
  47. 47. questions? 48
  48. 48. 49 W W W. M YA O . B L O G H T T P : / / A G I L E - C O A C H I N G - A C A D E M Y. C O M M O R E M AT E R I A L H E R E
  49. 49. thanks 50
  50. 50. 51 www.myao.blog pierre.neis@agilesqr.com

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