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5 key Threats to Becoming a Responsive Organisation

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Gary O’Brien works with large enterprises taking a Lean Enterprise approach to drive change to the culture, planning, governance, and structure of the enterprise to better align with customers’ needs. This new framework for scaling agility in the enterprise is drawing the attention of the world's business and technology innovators, but it is not a journey without speed bumps.

At ThoughtWorks Live Australia 2016, Gary discussed the hurdles that must be overcome in order to become a responsive organisation.

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5 key Threats to Becoming a Responsive Organisation

  1. 1. 5 KEY THREATS TO BECOMING A RESPONSIVE ORGANISATION
  2. 2. The root principle of a lean and agile enterprise is to align everything to the measurable creation of value for customers. STAYING FOCUSED ON THE OBJECTIVE
  3. 3. PATTERN ONE Heading into it: •  a simplified business model that optimises delivering value to customers •  an organisation aligned to maximise the flow of value •  a delivery approach that can respond to change •  the servant leadership that enables great culture to thrive
  4. 4. PATTERN TWO THREATS 1 TO 5
  5. 5. 1 LOSING SIGHT OF THE CUSTOMER
  6. 6. 1 LOSING SIGHT OF THE CUSTOMER HOMES VS MORTGAGES Understand the impact of value through the customers eyes ACT ON KNOWLEDGE Its not enough to know customers, you must use this knowledge or at minimum find out for sure. MEASURE WHAT MATTERS Test all assumptions and focus on the outcome.
  7. 7. THE FIXATION ON ROLES 2
  8. 8. 2 THE FIXATION ON ROLES DEALING WITH THE UNKNOWN Support the confusion of ambiguity and job security FOCUS ON THE COLLECTIVE Avoid a culture of self, my role, my function. Look at skills, competencies, contribution.
  9. 9. OVERBALANCING ON EXEMPTIONS 3
  10. 10. 3 OVERBALANCING ON EXEMPTIONS SET A HIGH BAR ON HORIZONTALS Don’t create a safe haven to resist change. Your customer doesn’t care about a platform. AVOID CONWAYS LAW Individuals or technologies are not good reasons for change. FUNCTIONAL INCLUSION Recognise the need for everyone to explore and to learn. What was will not suffice for what will be.
  11. 11. 4 FEEDING THE ENGINE
  12. 12. 4 FEEDING THE ENGINE STANDARDISATION KILLS INNOVATION We can get stuck in a world born out of efficiencies, economies of scale and excessive planning VALUE IS NOT INTERNAL Don’t confuse or interchange the words Value and Benefits. HIDDEN CHANGE We try to talk in terms of comfort to stop reactions, structure, hierarchy, misaligned bonuses and over commitment of time, money and people.
  13. 13. GETTING STUCK IN TRANSITION 5
  14. 14. 5 GETTING STUCK IN TRANSITION MEASURE CRITICALITY NOT VOLUME Compromise based on minority noise just moves the problem to later on. RETURN PROLEMS UNSOLVED Change happens from a movement not through plans, strategy and being told. LEAVE THE DRIVEWAY UNSEALED Never loose sight of the end game and make compromised decisions that stop you getting there.
  15. 15. • Reduce work sizes • Orders with minimum constraints • Make it safe to explore • Measure improvement not achievement TAKE THE STEP
  16. 16. THANK YOU

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