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ORGANIC agility Webinar - Building blocks for a resilient organization

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An overview of the 5 principle of ORGANIC agility

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ORGANIC agility Webinar - Building blocks for a resilient organization

  1. 1. www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Building blocks for a resilient organization 23.4.2020 12:00 - 13:00 CET Giuseppe De Simone / agile42 Sweden
  2. 2. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. ORGANIC agility webinars •Part 1: Why your company will fail in 2020 (March 24th) •Part 2: Building blocks for a resilient organization •Part 3: Leadership in complex environments •May 22nd, 2020 - To be published soon! •Parts 4-8: Principles of ORGANIC agility •June to December
  3. 3. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. On using Zoom •Feel free to chat •Questions with Q&A •We are recording and publish webinar on Youtube •Email to participants with link of recording and slides
  4. 4. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020 Giuseppe De Simone Leadership & agility Coach and Trainer
 agile42 Sweden
 giuseppe.desimone@agile42.com
 +46 72 57 46461 www.linkedin.com/in/giuseppedesimone www.agile42.com - www.organic-agility.com @giusdesimone
 @agile42/coaches
  5. 5. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Question • Did you participate to the previous webinar “ Why your company will fail in 2020”? • Yes • No
  6. 6. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. DeoxyriboNucleic Acid (DNA) It is a fragile molecule There are many repair mechanisms but some damage is not repaired Some of the mutations cause no harm, a few are helpful, while others cause disease Mutations are determined as response to changing circumstances
  7. 7. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Outside in triggers •Evolution •Changes
  8. 8. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Crossing the Chasm- Geoffrey A. Moore Market cycle length: used to be 15-30 years, now 5-7 years
  9. 9. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Inside out triggers •Structure •Culture •Leadership
  10. 10. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.
  11. 11. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.
  12. 12. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.
  13. 13. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.
  14. 14. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Question •What would be required to your organization to move from process alignment (managing Actions and Results) to cultural coherence (Beliefs and Experiences level)?
  15. 15. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Shifting the Metaphor •From mechanical to organic
  16. 16. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. “Don’t copy the tools, copy the principles.” - Dr. W. Edwards Deming “Practices = Principles + Context” - Dan North
  17. 17. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Organizational Resilience by Growing Autonomy and Nurturing an Inter-dependent Culture
  18. 18. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. ORGANIC agility •An approach to organisational resilience
  19. 19. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.
  20. 20. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. 1st Principle: Increase Cultural Awareness and Coherence Culture is the set of behaviors that have been established and accepted within an organization: “how we do things around here…”. By making it explicit, awareness will increase and coherence will emerge.
  21. 21. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Competing Values Framework
  22. 22. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Competing Values Framework
  23. 23. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Culture Market adoption curve and culture
  24. 24. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Organizational Scan
  25. 25. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. 2nd Principle: Situational Decision Making Understanding the context is key to be able to identify the right approach to decision making: depending on the context, the appropriate decision-making process will vary significantly.
  26. 26. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Cynefin Framework •It’s a Sense-making Framework means that the data comes before the model, contrary to categorization where the model comes before the data. •It has 5 domains which are separated by boundaries. On the right side there are Ordered domains which have hard defined boundaries, on the left side Unordered domains which have permeable and overlapping boundaries. •Each domain is defined by recognizable behaviours supporting decision making processes, and are defining different contexts
  27. 27. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. 3rd Principle: Focus on Value Creation Your organization supports the creation of value. The traditional approach has been to optimize organizations to support the management of the business, versus value delivery to customers and stakeholders. Identify what is value, and evolve the organization to effectively create it, whilst removing waste and making adjustments to streamline the simplest path to delivery.
  28. 28. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. The matrix organization… SubSystem1 SubSystem2 Quality Infrastructure Operations PMO Project 1 Project 2 Project 3 … optimized for utilization, not value delivery… Handovers and coordination Value Client Push in the lines
  29. 29. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Stream 1 Stream 2 Stream 3 The resilient organization… SubSystem1 SubSystem2 SubSystem3 Infrastructure Operations… optimized for value delivery and time to market Value Client Pull on the streams
  30. 30. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Regular synchronization events in front of the portfolio board, allow for better decision making…
  31. 31. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Unified Portfolio and Program System to increase transparency, to visualize Customer Value and dependencies
  32. 32. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Clear Policies allow everyone to both understand and contribute to the work very quickly, value is key…
  33. 33. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. 4th Principle: Validate Changes in Small Increments A portfolio of safe-to-fail experiment will help emerging options that can then be vetted and tested, before being implemented, significantly reducing risk.
  34. 34. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. The traditional approach to change management… …focused on standardization, before stabilization… t Design Documentation Rollout Fix Issues > 9-10 months… If you create a change project and plan it in a traditional way, you are doing it wrong!
  35. 35. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. The ORGANIC approach to change management… …focused on stabilization with emergent standardization… Design Rollout Doc Rollout Doc Rollout Doc Coach ≤ 12 weeks t Design Coach Rollout Doc Rollout Doc Experimentations allows for better approaches to emerge
  36. 36. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Agile Strategy Map
  37. 37. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. 5th Principle: Optimize Flow Dependencies are a symptom of an over synchronized system design. They carry the excessive burden of coordination, handovers and plans which dramatically increase the transaction costs. Design a decoupled system which removes unnecessary synchronization and establishes effective working agreements which grant collective responsibility and ownership. Inter-dependence between teams emerges based on needs, and it is temporary. This allows for minimal alignment while remaining strongly coherent through principles.
  38. 38. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. t Project 2 Project 3 Project 1 The plan driven organization… Synchronization of all Projects for a release, decreases efficiency and increases coordination costs Release Pm 3 Pm 1 Pm 2
  39. 39. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. t The resilient organization… De-synchronization of development teams to reduce cost of release Feature Release Team 1 Team 2 Team 3 Team 4 Feature B Release Release Feature C Release Feature D Release Feature E
  40. 40. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Release incrementally, with higher quality Automated testing in short cycles Delivered serviceable Product in just 2 months
  41. 41. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Upcoming webinars ORGANIC agility 22.05. 12:00 - 13:00 CET
 Leadership in complex environments June to October 
 Principles of ORGANIC agility Interview with Dave Snowden 30.04. 13:00 - 14:00 CET
 Complexity Based Design Thinking
  42. 42. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Upcoming remote trainings ORGANIC agility Foundation valid for Certified Agile Leadership I (CAL1) https://www.agile42.com/en/training/list/cal1/certified-agile-leadership-i-cal1-training ✦ May 6-7 09:00 - 17:00 CET ✦ June 2-4 09:00 - 15:00 CET ✦ June 15-17 09:00 - 15:00 CET

  43. 43. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. More on ORGANIC agility • Website • https://www.organic-agility.com/ • Book - ORGANIC agility Foundations / Leadership and Organization • https://www.amazon.com/dp/B085HYBDJP/ • Case study - Congstar • https://www.organic-agility.com/case-studies/congstar/ • Previous webinars • https://www.youtube.com/watch?v=dEyz-8dxDQ8&list=PL8lWIujzVoFEzdlswiF_MG6kFih57RfXz A Handbook of Theory and Practice
  44. 44. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2020. Questions? •And some answers

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