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Defining agile as an organisational capability

Presented at the LAST Conference in Melbourne on 29 June 2017. The LAST Conference is about lean, agile and systems thinking.

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Defining agile as an organisational capability

  1. 1. LENA ROSS JUNE 2017 1 #LASTconf @LenaEmelyRoss
  2. 2. 2lenaross.com.au 2 May 2017 In the news…#LASTconf @LenaEmelyRoss
  3. 3. 3lenaross.com.au Linkedin post#LASTconf @LenaEmelyRoss
  4. 4. Agile as an organisational capability 4 PRACTICE M I N D S E T B E H A V I O U R S How you think How you act What you do & deliver O R G A N I S A T I O N A L A G I L I T Y  Lena Ross, 2016 lenaross.com.au #LASTconf @LenaEmelyRoss
  5. 5. www.lenaross.com.au 5 context Org agility mindset behaviours Making it happen Getting on the same page practices roadmap#LASTconf @LenaEmelyRoss
  6. 6. 6lenaross.com.au #LASTconf @LenaEmelyRoss
  7. 7. AGILE With a big A…or not? 7 A a TO B E Adaptive Flexible Nimble Faster TH E F R A M EW O R K We know as the Agile Manifesto big little lenaross.com.au #LASTconf @LenaEmelyRoss
  8. 8. Organisational agility . . .The capacity to identify and capture opportunities more quickly than rivals do. That’s agile with a little 8 a Source; McKinsey Quarterly December 2009 lenaross.com.au #LASTconf @LenaEmelyRoss
  9. 9. 9lenaross.com.au #LASTconf @LenaEmelyRoss
  10. 10. Power is changing Old power new power currency current Made by many Held by a few Pulled in Pushed down shared commanded closed transaction open relationship Source: Jeremy Heimans’ TED Talk ‘What new power looks like’ 10lenaross.com.au @LenaEmelyRoss
  11. 11. 11lenaross.com.au #LASTconf @LenaEmelyRoss
  12. 12. THE AGILE mindset DEFINED AS A CAPABILITY www.lenaross.com.au 12 Demonstrates ability to recognise failures and challenges as opportunities for learning and improvement, along with resilience to evolve and adapt to meet changing requirements. Lena Ross #LASTconf @LenaEmelyRoss
  13. 13. How you think 13 DESIGN THINKING OPEN TO NEW IDEAS BEGINNER’S MINDSET Deep engagement & empathy AMBIGUITY & UNCERTAINTY Moving within the unknown unknowns Growth mindset Personal resilience & curiosity  Lena Ross, 2016 lenaross.com.au The agile mindset#LASTconf @LenaEmelyRoss
  14. 14. Fixed vs growth mindset Manifests at an early age Drives our behaviour Impacts capacity for our professional and personal enrichment Source: Dweck, C. Mindset: The new psychology of success 27lenaross.com.au @LenaEmelyRoss
  15. 15. FIXED Intelligence is static • Avoids challenges • Gives up easily • Sees effort as fruitless • Ignores useful feedback • Easily threatened by others GROWTH Intelligence can be developed • Embraces challenges • Persists in obstacles • Sees effort as necessary • Learns from feedback • Inspired by others’ success Source: Dweck, C. Mindset: The new psychology of success Fixed vs growth mindset 28lenaross.com.au @LenaEmelyRoss
  16. 16. Assume a beginner’s mindset Source: Bootleg Bootcamp, d.school Institute of Design at Stanford, page 6 Your assumptions and experience can get in the way and restrict empathy. Assume a beginner’s mindset to put aside biases. 16lenaross.com.au #LASTconf @LenaEmelyRoss
  17. 17. Design thinking 17 ideate lenaross.com.au #LASTconf
  18. 18. 18 Defining design thinking Defining design thinking
  19. 19. Stanford’s Institute of Design, called d.school, has developed a design thinking process in five iterative steps. Design thinking helps us create a human-centric culture of innovation and transform insights into experiments that potentially become actionable ideas. Design thinking 19lenaross.com.au #LASTconf @LenaEmelyRoss
  20. 20. lenaross.com.au 20 EMPATHISE DEFINE SOURCE: The d.school – Institute of Design at Stanford PROTOTYPE TEST IDEATE Point of view discovery brainstorm Make it pilot Observe Engage immerse Challenge Expected solutions Narrow Ideas Refine it Low res artefact Based on user needs DESIGN THINKING Persona Empathy map Journeymap Current state Explore ideas for approach Journeymap Future state ROLE PLAY BODYSTORMING Play it back to new users The five steps @LenaEmelyRoss
  21. 21. Interactions with your product or service User journey map P H A S E S I n t h e C U R R E N T e n v i ro n m e n t WHAT ARE THEY D O I N G T H I N K I N G F E E L I N G OPPORTUNITY P h a s e 1 P h a s e 2 P h a s e 3 P h a s e 4 F i n a l #LASTconf
  22. 22. 22 DESIGN THINKING Aligns with agile practices Early, deep engagement iterative Experiment approach Transparent People centric show don’t tell lenaross.com.au #LASTconf @LenaEmelyRoss
  23. 23. Fail fast…learn fast A person who never made a mistake never tried anything new. Albert Einstein 23lenaross.com.au #LASTconf @LenaEmelyRoss
  24. 24. 24lenaross.com.au #LASTconf @LenaEmelyRoss
  25. 25. 25lenaross.com.au #LASTconf @LenaEmelyRoss
  26. 26. Agile behaviours How you act The agile individual collaboration Dealing with ambiguity adaptable Growth mindset honest Open to feedback 26lenaross.com.au #LASTconf @LenaEmelyRoss
  27. 27. Agile team core values How you act communication transparency honesty Incremental effort Incremental learning feedback Willing to work outside own expertise 27lenaross.com.au #LASTconf @LenaEmelyRoss
  28. 28. The ripple effect Emotional contagion is the transfer of moods or emotions among people in a group The original purpose of emotion was to keep you alive Studies have shown evidence of mood convergence Consider the impact on the culture in your team Emotional contagion can take your whole team down 28
  29. 29.  Emotions in the workplace DO MATTER  POSITIVE OR NEGATIVE – impacts others  Can be as instant as when someone walks in the room Consider the impact on the culture in your team Emotional contagion can take down your whole team www.lenaross.com.au 29 The ripple effect: emotional contagion #LASTconf
  30. 30.  Labelling  Empathy AND awareness  Change the pattern of your response - consciously  Smile Empathy and self awareness are critical www.lenaross.com.au 30 INNOCULATION The ripple effect: emotional contagion #LASTconf @LenaEmelyRoss
  31. 31. Will/skill matrix Hire for will and skill Source: Landsberg, M. (1996), The tao of coaching 51 S K I L L WILL L O W H I G H COACH HIGH WILL, LOW SKILL EXIT LOW SKILL, LOW WILL DELEGATE HIGH WILL, HIGH SKILL MOTIVATE HIGH SKILL, LOW WILL L O W H I G H lenaross.com.au #LASTconf @LenaEmelyRoss
  32. 32. THE FISH An old proverb
  33. 33. 33lenaross.com.au #LASTconf @LenaEmelyRoss
  34. 34. 34 S ta nd u p s K a n ba n P i xa r s t y le Ca p t uri ng l e ssons l e a rned Fu t u re - spective D ro p I n s T h i nkubator De ep e ngagement L e an C o f f ee C O - CREATIO N S TO RY T ELLING R ET ROS PECTIVE W O R K ING O U T LO U D T E AM P R A CTICES A p p roaches C h a nge CA N VAS C O M MU NICAT IONS Using Agile practices to hack the culture lenaross.com.au What you DO and deliver #LASTconf @LenaEmelyRoss
  35. 35. 35 Using Agile practices to hack the culture lenaross.com.au What you DO and deliver Stand up meeting kanban retrospective #LASTconf @LenaEmelyRoss
  36. 36. My personal kanban 36 W h a t I a m D O I N G N OW W h a t I P L A N TO D O W h a t I ’ ve A L R EADY T R I E D lenaross.com.au #LASTconf @LenaEmelyRoss
  37. 37. The Futurespective  A twist on the retrospective  At the start – helps teams figure out how to do their work  Imagine what could fail.  What does it look like?  How could we do to avoid it?  Imagine your goal has been reached.  What does it look like?  What helped us get there?  What things made it hard for us to reach our goals? Source: www.benlinders.com – How futurespectives help teams reach their goals (blog) 37lenaross.com.au #LASTconf @LenaEmelyRoss
  38. 38. What does it look like? What helped? What got in the way? Designed by Lena Ross, based on blog content found at www,benlinders.com Imagine we have reached our goal The futurespective session 38lenaross.com.au #LASTconf @LenaEmelyRoss
  39. 39. WORKING OUT LOUD VISUAL MANAGEMENT ESNs Enterprise Social Networks Channels for co-creation 39lenaross.com.au #LASTconf @LenaEmelyRoss
  40. 40. Once there was Every day Then one day Because of that Until finally And because of that THE CURRENT STATE, OFTEN THE STATE THAT NEEDS TO CHANGE WHAT’S GOING ON IN THIS STATE? DESCRIBE ANY CONFLICT, CHALLENGE, ISSUES, PAIN POINTS OR PROBLEMS SOMETHING HAPPENED! MAKE IT PERSONAL – PROVIDE NAMES & DESCRIBE EMOTIONS SO WHAT ARE WE DOING ABOUT IT NOW? WHAT DOES THE FUTURE LOOK LIKE? DEFNE THE SOLUTION TO THE PROBLEM AND THIS IS HOW WE ARE DOING IT DON’T FORGET TO MENTION THE BENEFITS! WHAT’S NOT GOING ON IN THIS STATE THAT SHOULD BE? The pixar formula To structure your story 40lenaross.com.au #LASTconf @LenaEmelyRoss
  41. 41. 41lenaross.com.au #LASTconf @LenaEmelyRoss
  42. 42. lenaross.com.au 42 Making change stick The key elements M O D E L I T R E C R U I T I T R E WA R D I T R E I N F O RC E I T I N D I V I D U A L T E A M O R G A N I S A T I O N  Lena Ross, 2016 #LASTconf @LenaEmelyRoss
  43. 43. 43lenaross.com.au One of the best resources #LASTconf @LenaEmelyRoss

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