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LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy meets Liquidity

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Self-governance models (e.g. Holacracy, Teal organization, Sociocracy 3.0, …) as well as models for aligned autonomy(e.g.the 'Spotify model') have emerged to address the need for strategic agility.Strategic agility, however, requires more than autonomy and alignment.Suppose that you are working in an organization where you have multiple initiatives going on.On a regular basis work finishes and capacity becomes available(supply - side).At the same time customers– external as well as internal– are requesting new work to be performed(demand - side).Ideally, you can perfectly match the needs of newly arrived work with the capacity that has become available.In reality, however, work arrives when there is no free capacity or where the right type of capacity is not free;or, capacity becomes available when there is no new demand or where the demand is not of the right type. Whether we want it or not, organizations are market places where an ever - varying, ever - evolving demand is confronted with an ever varying, ever - evolving supply.These market places are internal, but reflect the external market place.As a reflection they can draw inspiration from these external market places in the way they are operated.In this presentation we will explore what it takes to run an 'agile portfolio' as an(internal) market place inspired on financial markets. We will start with laying out the structure of the portfolio as a market place(who trades what, and so on).In analogy to the concept of market liquidity that can be found in financial markets, we will explore organizational liquidity as a measure of how well supply and demand can be matched.We will take into account all the realities of a varying demand and a constrained supply and discuss why and how to improve liquidity.We will explore the concept of disintermediation(cutting out the middlemen), a hot trend in financial markets(e.g.with cryptocurrencies).Inspired by this, we will end with giving a glimpse of a possible future of internal market places that are regulated by a digicoin.The goal is to explore disintermediated liquidity as a powerful new way of self - organizing.

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LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy meets Liquidity

  1. 1. Organizational liquidity© Patrick Steyaert, 2019 1 Agile portfolio’s as market places PatrickSteyaert Okaloa Autonomy meets liquidity
  2. 2. Organizational liquidity© Patrick Steyaert, 2019 2 Is this agile? “doing” agile at the team level Team board Daily stand- up
  3. 3. Organizational liquidity© Patrick Steyaert, 2019 3 More than “doing” PRACTICES PRINCIPLES CAPABILITIES Mechanistic Idealistic Enabling (discover, create, and deliver value) (stand-up, board, retrospective, ..) (welcome change, satisfy customer, ..)
  4. 4. Organizational liquidity© Patrick Steyaert, 2019 4 becoming agile! Work-In-Progress limits enable capabilities to deliver value (FLOW) Reached timebox COLLABORATION policies enable capabilities to create value Timeboxes enable capabilities to discover value (LEARNING) Collaboration enables flow Learning enables collaboration Flow enables learning Flow enables collaboration Learning enables flow Collaboration enables learning
  5. 5. Organizational liquidity© Patrick Steyaert, 2019 5 Is this Business agility? Portfolio board Agile teams Cross-team board Cross-team stand-up Portfolio stand-up
  6. 6. Organizational liquidity© Patrick Steyaert, 2019 6 More than “doing” E.g. Aligned Autonomy in decision making good enough for now and safe enough to try
  7. 7. Organizational liquidity© Patrick Steyaert, 2019 7 Becoming an agile Business More than aligned autonomy CAPABILITY TO CREATE & SHAPE DEMAND In order to make best use of a constrained supply CAPABILITY TO DELIVER (SUPPLY) In order to meet fluctuating demand CAPABILITY TO MATCH demand and supply MARKET PLACE
  8. 8. Organizational liquidity© Patrick Steyaert, 2019 8 Matching demand and supply Option Upstream Downstream Ready to commit Ready to execute N-to-N matching problem Multiple sources of supply. Commit- ment Option Option Option Team blue Team red Team yellow Customer X Customer Y Customer Z Option Multiple sources of demand. Option Commit- ment
  9. 9. Organizational liquidity© Patrick Steyaert, 2019 9 Delivering value not work Team blue Team red Team yellow Upstream Downstream Ready to commit Ready to execute Customer X Customer Y Customer Z Delivering value, not work, requires the synchronization (if not collaboration) of all teams that are involved. Delivering value, not work, requires the alignment (if not collaboration) of the “customers” that are involved.
  10. 10. Organizational liquidity© Patrick Steyaert, 2019 10 Dealing with volatility Fluctuating demand and Constrained capacity Capacity Demand Excess capacity (starvation) Lack of capacity (overburdening)
  11. 11. Organizational liquidity© Patrick Steyaert, 2019 11 Constrained capacity At the team level Work-In-Progress limits express a capacity constraint at the level of work.
  12. 12. Organizational liquidity© Patrick Steyaert, 2019 12 Constrained capacity Across teams Upstream Downstream Ready to commit Ready to execute 2. Capacity tokens represent the available capacity. 4. Capacity tokens are recycled when demand is fulfilled. Team blue Team red Team yellow Customer X Customer Y Customer Z 3. Work can only be started when ALL the appropriate tokens (capacities) are available. 1. Demand requires capacity of different teams.
  13. 13. Organizational liquidity© Patrick Steyaert, 2019 13 Ready to commit S/A in Progress Synthesis/Analysis Leveling demand & securing supply Upstream is not downstream Discovery Approval Ready for S/A Approval in progress Approved Capture > 1 > 5 Order points to ensure sufficient options Capacity is reserved for upcoming demand Triage Triage to route options
  14. 14. Organizational liquidity© Patrick Steyaert, 2019 14 Optionality improves matching Optionality in demand (embedded options, order points, …) Team blue Team red Team yellow Upstream Downstream Ready to commit Ready to execute Optionality in supply (Staff liquidity) Customer X Customer Y Customer Z Option Option More options for matching
  15. 15. Organizational liquidity© Patrick Steyaert, 2019 15 Actual demand A market place emerges Demand creates supply / Supply creates demand Potential demand produces produces enables enables Actual supply Potential supply Upstream Downstream Marketplace
  16. 16. Organizational liquidity© Patrick Steyaert, 2019 16 Capacity tokens are assets Team blue Team red Team yellow Upstream Downstream Ready to commit Ready to execute Customer X Customer Y Customer Z Sources of demand bid for tokens Supply offers tokens
  17. 17. Organizational liquidity© Patrick Steyaert, 2019 17 Liquidity is an indication of agility Low liquidity (few matching options) Low liquidity (few matching options) High liquidity (many matching options) DEMAND SUPPLY Speed Value Low liquidity Speed Value High liquidity
  18. 18. Organizational liquidity© Patrick Steyaert, 2019 18 DEEPENING Individual Team Organisation Ecosystem Mechanistic Practices (doing) Idealistic Principles (being) Enabling Capabilities (becoming) Business agility Deepening as well as broadening agile Primary focus today Blind spot today Self-organizing teams + Higher level boards Market places + organizational liquidity BROADENING
  19. 19. Organizational liquidity© Patrick Steyaert, 2019 19 a never-ending journey PRACTICES PRINCIPLES CAPABILITIES Mechanistic Idealistic Enabling (discover, create, and deliver value) (stand-up, board, retrospective, ..) (welcome change, satisfy customer, ..)
  20. 20. Organizational liquidity© Patrick Steyaert, 2019 20 Thank you@PatrickSteyaert @OkaloaFlowlab More info about Okaloa Flowlab at www.okaloa.com/flowlab
  21. 21. Organizational liquidity© Patrick Steyaert, 2019 21 CONTACTDETAILS t +32 473 56 50 98 t +32 477 79 12 98 arlette.vercammen@okaloa.com patrick.steyaert@okaloa.com @OkaloaFlowlab @PatrickSteyaert

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