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Managers, Complexity, Agility - v 2.0


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Business Agility and management in the age of complexity.

Published in: Leadership & Management
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Managers, Complexity, Agility - v 2.0

  1. 1. Managers, Complexity, Agility Andrea Provaglio Agile Enterprise Coach
  2. 2. Nice Meeting You I work with leaders, managers and teams in intellect-based organizations. I help them rethink their organizational dynamics, mindset, processes and practices, so that they can do business effectively in the 21st century.
  3. 3. Meet Bob (who has to...) - Manage changing priorities - Deliver quickly - Stay competitive, innovate - Reduce costs and increase revenues
  4. 4. Thinker-Doer Thinker-Doer Thinker- -Doer Craftsman Economy Creative Economy Industrial Economy Micro markets Macro markets Global markets 19th-20th century 20th-21th century< 18th century Credits: Niels Pflaeging
  5. 5. Types of Systems Complicated Complex
  6. 6. Markets are Complex
  7. 7. Organizations are Complex
  8. 8. People are Complex
  9. 9. Customer Needs are Complex
  10. 10. S. Somasegar Microsoft VP
 Developer Division “We are getting away from 2 years, 3 years, 4 years, 5 years to design, build, test and then deliver a product. We live in a world of high levels of agility. Being able to build, measure, learn; being able to get on a faster cadence and a faster loop where we can deliver value more frequently.”
  11. 11. GOV.UK Service Manual,Agile Delivery Introduction “You must use the agile approach to project management to build and run government digital services. […] Agile methods encourage teams to build quickly, test what they’ve built and iterate their work based on regular feedback.”
  12. 12. HBR May 2016 May 2016 issue “By taking people out of their functional silos and putting them in self-managed and customer-focused multidisciplinary teams, the agile approach is not only accelerating profitable growth but also helping to create a new generation of skilled general managers.”
  13. 13. HBR May 2016 May 2016 issue Agile (Scrum) application fields: • create new radio programming (US National Public Radio) • develop new machines (John Deere) • produce fighter jets (Saab) • marketing (Intronis, cloud backup services) • HR (C.H. Robinson, global logistics provider)
  14. 14. Most So-called “Agile” is Antique Overly focused on processes and ICT (and affected by widespread misconceptions and superficial knowledge)
  15. 15. Today Agile
 Disciplines and Dimensions PEOPLE FLOW COMPLEXITY
  16. 16. Flow Agile
 Disciplines and Dimensions FLOW Understand Value Deliver Value Constantly Visualize intellectual work Optimize the Value stream
  17. 17. Flow Agile
 Disciplines and Dimensions COMPLEXITY Experiment constantly Learn constantly from results Explore options
  18. 18. Flow Agile
 Disciplines and Dimensions PEOPLE Self-managing teams Agile Leadership Collective Intelligence Psychological Safety Non-conventional organizational structures
  19. 19. Mismatched Mindsets A Complicated Mindset in a Complex Domain
  20. 20. by VersionOne
  21. 21. by VersionOne
  22. 22. ASSUMPTIONS CULTURE ARTIFACTS PROCESSESThese are of little use… if you don’t align all of these!
  23. 23. Agile Evolutionary Forces (Abstracted from the organizational structure) Leadership Management Coaching
  24. 24. Courage
  25. 25. Courage to challenge your own assumptions
  26. 26. Courage to decide before understanding
  27. 27. Courage to embrace a Complexity mindset
  28. 28. Courage to embrace Agile Leadership
  29. 29. Agile is Business in Complexity
  30. 30. New managers think in terms of Value, Flow, Complexity, People
  31. 31. This takes deliberate intent, hands- on practice, sustained effort and skilled, reliable support
  32. 32. Bob :-)
  33. 33. Want to Talk? Click on the links!