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The	
  capacity	
  to	
  learn	
  is	
  a	
  gift;	
  the	
  ability	
  to	
  learn	
  is	
  a	
  skill;	
  the	
  willingness	
  to	
  learn	
  is	
  a	
  choice.	
  Brian	
  Herbert
Business	
  Agility	
  &	
  Learning	
  Organisation
LAST	
  Conference	
  2015,	
  Melbourne
Structure
Business	
  Agility	
  
&	
  People	
  
Engagement
Structural	
  
Issues/Culture
Learning	
  
Disabilities	
  in	
  
Organisations
Challenges
Learning	
  
Disciplines
Shoaib	
  Shaukat
Principal	
  Consultant	
  @	
  AZRA
Leading	
  Agile	
  Adoption	
  @	
  Citi	
  Power
Leading	
  Continuous	
  Improvement	
  Program	
  @	
  Citi	
  Power
Sense Respond
Business	
  
Agility
Adapt
Business	
  Agility	
  -­‐>	
  Competitive	
  Advantage
27% Almost	
  one-­‐third	
  (27%)	
  of	
  respondents	
  say	
  that	
  their	
  organisation	
  is	
  at	
  a	
  
competitive	
  disadvantage	
  because	
  it	
  is	
  not	
  agile	
  enough.
Source:	
  Towers	
  Watson	
  2012
To	
  be	
  successful	
  we	
  want	
  
people	
  to	
  be	
  fully	
  enthusiastic	
  
and	
  involved	
  with	
  the	
  work!
Source:	
  Towers	
  Watson	
  2012
Nearly	
  65%	
  of	
  the	
  global	
  workforce	
  is	
  disengaged	
  with	
  the	
  
organisation!!
Nearly	
  90%	
  of	
  the	
  executives	
  
surveyed	
  by	
  the	
  Economist	
  
Intelligence	
  Unit	
  believe	
  that	
  
organisational	
  agility	
  is	
  critical	
  for	
  
business	
  success..
Yet	
  most	
  companies	
  admit	
  they	
  are	
  not	
  flexible	
  
enough	
  to	
  compete	
  successfully!
Source:	
  Towers	
  Watson	
  2012
Excellent	
  contribution	
  when	
  highly	
  engaged!
Impact	
  of	
  under-­‐engaged	
  employees	
  on	
  the	
  
performance	
  of	
  organisation??
Despite	
  recognising	
  it	
  as	
  important	
  	
  consistently	
  	
  spending	
  on	
  people	
  
development	
  programs	
  why	
  organisations	
  are	
  failing	
  to	
  engage	
  their	
  
workforce?
We	
  are	
  running	
  21st Century businesses	
  with	
  20th Century	
  workplace	
  practices	
  and	
  programs,	
  and	
  
19th Century	
  Mindset!
1880 1900 1930 1940 1990 2000 2010
F.	
  Taylor
1960 1970 1980
TPS	
  Developed
TSM	
  Developed TSM	
  in	
  use
TPS	
  in	
  use
Taichii	
  Ohno Deming
Toyota	
  Production	
  System
Theory	
  of	
  Scientific	
  Management
One	
  best	
  way	
  of	
  doing	
   the	
  job
“First	
  Class	
  Men”	
  to	
  do	
  each	
  job
Pay	
  per	
  piece
Duties	
  of	
  Management
Total	
  Quality	
  
Management
Just	
  In	
  Time
Avoidance	
  of	
  waste
Jidoka -­‐ Automation
Flexible	
  Production
Customer	
  Focus
Evolution	
  of	
  Systems	
  and	
  Practices
Evolution	
  of	
  Management	
  Practices	
  and	
  Mental	
  Models
Cost	
  Accounting
Performance	
  
Management
TargetsPlanning
Service	
  levels Economies	
  of	
  scale
Lean
System	
  
Thinking
Cycle	
  times Pull
Peter	
  Senge’s
7Learning	
  Disabilities
Source:	
  Peter	
  Senge,	
  The	
  Fifth	
  Discipline	
  p.	
  17-­‐26
Lack	
  of	
  big	
  picture
Passing	
  on	
  blame
Reactivity	
  is	
  mistaken	
  as	
  
proactivity
Short	
  term	
  goals
Slow	
  Reaction
Overreliance	
  on	
  experience	
  
learning
Skill	
  incompetence
This image cannot currently be displayed.
1st Disability
I	
  am	
  what	
  my	
  position	
  is:	
  
(Lack	
  of	
  big	
  picture)
2nd Disability
The	
  enemy	
  is	
  out	
  there	
  -­‐ Passing	
  on	
  blame	
  
Associated	
  with	
  a	
  state	
  of	
  mind	
  that	
  is	
  used	
  to	
  be	
  suspicious	
  of	
  
the	
  others	
  and	
  on	
  passing	
  blames..	
  [Lack	
  of	
  accountability].
3rd Disability
Illusion	
  of	
  taking	
  charge:	
  
Proactive-­‐ness	
  can	
  really	
  be	
  reactiveness	
  in	
  disguise.	
  True	
  pro-­‐
activeness	
  comes	
  from	
  seeing	
  how	
  our	
  own	
  actions	
  contribute	
  
to	
  problems.
4th Disability	
  -­‐ Fixation	
  on	
  Events:	
  
Associated	
  with	
  focus	
  and	
  engagement	
  in	
  events	
  and	
  details	
  ..	
  
Distracting	
  the	
  focus	
  of	
  the	
  organisation	
  ..	
  The	
  focus	
  is	
  on	
  the	
  
problem	
  and	
  not	
  on	
  the	
  causes	
  and	
  consequences..
In	
  this	
  disability	
  the	
  organisation	
  is	
  unable	
  to	
  connect	
  things	
  to	
  
each	
  other	
  focuses	
  on	
  short	
  term	
  and	
  neglects	
  long	
  term	
  
targets.
4th Disability	
  -­‐ Fixation	
  on	
  Events:	
  
5th Disability	
  -­‐ The	
  parable	
  of	
  the	
  boiled	
  frog:
Appears	
  when	
  an	
  organisation	
  overlooks	
  small	
  but	
  constant	
  
changes	
  ..	
  And	
  get	
  used	
  to	
  neglect	
  minor	
  changes,	
  which	
  may	
  
lead	
  to	
  aggravation,	
  threatening	
  it	
  overtime.
Can	
  you	
  put	
  a	
  frog	
  in	
  a	
  pot	
  and	
  cook	
  it	
  without	
  causing	
  it	
  to	
  jump	
  
out	
  of	
  the	
  pot?
Can	
  you	
  put	
  a	
  frog	
  in	
  a	
  pot	
  and	
  cook	
  it	
  without	
  causing	
  it	
  to	
  jump	
  
out	
  of	
  the	
  pot?
Scientific	
  experiments	
  have	
  shown	
  that	
  if	
  a	
  frog	
  is	
  placed	
  in	
  a	
  pot	
  with	
  water,	
  and	
  
you	
  lift	
  the	
  temperature	
  slowly	
  but	
  continuously	
  the	
  frog	
  will	
  get	
  used	
  to	
  the	
  
change	
  and	
  will	
  not	
  feel	
  the	
  danger	
  until	
  it	
  dies.
6th Disability
Delusion	
  of	
  learning	
  from	
  
experience
Associated	
  with	
  dependency	
  on	
  	
  previous	
  
experiences	
  and	
  personal	
  intelligence	
  to	
  
deal	
  with	
  situations..	
  we	
  develop	
  
experience	
  through	
  trial	
  and	
  error	
  but	
  do	
  
you	
  reckon	
  that	
  past	
  experiences	
  will	
  yield	
  
same	
  results	
  in	
  different	
  times,	
  places	
  and	
  
people?
7th Disability
Myth	
  of	
  Management	
  Team
Associated	
  with	
  management’s	
  
desire	
  to	
  appear	
  as	
  a	
  cohesive	
  
group	
  that	
  is	
  pulling	
  in	
  the	
  same	
  
direction.
Do	
  you	
  see	
  the	
  challenge	
  coming?
Forces	
  of	
  Change
New	
  Disruptive	
  
Technologies
Government	
  and	
  
Legislative	
  
changes
Continuous	
  
Improvements
Social	
  Media
Rising	
  Customer	
  
Expectations
Global	
  
Competitiveness
The	
  law	
  of	
  learning is	
  the	
  same	
  in	
  all	
  parts	
  of	
  life.
The	
  starting	
  point	
  need	
  to	
  be:	
  the	
  establishment	
  of	
  a	
  workplace	
  culture	
  that	
  addresses	
  
organisational	
  learning	
  disabilitiesand	
  supports	
  positive	
  energy,	
  and	
  thus	
  positive	
  learning.
Key	
  Challenges
In	
  this	
  triad	
  of	
  People,	
  Process	
  
and	
  Technology;	
  process	
  
optimisation	
  and	
  technology	
  
deployment is	
  given	
  a	
  lot	
  
more	
  importance	
  and	
  
organisations	
  are	
  largely	
  
driven	
  by	
  this.
Key	
  Challenges
Learning	
  starts	
  with	
  people.
Diligence
Obedience
Passion
Creativity
Initiative
Intellect
Human	
  Capabilities	
  (Source:	
  Gary	
  Hamel	
  – Future	
  of	
  Management,	
  2007)
Commodities
	
  &	
  Engagement
Learning	
  Disciplines	
  for	
  Business	
  Agility
people	
  who	
  are	
  passionate,	
  creative	
  and	
  take	
  
initiative	
  to	
  make	
  an	
  impact.
allow	
  people	
  to	
  define	
  purpose	
  and	
  have	
  the	
  
independence	
  to	
  work	
  around	
  what	
  they	
  enjoy.
enable	
  continuous	
  learning	
  and	
  discovery	
  by	
  
allowing	
  people	
  to	
  align	
  their	
  purpose	
  with	
  
customer	
  needs.
organisational	
  support	
  programs	
  for	
  people	
  to	
  
unlock	
  their	
  potential	
  (e.g.	
  job	
  tailoring).	
  
Organisational	
  
Learning
Personal	
  
Mastery
System	
  
Thinking
Mental	
  
Models
Shared	
  
Vision
Team	
  
Learning
Learning	
  Disciplines	
  for	
  Business	
  Agility
We	
  are	
  linear	
  thinkers	
  in	
  a	
  non-­‐linear	
  world.	
  
Here	
  lies	
  our	
  limitation	
  as	
  a	
  System	
  Thinker.
Real	
  world	
  is	
  a	
  complex	
  interdependency	
  of	
  
people,	
  processes,	
  technologies	
  and	
  
environments.
Continuously	
  expand	
  the	
  horizon	
  of	
  learning	
  by	
  
brining	
  various	
  teams	
  to	
  collaborate	
  on	
  customer	
  
needs.
Blur	
  functional	
  boundaries.
Opening	
  value	
  stream	
  analysis	
  to	
  enable	
  wider	
  
learning.
Organisational	
  
Learning
Personal	
  
Mastery
System	
  
Thinking
Mental	
  
Models
Shared	
  
Vision
Team	
  
Learning
Learning	
  Disciplines	
  for	
  Business	
  Agility
They	
  are	
  deeply	
  ingrained	
  assumptions,	
  
generalisations,	
  experiences	
  or	
  images	
  that	
  
influence how	
  we	
  understand	
  the	
  world	
  and	
  how	
  
we	
  take	
  actions.
Promote	
  critical	
  thinking,	
  constructive	
  criticism	
  
and	
  debate as	
  part	
  of	
  the	
  dialog	
  process	
  that	
  
allows	
  the	
  teams	
  to	
  look	
  at	
  their	
  work	
  
objectively	
  and	
  align	
  with	
  purpose.
Experimentation	
  &	
  recovering	
  from	
  failure.
Cross	
  functional	
  collaboration	
  on	
  work	
  activities	
  
allows	
  people	
  to	
  see	
  big	
  picture	
  and	
  adjust	
  their	
  
mental	
  models	
  gradually.
Organisational	
  
Learning
Personal	
  
Mastery
System	
  
Thinking
Mental	
  
Models
Shared	
  
Vision
Team	
  
Learning
Learning	
  Disciplines	
  for	
  Business	
  Agility
Shared	
  vision	
  -­‐>	
  organised	
  pursuit	
  of	
  
success
• Values	
  and	
  behaviours
• Helps	
  engage	
  business	
  units	
  and	
  
functions.
• Linking	
  streams	
  of	
  work	
  to	
  business	
  
strategy.
• Rethink	
  functional	
  boundaries	
  and	
  
organisational	
  structure.	
  
Organisational	
  
Learning
Personal	
  
Mastery
System	
  
Thinking
Mental	
  
Models
Shared	
  
Vision
Team	
  
Learning
Learning	
  Disciplines	
  for	
  Business	
  Agility
Successful	
  teams	
  understand	
  their	
  limits	
  and	
  
opportunities.
• Individuals	
  learn	
  more	
  in	
  groups	
  and	
  when	
  
there	
  is	
  a	
  culture	
  of	
  knowledge	
  sharing	
  and	
  
trust.
• Enable	
  dialogue,	
  the	
  capacity	
  of	
  team	
  
members	
  to	
  suspend	
  personal	
  assumptions	
  
and	
  enter	
  into	
  a	
  genuine	
  thinking	
  together	
  
mode.
• Promote	
  trust,	
  team	
  work	
  and	
  collaboration.
• Individual	
  KPI/Targets	
  -­‐>	
  Team	
  Purpose
• Career	
  paths	
  consistent	
  with	
  cultural	
  
objectives.
Organisational	
  
Learning
Personal	
  
Mastery
System	
  
Thinking
Mental	
  
Models
Shared	
  
Vision
Team	
  
Learning
Scrum
XP
LeanVisual	
  Management
Continuous	
  Delivery
Kanban
Agile	
  toolset	
  is	
  a	
  mean	
  to	
  advance	
  business	
  agility.
MVP Spotify
Holacracy Others
Sense Respond
Business	
  
Agility
Adapt
Recap
Learning	
  starts	
  with	
  People
Change	
  starts	
  with	
  few	
  people.
Business Agility and Organisational Learning

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Business Agility and Organisational Learning

  • 1. The  capacity  to  learn  is  a  gift;  the  ability  to  learn  is  a  skill;  the  willingness  to  learn  is  a  choice.  Brian  Herbert Business  Agility  &  Learning  Organisation LAST  Conference  2015,  Melbourne
  • 2. Structure Business  Agility   &  People   Engagement Structural   Issues/Culture Learning   Disabilities  in   Organisations Challenges Learning   Disciplines
  • 3.
  • 4. Shoaib  Shaukat Principal  Consultant  @  AZRA Leading  Agile  Adoption  @  Citi  Power Leading  Continuous  Improvement  Program  @  Citi  Power
  • 6. Business  Agility  -­‐>  Competitive  Advantage
  • 7. 27% Almost  one-­‐third  (27%)  of  respondents  say  that  their  organisation  is  at  a   competitive  disadvantage  because  it  is  not  agile  enough. Source:  Towers  Watson  2012
  • 8. To  be  successful  we  want   people  to  be  fully  enthusiastic   and  involved  with  the  work!
  • 9. Source:  Towers  Watson  2012 Nearly  65%  of  the  global  workforce  is  disengaged  with  the   organisation!!
  • 10. Nearly  90%  of  the  executives   surveyed  by  the  Economist   Intelligence  Unit  believe  that   organisational  agility  is  critical  for   business  success.. Yet  most  companies  admit  they  are  not  flexible   enough  to  compete  successfully!
  • 11. Source:  Towers  Watson  2012 Excellent  contribution  when  highly  engaged! Impact  of  under-­‐engaged  employees  on  the   performance  of  organisation??
  • 12. Despite  recognising  it  as  important    consistently    spending  on  people   development  programs  why  organisations  are  failing  to  engage  their   workforce?
  • 13. We  are  running  21st Century businesses  with  20th Century  workplace  practices  and  programs,  and   19th Century  Mindset!
  • 14. 1880 1900 1930 1940 1990 2000 2010 F.  Taylor 1960 1970 1980 TPS  Developed TSM  Developed TSM  in  use TPS  in  use Taichii  Ohno Deming Toyota  Production  System Theory  of  Scientific  Management One  best  way  of  doing   the  job “First  Class  Men”  to  do  each  job Pay  per  piece Duties  of  Management Total  Quality   Management Just  In  Time Avoidance  of  waste Jidoka -­‐ Automation Flexible  Production Customer  Focus Evolution  of  Systems  and  Practices Evolution  of  Management  Practices  and  Mental  Models Cost  Accounting Performance   Management TargetsPlanning Service  levels Economies  of  scale Lean System   Thinking Cycle  times Pull
  • 15. Peter  Senge’s 7Learning  Disabilities Source:  Peter  Senge,  The  Fifth  Discipline  p.  17-­‐26 Lack  of  big  picture Passing  on  blame Reactivity  is  mistaken  as   proactivity Short  term  goals Slow  Reaction Overreliance  on  experience   learning Skill  incompetence
  • 16. This image cannot currently be displayed. 1st Disability I  am  what  my  position  is:   (Lack  of  big  picture)
  • 17. 2nd Disability The  enemy  is  out  there  -­‐ Passing  on  blame   Associated  with  a  state  of  mind  that  is  used  to  be  suspicious  of   the  others  and  on  passing  blames..  [Lack  of  accountability].
  • 18. 3rd Disability Illusion  of  taking  charge:   Proactive-­‐ness  can  really  be  reactiveness  in  disguise.  True  pro-­‐ activeness  comes  from  seeing  how  our  own  actions  contribute   to  problems.
  • 19. 4th Disability  -­‐ Fixation  on  Events:   Associated  with  focus  and  engagement  in  events  and  details  ..   Distracting  the  focus  of  the  organisation  ..  The  focus  is  on  the   problem  and  not  on  the  causes  and  consequences..
  • 20. In  this  disability  the  organisation  is  unable  to  connect  things  to   each  other  focuses  on  short  term  and  neglects  long  term   targets. 4th Disability  -­‐ Fixation  on  Events:  
  • 21. 5th Disability  -­‐ The  parable  of  the  boiled  frog: Appears  when  an  organisation  overlooks  small  but  constant   changes  ..  And  get  used  to  neglect  minor  changes,  which  may   lead  to  aggravation,  threatening  it  overtime.
  • 22. Can  you  put  a  frog  in  a  pot  and  cook  it  without  causing  it  to  jump   out  of  the  pot?
  • 23. Can  you  put  a  frog  in  a  pot  and  cook  it  without  causing  it  to  jump   out  of  the  pot? Scientific  experiments  have  shown  that  if  a  frog  is  placed  in  a  pot  with  water,  and   you  lift  the  temperature  slowly  but  continuously  the  frog  will  get  used  to  the   change  and  will  not  feel  the  danger  until  it  dies.
  • 24. 6th Disability Delusion  of  learning  from   experience Associated  with  dependency  on    previous   experiences  and  personal  intelligence  to   deal  with  situations..  we  develop   experience  through  trial  and  error  but  do   you  reckon  that  past  experiences  will  yield   same  results  in  different  times,  places  and   people?
  • 25. 7th Disability Myth  of  Management  Team Associated  with  management’s   desire  to  appear  as  a  cohesive   group  that  is  pulling  in  the  same   direction.
  • 26. Do  you  see  the  challenge  coming?
  • 27. Forces  of  Change New  Disruptive   Technologies Government  and   Legislative   changes Continuous   Improvements Social  Media Rising  Customer   Expectations Global   Competitiveness
  • 28. The  law  of  learning is  the  same  in  all  parts  of  life. The  starting  point  need  to  be:  the  establishment  of  a  workplace  culture  that  addresses   organisational  learning  disabilitiesand  supports  positive  energy,  and  thus  positive  learning.
  • 29. Key  Challenges In  this  triad  of  People,  Process   and  Technology;  process   optimisation  and  technology   deployment is  given  a  lot   more  importance  and   organisations  are  largely   driven  by  this.
  • 31. Diligence Obedience Passion Creativity Initiative Intellect Human  Capabilities  (Source:  Gary  Hamel  – Future  of  Management,  2007) Commodities  &  Engagement
  • 32. Learning  Disciplines  for  Business  Agility people  who  are  passionate,  creative  and  take   initiative  to  make  an  impact. allow  people  to  define  purpose  and  have  the   independence  to  work  around  what  they  enjoy. enable  continuous  learning  and  discovery  by   allowing  people  to  align  their  purpose  with   customer  needs. organisational  support  programs  for  people  to   unlock  their  potential  (e.g.  job  tailoring).   Organisational   Learning Personal   Mastery System   Thinking Mental   Models Shared   Vision Team   Learning
  • 33. Learning  Disciplines  for  Business  Agility We  are  linear  thinkers  in  a  non-­‐linear  world.   Here  lies  our  limitation  as  a  System  Thinker. Real  world  is  a  complex  interdependency  of   people,  processes,  technologies  and   environments. Continuously  expand  the  horizon  of  learning  by   brining  various  teams  to  collaborate  on  customer   needs. Blur  functional  boundaries. Opening  value  stream  analysis  to  enable  wider   learning. Organisational   Learning Personal   Mastery System   Thinking Mental   Models Shared   Vision Team   Learning
  • 34. Learning  Disciplines  for  Business  Agility They  are  deeply  ingrained  assumptions,   generalisations,  experiences  or  images  that   influence how  we  understand  the  world  and  how   we  take  actions. Promote  critical  thinking,  constructive  criticism   and  debate as  part  of  the  dialog  process  that   allows  the  teams  to  look  at  their  work   objectively  and  align  with  purpose. Experimentation  &  recovering  from  failure. Cross  functional  collaboration  on  work  activities   allows  people  to  see  big  picture  and  adjust  their   mental  models  gradually. Organisational   Learning Personal   Mastery System   Thinking Mental   Models Shared   Vision Team   Learning
  • 35. Learning  Disciplines  for  Business  Agility Shared  vision  -­‐>  organised  pursuit  of   success • Values  and  behaviours • Helps  engage  business  units  and   functions. • Linking  streams  of  work  to  business   strategy. • Rethink  functional  boundaries  and   organisational  structure.   Organisational   Learning Personal   Mastery System   Thinking Mental   Models Shared   Vision Team   Learning
  • 36. Learning  Disciplines  for  Business  Agility Successful  teams  understand  their  limits  and   opportunities. • Individuals  learn  more  in  groups  and  when   there  is  a  culture  of  knowledge  sharing  and   trust. • Enable  dialogue,  the  capacity  of  team   members  to  suspend  personal  assumptions   and  enter  into  a  genuine  thinking  together   mode. • Promote  trust,  team  work  and  collaboration. • Individual  KPI/Targets  -­‐>  Team  Purpose • Career  paths  consistent  with  cultural   objectives. Organisational   Learning Personal   Mastery System   Thinking Mental   Models Shared   Vision Team   Learning
  • 37. Scrum XP LeanVisual  Management Continuous  Delivery Kanban Agile  toolset  is  a  mean  to  advance  business  agility. MVP Spotify Holacracy Others
  • 38. Sense Respond Business   Agility Adapt Recap Learning  starts  with  People Change  starts  with  few  people.