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Agile and Organizational Learning
The document discusses how organizations can use Scrum to become learning organizations by linking teams effectively within the organization. It emphasizes the importance of knowledge transfer, both tacit and explicit, and suggests practices like employee rotation, internships, and communities of practice to facilitate this. Overall, it underscores the need for balancing business execution with innovation processes to maximize learning and efficiency.
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Agile and Organizational Learning
- 1. Agile and LearningOrganizations LeanAgileUS 2017 - Fort Lauderdale Wolfgang Wiedenroth @wwiedenroth @wwiedenroth
- 2. Learn to betteruse Scrum’s potential to become a learning organization. For this, linking the teams to the rest of the organization is essential. About this talk @wwiedenroth
- 3. :) :| :( € Vision Product Owner Product BacklogSprint Backlog Retrospective Review ScrumMaster Development Team Product Increment Daily Scrum Agile is about learning An agile organization is a learning organization @wwiedenroth
- 4. Hirotaka Takeuchi Ikujirō Nonaka Nonaka,Takeuchi:„The New New Product Development Game“, Harvard Business Review, 1986 Scrum - the origin @wwiedenroth
- 5. Fuji Xerox FX-3500in 1978 Honda City in 1981 NEC PC8000 in 1979 Canon AE-1 in 1978 Scrum in the 70s? @wwiedenroth
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- 8. 1987: Matsushita releases thefirst home bread maker see Nonaka, Takeuchi: „The Knowledge-Creating Company“@wwiedenroth
- 9. explicit knowledge lkadslö adskljadslköasdjölkjadsö lkjasd ÖLKasdölk jasdölkjöl adslökasd jÖLK Asölkj aslök asölkjasöl ÖLKasd jölasd jölkasd jölkja slkö jasdöLK JAsödl jölsad kJÖLasd jölasdkjlöasd jlöasd jÖLAsd kjölaks jÖL Ask jölads jÖL adskjölasd jÖLAsd kjlöasd ÖLasdlöads jlöads jlöads jLÖAsd jlöads KLÖasölkadsj lökasd Explicit Knowledge @wwiedenroth
- 10. lkadslö adskl jadslköasdjölkjadsölkjasd ÖLKasdölk jasdölkjöl adslökasd jÖLK Asölkj aslök asölkjasöl ÖLKasd jölasd jölkasd jölkja slkö jasdöLK JAsödl jölsad kJÖLasd jölasdkjlöasd jlöasd jÖLAsd kjölaks jÖL Ask jölads jÖL adskjölasd jÖLAsd kjlöasd ÖLasdlöads jlöads jlöads jLÖAsd jlöads KLÖasölkadsj lökasd tacit knowledge Tacit Knowledge explicit knowledge siehe Michael Polanyi: „The Tacit Dimension“ Michael Polanyi: „We can know more than we can tell“. @wwiedenroth
- 11. explicit knowledge lkadslö adskljadslköasdjölkjadsö lkjasd ÖLKasdölk jasdölkjöl adslökasd jÖLK Asölkj aslök asölkjasöl ÖLKasd jölasd jölkasd jölkja slkö jasdöLK JAsödl jölsad kJÖLasd jölasdkjlöasd jlöasd jÖLAsd kjölaks jÖL Ask jölads jÖL adskjölasd jÖLAsd kjlöasd ÖLasdlöads jlöads jlöads jLÖAsd jlöads KLÖasölkadsj lökasd tacit knowledge transforming knowledge is learning Dave Snowden: „Knowledge is only known, when it is needed to be known.“ @wwiedenroth
- 12. transforming tacit totacit knowledge socialization tacit tacit e.g. internship at customer @wwiedenroth
- 13. transforming tacit toexplicit knowledge socialization tacit tacit externalisation tacit explicit e.g. building a prototype @wwiedenroth
- 14. transforming explicit toexplicit knowledge socialization tacit tacit externalisation tacit explicit combination explicit explicit e.g. creating a business model @wwiedenroth
- 15. transforming explicit totacit knowledge socialization tacit tacit externalisation tacit explicit combination explicit explicit explicit tacit e.g. using the product internalisation @wwiedenroth
- 16. product-related learning inScrum explicit tacit internalisation socialization tacit tacit externalisation tacit explicit combination explicit explicit Working with customers developing the product Sprint Review Sprint Review Sprint Planning Working in the team @wwiedenroth
- 17. process-related learning inScrum explicit tacit internalisation socialization tacit tacit externalisation tacit explicit combination explicit explicit Working in the teams Sprint Retrospective Sprint Retrospective Sprint Planning Working in the team @wwiedenroth
- 18. Knowledge spiral inCompanies explicit tacit tacit tacit tacit explicit explicit explicit internalization socialization externalization combination see Nonaka, Takeuchi: „The Knowledge-Creating Company“ @wwiedenroth
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- 20. tacitexplicit Individual Group / Team Company Scrum- Framework Knowledge ??? linkingbusiness- und innovationsystem Knowledge transfer between teams Knowledge transfer „bottom-up“ Knowledge transfer “top-down” … @wwiedenroth
- 21. optimize flow efficiency maximize learning Businessand Innovation System @wwiedenroth Innovation system Business system
- 22. optimize flow efficiency maximizelearning stable unstable @wwiedenroth Innovation system Business system
- 23. knowledge transfer byrotating employees isolated system but still linked Innovation system Business system@wwiedenroth
- 24. Business and innovationsystem are mixed; one-size fits all mentality employees aren’t rotating between business- and innovationsystems Agile development is seen as “execution” focussing on higher throughput (absolutely valid for the business system, but nonsense for the innovation system) Most Scrum-Teams are minimal cross-functional (Programmers, Testers). reality in software development deficits in developing relevant innovations @wwiedenroth
- 25. internships at customers,customer service, or sales. attending communities of practice outside your specialization cross-departmental open spaces Support Party (Jimdo) Customer Service employees as part of dev teams (Jimdo). … Path to employee rotation @wwiedenroth
- 26. Spreading knowledge employee rotation, internships,… StoryTelling, Open Space, Communities of Practice, … trainings, coaching, … Communities of Practice, Workshops, … explicit tacit tacit tacit tacit explicit explicit explicit @wwiedenroth
- 27. Do we practiceall forms of knowledge transfer? What’s your business system? What is our innovation system? How do we ensure learning (tacit and explicit) takes place throughout the company incl. the business and innovation system? What is our strategy regarding employee rotation? ask yourself @wwiedenroth
- 28. Thanks for listening! WolfgangWiedenroth wolfgang.wiedenroth@it-agile.de @wwiedenroth www.agilemanic.com