Lean is about learning, John Shook told a crowd of 200 managers from manufacturing, healthcare, government, and service organizations who had gathered for a learning session sponsored by the Iowa Lean Collaborative on Oct 2, 2012.
To be successful, he said lean learning needs these characteristics:
• All learner partners actively participate
• Mutual Respect: Openness in sharing experience, knowledge, challenges, struggles;
• Teachers are learners; learners are teachers
• Problems to be addressed are important and challenging to all partners
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
I was CO-PMO for the recent PMConclave Dec 2012 event from PMI Mumbai Chapter. Theme of the event was "Delivering business results through agility". We had organised pre-conference "introduction to agile" sessions for all early bird registrants. This is the presentation that I had used.
An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.
CARE Leadership is a mentor/coaching based process for Selecting, Empowering, and Developing Next Generation Leaders.
This presentation is designed to provide insight on how to identify and prepare next generation leaders to assume senior roles in organizations in half the time previously needed.
CARE Leadership was developed to allow significant time compression in transforming front line talent into senior staff and/or executive leaders. Key to time compression is active participation of senior personnel in mentoring and coaching rising leadership candidates.
This results based process enhances engagement, productivity, and loyalty of the organizational workforce & executive talent. The time to start is today as yesterday's future tomorrow has already passed.
Lean is about learning, John Shook told a crowd of 200 managers from manufacturing, healthcare, government, and service organizations who had gathered for a learning session sponsored by the Iowa Lean Collaborative on Oct 2, 2012.
To be successful, he said lean learning needs these characteristics:
• All learner partners actively participate
• Mutual Respect: Openness in sharing experience, knowledge, challenges, struggles;
• Teachers are learners; learners are teachers
• Problems to be addressed are important and challenging to all partners
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
I was CO-PMO for the recent PMConclave Dec 2012 event from PMI Mumbai Chapter. Theme of the event was "Delivering business results through agility". We had organised pre-conference "introduction to agile" sessions for all early bird registrants. This is the presentation that I had used.
An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.
CARE Leadership is a mentor/coaching based process for Selecting, Empowering, and Developing Next Generation Leaders.
This presentation is designed to provide insight on how to identify and prepare next generation leaders to assume senior roles in organizations in half the time previously needed.
CARE Leadership was developed to allow significant time compression in transforming front line talent into senior staff and/or executive leaders. Key to time compression is active participation of senior personnel in mentoring and coaching rising leadership candidates.
This results based process enhances engagement, productivity, and loyalty of the organizational workforce & executive talent. The time to start is today as yesterday's future tomorrow has already passed.
Reading list / link feast for 1st annual global summit of thought leaders on entrepreneurial ecosystems led by US Sourcelink (www.ussourcelink.com) and hosted at the Ewing Marion Kauffman Foundation (www.kauffman.org)
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
Self-organization case study blinkist & zalando technologyTobias Leonhardt
Why we made it lighter: A case study of how to adopt self-organizing frameworks like holacracy, sociocray and enrich it with agile & lean principles as well as the integral theory. Real life examples from Blinkist and Zalando Technology
Be very efficient and innovative thanks to disorder!Xavier Warzee
The adaptive nature of organizations life cycle combines a continuous improvement phase oriented to efficiency and an renewal phase oriented to innovation with a lot of disorder. To profit from disorder and not only resist, an antifragile strategy is introduced to help organizations getting stronger like natural ecosystems such as forests.
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Self Organisations in Agile is extremely important. The Agile Manifesto talks about it, the Scrum Guide does. But what is it and how do we get self organising teams?
Beyond the spotify model - Team Topologies - Agile Scotland 2019-03-11 - Matt...Matthew Skelton
Beyond the Spotify Model: using team topologies for fast flow and organisation evolution
Key takeaways:
1. Why using the “Spotify Model” of team design is not enough
2. The four fundamental team topologies needed for modern software delivery
3. The three team interaction modes that enable fast flow and rapid learning
4. How to address Conway’s Law, cognitive load, and team evolution with Team Topologies
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway's Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design using Team Topologies, exploring a selection of key team types and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on the forthcoming 2019 book Team Topologies and first-hand experience helping companies around the world with the design of their technology teams.
About Team Topologies
Team Topologies is a clear, easy-to-follow approach to modern software delivery with an emphasis on optimizing team interactions for flow. Four fundamental types of team - team topologies - and three core team interaction modes combine with awareness of Conway’s Law, team cognitive load, and responsive organization evolution to define a no-nonsense, team-friendly, humanistic approach to building and running software systems.
Devised by experienced IT consultants Matthew Skelton and Manuel Pais, the Team Topologies approach is informed by the well-known DevOps Team Topologies patterns (also authored and curated by Matthew and Manuel). Matthew and Manuel have worked with many organizations around the world to help them shape their teams for modern software delivery, and Team Topologies is the result of that experience.
teamtopologies.com
From a talk given at Agile Scotland on 11 March 2019
Being a leader of any organization today is a very demanding exercise, sometimes prohibitive if not equipped with the right skills. More and more often we find ourselves moving in little-known, uncertain, ambiguous contexts, where risks and opportunities do not reveal themselves for what they are, until at the last useful moment.
There has never been a time like the one we are experiencing today in which, for those leaders, it is not mandatory to develop real superpowers that allow them to move with greater confidence, agility and sensitivity in those contexts, such as to increase their probability of success for their organizations.
In this talk we will understand how to develop those superpowers.
We will talk about how proceeding iteratively by trial and error equips us with an infrared view capable of making us see through the fog of complexity.
We will discuss how an approach oriented to continuous learning develops the latest generation of tactile sensors to help us orient ourselves with agility in uncertainty.
We will appreciate how understanding the different contexts in which we are immersed exponentially increases our ability to focus and analyze in making the right decisions.
Finally, we will evaluate how the definition of open and adaptive strategies provides organizations with the ability to flex and stretch within the markets in search of the best opportunities.
Anyone who is an achiever or wants to be one, has to meet the 5 basic requirements to whatever they want to achieve. In this presentation, South African Professional Speaker, Abel Mukwevho, explores those requirements.
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Leadership & the New / Young CPA Professional at the Maryland CPA Summit. A forum for NYPNs to collaborate and express their top issues hosted by the Mar
We usually look at the groups of people as a group of individuals, but doing that way we miss very important information. Very important properties or functions of an organization depend on the shape of their relationships. Group creativity, the performance of their collaboration, the way an idea can be diffused or the resilience of the organization.
Knowing how these relationships influence on all that properties can help you a lot on your agile transformation.
Reading list / link feast for 1st annual global summit of thought leaders on entrepreneurial ecosystems led by US Sourcelink (www.ussourcelink.com) and hosted at the Ewing Marion Kauffman Foundation (www.kauffman.org)
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
Self-organization case study blinkist & zalando technologyTobias Leonhardt
Why we made it lighter: A case study of how to adopt self-organizing frameworks like holacracy, sociocray and enrich it with agile & lean principles as well as the integral theory. Real life examples from Blinkist and Zalando Technology
Be very efficient and innovative thanks to disorder!Xavier Warzee
The adaptive nature of organizations life cycle combines a continuous improvement phase oriented to efficiency and an renewal phase oriented to innovation with a lot of disorder. To profit from disorder and not only resist, an antifragile strategy is introduced to help organizations getting stronger like natural ecosystems such as forests.
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Self Organisations in Agile is extremely important. The Agile Manifesto talks about it, the Scrum Guide does. But what is it and how do we get self organising teams?
Beyond the spotify model - Team Topologies - Agile Scotland 2019-03-11 - Matt...Matthew Skelton
Beyond the Spotify Model: using team topologies for fast flow and organisation evolution
Key takeaways:
1. Why using the “Spotify Model” of team design is not enough
2. The four fundamental team topologies needed for modern software delivery
3. The three team interaction modes that enable fast flow and rapid learning
4. How to address Conway’s Law, cognitive load, and team evolution with Team Topologies
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway's Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design using Team Topologies, exploring a selection of key team types and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on the forthcoming 2019 book Team Topologies and first-hand experience helping companies around the world with the design of their technology teams.
About Team Topologies
Team Topologies is a clear, easy-to-follow approach to modern software delivery with an emphasis on optimizing team interactions for flow. Four fundamental types of team - team topologies - and three core team interaction modes combine with awareness of Conway’s Law, team cognitive load, and responsive organization evolution to define a no-nonsense, team-friendly, humanistic approach to building and running software systems.
Devised by experienced IT consultants Matthew Skelton and Manuel Pais, the Team Topologies approach is informed by the well-known DevOps Team Topologies patterns (also authored and curated by Matthew and Manuel). Matthew and Manuel have worked with many organizations around the world to help them shape their teams for modern software delivery, and Team Topologies is the result of that experience.
teamtopologies.com
From a talk given at Agile Scotland on 11 March 2019
Being a leader of any organization today is a very demanding exercise, sometimes prohibitive if not equipped with the right skills. More and more often we find ourselves moving in little-known, uncertain, ambiguous contexts, where risks and opportunities do not reveal themselves for what they are, until at the last useful moment.
There has never been a time like the one we are experiencing today in which, for those leaders, it is not mandatory to develop real superpowers that allow them to move with greater confidence, agility and sensitivity in those contexts, such as to increase their probability of success for their organizations.
In this talk we will understand how to develop those superpowers.
We will talk about how proceeding iteratively by trial and error equips us with an infrared view capable of making us see through the fog of complexity.
We will discuss how an approach oriented to continuous learning develops the latest generation of tactile sensors to help us orient ourselves with agility in uncertainty.
We will appreciate how understanding the different contexts in which we are immersed exponentially increases our ability to focus and analyze in making the right decisions.
Finally, we will evaluate how the definition of open and adaptive strategies provides organizations with the ability to flex and stretch within the markets in search of the best opportunities.
Anyone who is an achiever or wants to be one, has to meet the 5 basic requirements to whatever they want to achieve. In this presentation, South African Professional Speaker, Abel Mukwevho, explores those requirements.
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Leadership & the New / Young CPA Professional at the Maryland CPA Summit. A forum for NYPNs to collaborate and express their top issues hosted by the Mar
We usually look at the groups of people as a group of individuals, but doing that way we miss very important information. Very important properties or functions of an organization depend on the shape of their relationships. Group creativity, the performance of their collaboration, the way an idea can be diffused or the resilience of the organization.
Knowing how these relationships influence on all that properties can help you a lot on your agile transformation.
Creating Great Teams - How Self-Selection Lets People ExcelSandy Mamoli
Here’s a radical idea: Trust people to know best and let them decide which team they should work in. Let them Self-Select!
Self-selection is the simplest, fastest and most efficient way to form stable teams, based on the belief that people are at their happiest and most productive if they can choose what they work on and who they work with.
In October 2013, Trade Me, New Zealand’s largest eCommerce provider ran the biggest Self-Selection event in the world since WWII, using a process which has since been repeated many times in multiple locations across the world.
In this presentation I will share my learnings and experiences from more than four years of running Self-Selection processes in large organisations. I will show you a repeatable process for how to establish efficient teams in growing organisations and will answer questions such as “Why would I do that”? and “How can I convince management?”.
This is a presentation I did as part of a TeachMeet@PLANE on the 25th of July, 2012. I talk about why I find it essential in having a Personal Learning Network (PLN) for the work that I do. Make sure you look at the presenters notes, in order to make some sense of it all.
The essential building blocks of culture.
This was based on a talk developed by myself and Dave Duarte.
I expect this to evolve but thought this is a share worthy version 1.0
How do you make a choice when possible solutions vary? How do you behave in an extraordinary situation? How do you structure complex activities?
All these situations incorporate environment and context exploration along with feasibility assessment. They call it sensemaking.
This webinar is dedicated to Cynefin sensemaking framework and it’s real life usage examples in different aspects of Agile activities.
During the webinar we will cover:
* Cynefin sensemaking framework (domains, expected behaviors)
* Using Cynefin framework for splitting User Stories
* Using Cynefin framework on retrospectives
* Using Cynefin framework for collaboration with company environment
The world as we know it is growing more complex. As we automate away those things that can be easily repeated, we leave ourselves with ever more challenging work. The way we've worked in the past won't necessarily work for today's problems¦ or will it? Join Diane and Doc as they explore dimensions of complexity in software development and look at how teams and leaders might adjust their behaviors (and the software they create) based on the complexity of the problem at hand.
This hands-on, interactive workshop will provide a practical introduction to Cynefin (a sense-making framework for complexity) and show how it applies to the work we do every day as creators of software. You'll map your own work to Cynefin and learn about applicable management styles and optimal team interactions for each of the Cynefin contexts.
Leadership in the Era of Innovation - A Case Based PresentationStefan Lindegaard
I recently did a session in Helsinki, Finland on leadership in the era of innovation. My approach was interactive as I developed three short cases for the audience. We deep-dived into one of the, The Frustrated Innovation Team and very briefly discussed the other two.
Here you can see the presentation slides (very simple as I focused on interaction and discussion).
Transformation. Continuous transformation, systems thinkingShiftup
Discover in this deck how the Innovation Vortex applies to Change Management and the most relevant models for leadership in change and transformation.
Want to attend our next webinar? Become a Shiftup Explorer: https://shiftup.work/product/explorer-agility-innovation-qualification-program/
Service Managers strive to continually deliver better services but the day to day job can mean that they don't have the opportunity to keep up with the latest developments in technology and best practice thinking. Customer journey management, Smart advisors and chatbots, Team collaboration, Robotic Process Automation, Artificial intelligence, Multichannel digital experiences, Pervasive Technologies, Resource Scheduling, Swarming, BRM, DevOps, VeriSM, ITOM, SIAM ... What will give them an advantage?
Presentation given at the Enterprise 2.0 Meet-up in Paris, Oct 16th. The objective was to trigger discussion about social collaboration, adoption, obstacles, approaches.
DevOps culture: Computer scientists are only human ... ;)Jörg Hastreiter
Eye-catching top 10 signs, that you have to change something and DevOps is a possible answer. Typical points of resistance illustrate, that DevOps is a human challenge!
Agile from the executive floor - defining agility in business terms - Agile P...Yuval Yeret
Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Agile Tour Lille 2016 - Agile with non-IT teams - Scaling collaboration in a big retailer
1. Agile with non-IT teams
Scaling collaboration in a big retailer
@antoniolopezg
& more
Spain
“An organization can only be as agile as its least
agile part - and that's not IT anymore"
- Evan Leyborn
2. “Everything existing in the universe is the fruit of chance and necessity”
- Democritus
(*) We're big and
complicated and we'd
like to be (again)
simple and agile
“To be
better who
we are” (*)
6. Our contextDoes the size matter?Interactions!
12.000
People Working on retail,
the core activity
3
People Working on
development
Highly
distributed
50
IT People
We started
here
We're here
now
7. First, find the pain
The biggest risk for an agile transformation is doing
something that nobody wants
Some pains are ubiquitous
We asked always
(training,
workshops,..) for
pains
10. Visual alignment
Using boards to align our work
To organize events
To build an
infrastructure
project
Global portfolio
products and services
11. How to diffuse collaboration?
What are the competences we're spreading
90%10-15%
Time working together in
a meeting room
Rest of the time when we
need to work together
everyday
Facilitation
Design thinking (&
Lean Start up)
Scrum / Kanban
Lean Startup
(Experiments)
+
16. And then … The Trust
“Share objectives and have visibility into
what is being done creates an environment of
confidence removing the need to estimate.”
- Francisco León, Decathlon South Europe CIO
17. Fostering
collaboration
Visualize collaboration
How to diffuse collaboration?
The self-organizing muscle
Empathy Define IdeatePrototype Test
Our Swiss knife workshop
And then the trust...
The efficiency shadow
S M L
Summarizing
19. Learning to experiment
Very short iterations to test commercial hypothesis
Elabotaring
hypothesis
Generating
and
selecting
options
Building
solutions
Building
solutions
Interviewing and
learning
2 h Iterations
21. Experimentation
and Lean Startup approach
Experimentation let you to
explore solutions very soon
Collaboration let you to
experiment (and to learn)
collectivelly
… and experimentation prepares you for the
uncertain
Summarizing
22. Think in having allies
2.5%
Innovators
13,5% Early
adopters
34% Early
Majority
34% Late
Majority
16% Laggards
First we had our CIO
Then members of the Board without them this…
transformation isn't possible
Search for movers all along your way
24. Who are we?
Twitter: @antoniolopezg
LinkedIn: antoniolopezgonzalez
Physicist
Agile coach – Change agent at Decathlon
Spain
Agile instigator ;)
Scrum Alliance CSM
Twitter: @oscarpradaF
LinkedIn: oscar-prada-fuertes-377a675b
Oscar Prada
Team Coach and Agile Coach at Decathlon
Spain
Scrum Alliance CSM
Antonio López
This presentation was built only with
open source software : Ubuntu , Gimp,
Libre office
25. References
Apello, Jurgen. [2014]. Management 3.0 Workouts - https://management30.com/product/workouts/
Sohata, Michael. [2012].An Agile Adoption And Transformation Survival Guide -
http://www.amazon.com/Agile-Adoption-Transformation-Survival-Guide/dp/1105735729
Little, Jason. [2014]. Lean Change Management - http://leanchange.org/
(ES) España Lean Startup - http://els2015.com/
Frederic, Laloux [2014]. Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in
Human Consciousness - http://www.reinventingorganizations.com/
Facilitation & design thinking
Sibbet, David. [2010].Visual Meetings: How Graphics, Sticky Notes and Idea Mapping Can Transform Group
Productivity - http://www.amazon.com/Visual-Meetings-Graphics-Transform-Productivity/dp/0470601787/
Innovation Games: Creating Breakthrough Products Through Collaborative Play -
http://www.innovationgames.com/resources/innovation-games-book/
Gray, Dave. [2010]. Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers -
http://www.amazon.com/Gamestorming-Playbook-Innovators-Rulebreakers-Changemakers/dp/0596804172
Designpedia - http://designpedia.info/en/
Ideo design kit - http://www.designkit.org/methods/
Apello, Jurgen. [2014]. Management 3.0 Workouts - https://management30.com/product/workouts/
Sohata, Michael. [2012].An Agile Adoption And Transformation Survival Guide -
http://www.amazon.com/Agile-Adoption-Transformation-Survival-Guide/dp/1105735729
Little, Jason. [2014]. Lean Change Management - http://leanchange.org/
(ES) España Lean Startup - http://els2015.com/
Frederic, Laloux [2014]. Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in
Human Consciousness - http://www.reinventingorganizations.com/