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Agility beyond the process - self organisation in your teams
The document discusses the transition of the Federal Pensions Service towards agile self-organization to enhance value creation and foster motivated teams. It highlights the challenges faced under traditional management structures and outlines the new practices adopted, such as distributed authority, co-creation, and a focus on leadership and team empowerment. The overall aim is to create an adaptive organizational culture that supports continuous growth amidst increasing complexity and change.
Agility beyond the process - self organisation in your teams
- 1. Agility beyond theprocess: self-organisation for higher value creation, continuous growth, and motivated teams Luc Vander Donckt Director ICT Projects @ Federal Pensions Service 13/11/2017
- 2. Context Federal Pensions Service(FPS) • management: social partners • collaborators: 2.500 / 13 regional offices • career data: 6,5 mln citizens • payments / month: 2,35 mln citizens • visits mypension.be / year: 4,3 mln • complex pension reforms 2
- 3. Context ICT @ FPS: •collaborators: 300 • myself: director ICT projects (2010), member ExCom • application = Theseos (in-house development in Java) • 11 development teams Theseos • GCloud 3
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- 5. Agile as welearned it … (in 2007) 5 Agile = Process Development Cycle Analysis Product Backlog Sprint Planning Meeting Sprint Backlog 2-week Sprint Product Increment Sprint Review Meeting Estimation Meeting Daily Scrum Meeting User Story User Story User Story User Story User Story
- 6. So we wereagile now … because: • stories • 2-weekly sprint • short development cycles • kick offs, scrums, retros 6
- 7. Or weren’t we? Hiddenfences : • no « teams » / no commitment • lack of common focus • collaboration between teams • too many priorities • and … top down all the way 7
- 8. … taking itfurther 8
- 9. … taking itfurther Increasing complexity & change: technology, society, pensions reforms New general management (2015): •human oriented leadership •biz-IT alignment •IT as pilot for new organisation principles 9
- 10. … a newagile culture to remain relevant 10
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- 12. How did westart? ● 2 pilot dev teams (small: 6-8) ● Coaching ● Improvement backlog: teams / community / management ● Issue = opportunity experiment ● Management 3.0 (starting to include biz) 12
- 13. Self-organizing teams Empowerment: distributedauthority ● co-creation ● planning & organizing & adapting (pull) ● biz alignment ● team & intra-team issues ● recruitment & training & team evaluation 13
- 14. Self-organizing teams New challenges: •leave comfort zone • enthousiasm value creation • transparency soft skills (feedback, « carefrontation ») • failures -> mourn … and learn/improve 14
- 15. Our organization 15 ICT Team ANADEV TST SM PO ICT Board Biz mgt Dep ICT Team SM PO Biz Team Agile coaches SM Community PO community
- 16. As a leader Servantleadership: • communicate • invite, challenge & encourage • connect & support • trust • walk the talk Emergent leadership 16
- 17. Our business Join /start experiments … curiousity Practices were copied and adapted Same mindset Alignment everywhere • shared knowledge / focus • transparency & fast feedback 17
- 18. What we learned:benefits Speed / flexibility Energizing potential Better decisions Issue resolution Common ownership Common focus and more connectedness 18
- 19. What we learned:benefits Result oriented Active communities Growth (qualitative and quantitive) With business intake: more added value Participation Motivating & inspiring workplace 19
- 20. What we learned:to take care of Leadership: • clear vision, objectives, frame • balance steering / delegating • be patient • issue command and control Change starts with you. 20
- 21. What we learned:to take care of Teams: • new responsibilities • decisions: consult impacted parties + experts • small is beautiful + multidisciplinarity (also support roles) • issue opportunity to improve • e2e commitment 21 No 1 key fits all
- 22. Wrap-up It wasour journey… Self-organising teams • Start small, experiment, learn and improve (PDCA), copy • Common focus + multidisciplinarity • Soft skills + (team) coaching Leadership • Changing role • Vision, framing and leadership by example 22
- 23. Wrap-up Biz • Alignment: everywhere •Transparency Culture > Strategy • Openess & trust • Shorter communication lines adaptability • Organizational agility digital innovation 23
- 25. Want to knowmore? Those inspired me: 25
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