Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Scaling Scrum Without Crushing Its Soul - Patricia Kong - Agile NZ 2017AgileNZ Conference
At the core of Scrum is the empowered self-organised team. However, when organisations scale, if they are not careful, they can disempower teams and destroy self-organisation. When they do, they don't get what they are looking for and the teams end up feeling defeated and unmotivated.
About Patricia Kong:
Patricia Kong is co-author of The Nexus Framework for Scaling Scrum published by Pearson. She is also a public speaker and mentor. Patricia is the Product Owner of the Scrum.org enterprise solutions program which includes the Nexus Framework, Evidence-based Management, Scrum Studio and Scrum Development Kit. She also created and launched the Scrum.org Partners in Principle Program.
Patricia is a people advocate fascinated by organisational behaviour and misbehaviours. She emerged through the financial services industry and has led product development, product management and marketing for several early-stage companies in the US and Europe. At Forrester Research, Patricia worked with their largest clients focusing on business development and delivery engagements. Patricia lived in France and now lives in her hometown of Boston. She is fluent in four languages.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Scaling Scrum Without Crushing Its Soul - Patricia Kong - Agile NZ 2017AgileNZ Conference
At the core of Scrum is the empowered self-organised team. However, when organisations scale, if they are not careful, they can disempower teams and destroy self-organisation. When they do, they don't get what they are looking for and the teams end up feeling defeated and unmotivated.
About Patricia Kong:
Patricia Kong is co-author of The Nexus Framework for Scaling Scrum published by Pearson. She is also a public speaker and mentor. Patricia is the Product Owner of the Scrum.org enterprise solutions program which includes the Nexus Framework, Evidence-based Management, Scrum Studio and Scrum Development Kit. She also created and launched the Scrum.org Partners in Principle Program.
Patricia is a people advocate fascinated by organisational behaviour and misbehaviours. She emerged through the financial services industry and has led product development, product management and marketing for several early-stage companies in the US and Europe. At Forrester Research, Patricia worked with their largest clients focusing on business development and delivery engagements. Patricia lived in France and now lives in her hometown of Boston. She is fluent in four languages.
Security Certification or How I Learned to Stop Worrying & Love Stories - And...AgileNZ Conference
Many organisations have created security certification and accreditation processes. While these (sometimes) worked well in large waterfall projects, the transition to Agile projects break these frameworks.
About Andrew Hood:
Andrew has been working for over 20 years in the IT Networking and Security sectors including a range of companies from tiny dot coms to major international telecommunications companies. Having moved to New Zealand 10 years ago, Andrew is now responsible for the operational IT Security for one of the largest government departments. All of this means that he believes that there is nothing new in the IT industry, just different ways of learning from the same mistakes. Occasionally he wonders if we could stop making the same mistakes in the first place and if Agile might be a way of doing so.
Breaking Through the Transformation Pain Barrier - Julie Lindenberg & David M...AgileNZ Conference
The mobile banking division of global fin-tech leader Fiserv has grown significantly to over 40 Agile delivery teams, 15 in NZ. However, waterfall approaches to planning, governance and release meant the teams were often starved of work, blocked from releasing and had no transparency to make this obvious. To improve flow and throughput, 18 months ago they kicked off an Agile transformation, led out of NZ.
About Julie Lindenberg & David Morris:
Julie is the Director for Business Analysis and User Experience at Fiserv. After earning her Bachelor of Planning, Julie worked in a variety of government roles, from customer-facing to IT. High points included leading high-profile projects, establishing frameworks of excellence and founding Business Analysis capability.
Three years ago, Julie joined global financial technology company Fiserv as a Business Analyst Manager. Over that time, she has embraced ‘being Agile’ and servant leadership. Last year, she was appointed as a Director leading teams across seven sites in four countries. Shortly after, Julie was appointed Chair of the Transformation Leadership Team, leading the enterprise Agile transformation, impacting hundreds of staff members. In September, Julie was appointed the Director of User Experience.
David is the Manager for Enterprise Agile Coaching at Fiserv and holds an MBA with the University of Auckland. He had 10 years’ experience in structured programming before discovering RAD and Scrum in the 1990’s. Over the last 20 years, he has worked as an Agile practitioner, Scrum Master and coach. As Principal Consultant at Assurity, David worked with prominent NZ companies on their Agile transformations.
Last year he joined Fiserv to lead their Enterprise Agile Coaching team where he guides the leadership in operating their enterprise Agile framework and delivering on their transformation goals. David co-founded the Agile Alliance of NZ. His publications include Agile Project Management, Scrum in easy steps and The Paradox of Agile Transformation.
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017AgileNZ Conference
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
DevSec Delight with Compliance as Code - Matt Ray - AgileNZ 2017AgileNZ Conference
For too long, audits and security reviews have been seen as resistant to the frequent release of software. Auditors require access to static systems and environments, which would seem to make continuous delivery impossible. Too frequently audits are a fire drill sampling of the current state and temporary fixes are put in place to appease the compliance audit without being integrated into future releases.
About Matt Ray:
Matt Ray is the Manager and Solutions Architect for Asia Pacific and Japan for Chef. He has worked in large enterprise software companies and founded his own startups in a wide variety of industries including banking, retail and government.
He has been active in open source communities for over two decades and has spoken at, and helped organise, many conferences and Meetups. He currently resides in Sydney, Australia after relocating from Austin, Texas. He podcasts at SoftwareDefinedTalk.com, blogs at LeastResistance.net and is @mattray on Twitter, IRC, GitHub and too many Slacks.
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
Automated Agility?! Let's Talk Truly Agile Testing - Adam Howard - AgileNZ 2017AgileNZ Conference
The move towards agility is an acceptance that we operate in an uncertain world. We can’t predict what will change in the future so we’ve evolved our practices toward flexibility, instead of attempting precognition. But have we evolved every practice?
About Adam Howard:
Adam Howard is the Test Practice Manager at Trade Me in Wellington, New Zealand. He is passionate about helping to evolve the way testing is perceived and performed. A regular speaker at Meetups and conferences in NZ and internationally, Adam also helps organise local WeTest Workshops and is chief design and layout editor for Testing Trapeze, a bi-monthly testing magazine. He also writes about testing on his blog and occasionally manages to be concise enough to tweet as @adammhoward.
Making Agile Leadership Work: A Journey From Coach to Manager - Martin Cronj...AgileNZ Conference
The relationship between a coach and manager is crucial to building effective teams. Managers often don’t have the slack or flexibility to help their teams reach high performance while coaches often lack context of the challenges that teams and leaders face on a day-to-day basis.
About Martin Cronjé:
Martin is a Software Development Manager at MYOB, New Zealand with more than 17 years’ experience in the IT industry. He's passionate about working with teams to create beautiful, well-crafted software.
He previously worked in South Africa as the co-founder of nReality Systems, a software engineering consultancy firm where they coached teams ranging from hi-tech startups to large-scale enterprise IT.
He has a long career as developer and lead on projects ranging from mobile, data analytics to high-volume, mission-critical systems in government and financial sectors. The most notable projects directly affected the South African economy and democracy.
Being truly Digital requires a fundamentally different operating system that encourages a relentless re-examination of how you do business and where the new opportunities lie. When combined with the rise of the millennial worker, many leaders are finding that they need to make significant changes to how they lead their organisations.
About Edwin Dando & Dan Teo:
For over 15 years, Edwin has helped organisations re-think how they approach work and people. Edwin is by nature a creative disrupter, constantly seeking alternative, better and often creative solutions to modern workplace challenges. In 2006, Edwin founded Clarus, a consulting firm that led the way in Agile adoption in New Zealand. Clarus was one of the first companies in the world to adopt Holacracy. It was subsequently acquired by Assurity Consulting in 2012. Edwin is now a key part of Assurity’s senior leadership team. He is a Professional Scrum Trainer and Evidence Based Management consultant with Scrum.org. He lives largely self-sufficiently on a small organic farm and is a community-focused person who donates a percentage of his time to universities to help teach future leaders Agile thinking. He also teaches programming and Design Thinking to nine-year-olds at the local primary school.
Dan is a 'change-the-world' thinker who positively influences to challenge status quo and inspires action. He has a passion for people and has played a broad role across the entire SDLC from Developer, Service Support Manager and Release Manager, Scrum Master to Agile Practice Manager. Before joining Assurity, Dan established and led a large-scale Agile practice at a Fortune 500 organisation supporting over 13 Scrum teams. Dan is a strong advocate of leadership being a multiplier of performance. He currently leads the Auckland branch of Assurity as GM – Auckland. Dan has also been nominated for the Talent Unleashed 2017 award for Most Progressive Leader, an award judged by Richard Branson and Steve Wozniak.
Making the Invisible Visible: Showing WIP & Flow at Portfolio Level in Waterf...AgileNZ Conference
Kanban's principles require us to limit WIP in order to increase flow. Yet, traditional reporting across a portfolio often takes a siloed approach, with individual projects providing individual updates against common metrics like time, cost and scope delivered. Portfolio and Program Managers, therefore, don't have a view of the WIP of the 'system' or its impact on flow.
About Suzanne Nottage:
Suzanne has worked with leaders and teams in Europe, Asia, the US and Australasia, particularly on leveraging Lean|Agile to improve delivery at portfolio level.
Her work has enabled teams to reduce WIP by 75% and failure demand by 40%, while increasing customer satisfaction (and team happiness).
Outside of work, Suzanne has also applied Agile in her triathlon training over the past eight years.
Scrumdiddlyumptious & the Killjoys - Mia Horrigan - AgileNZ 2017AgileNZ Conference
With the full title 'Scrumdiddlyumptious & the Killjoys: Why Leadership, Culture and Agile Mindset are Critical for High-performing Teams', Mia will discuss a tale of two new Agile teams within the same branch working on a large-scale transformation across the enterprise.
About Mia Horrigan:
Director of Program Delivery at Zen Ex Machina, Mia is a certified Professional Scrum Trainer (PST), experienced Agile Coach and Senior Program Manager with over 15 years' senior executive experience leading and implementing software solutions, including digital transformations. Mia has been working with Agile teams for over 10 years and is an experienced Product Manager and Scrum Master and has been successful in delivering business outcomes and value through successful implementation of Agile/Scrum at team and enterprise level.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Improv-e Your Innovation - Jakob Jurkiewicz - AgileNZ 2017AgileNZ Conference
Charles Darwin said: “In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.” Collaboration and Improvisation seem to be crucial for people and organisations to survive. We need both skills in order to innovate, amaze our customers and grow.
About Jakub Jurkiewicz:
Currently Agile Consultant at Assurity and previously Agile Coach, Team Leader and Software Developer. Jakub worked in a startup where Agile and innovation were harnessed every day and in big corporation where people were afraid to mention their ideas. He learned that only through collaboration, openness and trust one can build a successful environment for change, grow and innovation.
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Shaking Leads to a Shake Up - Russel Garlick - AgileNZ 2017AgileNZ Conference
The 2016 Kaikoura quake was a traumatic event. Coming so close after the quakes in Christchurch, there is an ever-increasing demand for information and data to help protect buildings and keep them safe.
About Russel Garlick:
Starting as a lowly content migrater back in 1999, Russel has a fairly unique work history in that he's only worked at open source software companies for the past 17 years.
Moving through different roles from web developer, UX designer, BA, then Project Manager, Scrum Master and now Agile Coach, he's always subscribed to the 'release early, release often' mantra.
As Catalyst IT's Agile Advocate, he helps teams either transition to Agile or improve their Agile craft. A large part of hiss role is teaching and training which he does at work as an ICAgile Accredited Trainer and outside work as both a MTB Skills Coach for WORD and Joyride and Chairperson of Trail Fund NZ.
New approach to change in the education sector focuses on Adaptation as the new skill. The three imperatives: Leadership, Collaboration and Communication to address the networked environment.
Business Agility and Organisational LearningShoaib Shaukat
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
5 Keys to Social Leadership Development - Webinar 04.23.14BizLibrary
What does leadership even look like today? What are the opportunities for learning and development in our more collaborative and social workplaces? And how can we adapt, move forward and develop leaders well-equipped to thrive in this fast changing world?
www.bizlibrary.com/webinars
How to transform personal development for professional in a disruptive age.
This manifest is based on previous work which we created and shared earlier. This second edition is enhanced with more suggestions on how to apply such an approach in practice. In this second edition we are introducing the Personal Productivity Grid to support personal development for professionals.
Use this link to access the first edition of this manifest:
https://www.slideshare.net/JeroenSpierings/professional-development-for-teachers
You must learn to see the world a new. We learn from the emerging future and utilize the wisdom of crowds This needs to be the mindset for transformation.
In general the flow of knowledge will activate the continuous optimization process.
A circular process where we constantly seek for and access knowledge, from feeling, observation, demonstration and challenging we are able to apply the knowledge in practice. We create deeper understanding and new ideas for adoption will emerge. We reflect on the application and learn so that we can curate new knowledge and share this with a wider audience. We focus on empowering teachers to make a difference. Important element is the sharing of knowledge, expertise and experiences so that we collectively learn from the emerging future. Each teacher can use the flow of knowledge to build their personal productivity grid to drive personal growth.
You step into the future to shift your frame of reference.
Deployed Learning - Tactical Ways to be Deliberate in OutreachAmy Hays
Presented to the Southeadt Region Total Faculty Meeting. Methodology used to think about increasing your outreach efforts. Goes through adult learner theories and practices, types of learning. Describes a method called Deployed Learning which focus on creating a pathway to help build more diverse programming.
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
When product ownership became the new roadmap for BNZ Digital, Penny and Chetan didn’t know where to start. How do you shift the mindset of your development team from delivering features to delivering customer value? How do you get the whole team involved when you’re so used to having a run-ahead team doing the discovery work for you?
About Penny Goodwin & Chetan Parbhu:
Penny Goodwin is a Business Analyst at BNZ Digital. At any one time, you can find her running a retro, working on stories or distracting the team with her out of tune singing. She is always willing to try anything out that will enable her team to deliver positive outcomes for customers. In her spare time, you will most likely find her at the library.
Chetan Parbhu is a Senior Test Analyst at BNZ Digital. He is passionate about teams being empowered to build the right thing for the customer. Despite youthful appearances, he is a husband and father of two. He enjoys spending his free time in the music room or pretending to be the guy from River Cottage.
The Art of Dual-track Delivery - Ant Boobier - AgileNZ 2017AgileNZ Conference
We all know the importance of product designers and developers working more closely together. One approach to achieving this is ‘dual-track delivery’. But we shouldn’t think of dual-track delivery as separate tracks, because they’re not.
About Ant Boobier:
Ant Boobier is Practices Lead at BNZ and has been doing Agile for more years than he cares to remember. RAD in the 90s, XP in the 2000s and a magic mix of Lean UX and Agile today. He is a people geek who loves a good experiment.
Inclusive Collaboration – How Our Differences Can Make the Difference - Aaron...AgileNZ Conference
Personality quirks, character traits, mental diversity. Technology thrives on innovation and creativity, and therefore, our industry relies upon a wide variety of people who think, react, work, communicate, interact and socialise differently.
About Aaron Hodder:
Aaron Hodder hails from Wellington where he works for Assurity Consulting to develop and deliver new and innovative testing practices to better suit the demands of modern-day software development. Aaron is a passionate software tester with a particular enthusiasm for visual test modelling and structured exploratory testing techniques. He regularly blogs and tweets about testing and is a co-founder of Wellington Testing Workshops.
Agile-ish – How to Build a Culture of Agility - Lynne Cazaly - AgileNZ 2017AgileNZ Conference
With the rise of Agile as a mindset (not a buzzword) and the success of methods like the Lean Startup, it’s time to bring these ways of working into teams and organisations the world over. Yes, it’s a cultural shift, yet it need not be tackled all at once... and you can iterate, improve on it.
About Lynne Cazaly:
Lynne Cazaly is the author of four books – Leader as Facilitator: How to inspire, engage and get work done, Making Sense: A Handbook for the Future of Work, Create Change: How to apply innovation in an era of uncertainty and Visual Mojo: How to capture thinking, convey information and collaborate using visuals. Lynne works with project teams, executives and senior leaders on major change and transformation projects. She helps people distil their thinking, apply ideas and innovation and boost the engagement and collaboration effectiveness of teams. She is also an experienced board director and chair and a partner with Thought Leaders and on faculty of Thought Leaders Business School.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
Being Agile vs Agile Doing - Luke Hohmann - AgileNZ 2017AgileNZ Conference
The Agile Community loves to talk about 'leadership' and how better 'leaders' can bring project success. And most of the popular Agile methods love to frame 'leadership' as the essential ingredient of success. Unfortunately, too many teams spend too much time discussing these topics without fully appreciating their deeper meanings.
About Luke Hohmann:
Luke Hohmann is the Founder and CEO of Conteneo, Inc. Known globally as The Prioritization Company, Conteneo's platforms help identify, shape and align on priorities and customers' priorities, increasing engagement and improving effectiveness. Luke is also co-founder of Every Voice Engaged Foundation, a 501(c)(3) non-profit that helps citizens and governments tackle technical and wicked social problems.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
3. Avisit to a house somewhere in Wellington..
Mark Thompson, 2012
“I blame entropy”
Increase in
entropy
Highly ordered
4. Making sense of our world: Cynefin
Cause-and-effect
is known
Cause-and-effect is
unknown
OrderedUnordered
Complex
Probe
Sense
Respond
Emergent
Complicated
Sense
Analyse
Respond
Good Practice
Chaotic
Act
Sense
Respond
Novel
Simple
Sense
Categorise
Respond
Best Practice
Disorder
For more see: https://en.wikipedia.org/wiki/Cynefin_framework and David Snowden and Cognitive Edge
Volatility
Uncertainty
VUCA
Complexity
Ambiguity
5. Responses to disruption by industry
How to Create an Agile Organisation: McKinsey and Company, October 2017
% of respondents reporting organization-wide agile transformations at their companies,1 by industry
54
50
46
42
38
34
30
26
22
0
Low Perceived instability of business environment2 High
High tech
Social
Sector
Electric power
and natural gas Financial services
Telecommunications
Retail
Media and
entertainment
Professional services
Advanced industries Consumer packaged goods
Oil and gas
Heathcare systems
and services
Travel, transport, and logistics
Automotive and assembly
Infrastructure
Pharmaceuticals
And medical products
Private equity and
principal investors
Basic materials
6. The “busyness” epidemic
Managers are spending fewer than seven hours per
week of uninterrupted time to do deep versus shallow
work
Rest of time spent attending meetings, sending e-
communications or working in time increments of less
than 20 minutes
Busyness drains energy, equals less innovation and
engagement
Labour Productivity has been declining in NZ over the
last 5 years and sits at less than 1% per annum
Only 14% of NZ employees are engaged in their jobs
7. Challenges with adoptingAgile
Company philosophy or culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measurements
Ineffective collaboration
Regulatory compliance and governance
Don’t know
47%
43%
34%
31%
45%
41%
34%
19%
20%
15%
63%
2%
*Respondents were able to make multiple selections.
VersionOne® - 11th Annual State of Agile Report (2017)
8. Our hypothesis:
“How can you arm yourself so that you
successfully tackle those new, unfamiliar
situations that are bound to come your way?
Through Learning”
From: Becoming an Agile Leader, Victoria Swisher
We support this statement and our talk will
show you how we came to the same
conclusion.
We believe that Learning Agility is a key
leadership skill required for sustainable
transformations.
Leadership
People,
Systems,
structures &
processes
Employee
Engagement
Transformation
Start here
Learning
Agility
10. AAMETAMENTALMODEL Org. Strategy
History
Purpose
Processes
Learning habits
Awareness of
value
History
Decisions
Purpose
Internal conflict
Values
Beliefs and biases
Attitudes
Habits
Decisions
Skills
Emotions
Empathy
Behaviours
Conflict
agreements
Understanding
of value
Shared learning
processes
and habits
Processes
and rules
Decisions
Strategy &
objectives
Structure
History
Behaviours
Objectives
Purpose
Habits
Organisational
learning
Habits
Policies and
rules
Value Chain
Roles and
responsibilities
Realising Value
By Andy Cooper and Aldo Rall
A3 version can be found here:
https://goo.gl/JrjMnt
11. AAMETAMENTALMODEL:
My leadershipandlearningagilityskills
1. Me
Adapting /
Survival
SCARF
Model
Maslow’s
Hierarchy of Needs
Learning habits
Awareness of value
History
Mindset
Decisions
Purpose
Discipline
Skills
Emotions
Empathy
Behaviours
Values
Beliefs and biases
Attitudes
Habits
Decisions
12. Survivalskillsforme:Developthinkingandmemoryskills
Chunking * is a term referring to the
process of taking individual pieces of
information (chunks) and grouping them
into larger units. By grouping each piece
into a large whole, you can improve the
amount of information you can remember.
Using focused and diffused modes *:
“your mind needs to be able to go back
and forth between the two different
learning modes…. allowing yourself to
grow a neuro-scaffold to hang your
thinking on”
*From: Learning how to learn, A Coursera MOOC with Dr. Barbara
Oakley & Dr. Terrence Sejnowski
Get enough sleep! *
• Chunking on Steroids = Latticeworks of
Chunks = mental models
• Mental models = mind’s toolbox for making
decisions
• “you must have a large number of them,
and they must be fundamentally
lasting ideas”
** From Farnam Street Blog: https://www.farnamstreetblog.com/mental-models/
Mental Models **
13. LearningAgility research for me
https://www.kornferry.com/developing-learning-agility
“The illiterate of the 21st century will not be those who cannot read and
write, but those who cannot learn, unlearn, and relearn”
Alvin Toffler
15%
Is a top predictor of high potential. It
is estimated that just 15% of the
global workforce are highly agile.
+25%
Korn Ferry found companies with
highly agile executives have 25%
high profit margins than their peer
group.
*Korn Ferry Institute study, 2014
Executives with high levels of
learning agility, tolerance for
ambiguity, empathy and social
fluidity are five times more
likely to be highly engaged.
5X1X
2X
3X
4X
Individuals with high learning
agility are promoted twice as
fast as individuals with low
learning agility.
*Korn Ferry Institute study, 2014
2x
14. Survival skills for me: LearningAgility
Learning Agility Spiral for Active, Continuous and
Intentional Learning
Awareness
Share
and
Explain
Evaluate
the
Learning
Implement via Experiments
Explore Alternatives
Awareness
• Traditional learning practices are becoming
less effective
• Learning does not stop with reading or
attending training
• Life around us provides opportunities to
learn (the experience is active learning)
• How do we improve the effectiveness and
value of our active learning?
15. “We’d rather do the quick,
simple thing than the
important complicated thing,
even if the important
complicated thing is
ultimately a better use of
time and energy”
I may be biased
https://betterhumans.coach.me/cognitive-bias-cheat-sheet-55a472476b18
17. 1. Me
2. My Teams
Tuckman
Model &
Lean Change
Management
Adapt
Maslow
P. Lencioni:
5 dysfunctions of a team
Team charter
Social contract
SCARF
Behaviours
Objectives
Purpose
Habits
Shared learning
Discipline
Processes and rules
Decisions
Beliefs
Agreements
Understanding of value
Experiment friendly
Strategy & objectives
Structure
History
Safety
AAMETAMENTALMODEL:
Me andmy teams
19. Survival skills for me and my teams:
Combat “busyness”
Lean work practices
• Focus on value
• Treat hours like dollars with a real opportunity
cost
• Understand where your time goes and strive to
reduce over communication
Understand your energy cycles
• Meeting free mornings
• 100% on and then 100% off
• High energy things when you have high energy
Create time
• 20% goal for learning and applying
• Diffused thinking time and activities
for creativity
Learn more:
• Deep work – rules for a focused
success in a busy world
• Smarter, faster, better
20. Survival skills for me and my teams:
LearningAgility
Considerations for successful Learning Agility:
• Participate in Active learning
• Be aware of the step currently being practiced
• Visualize every step
• Have multiple tools available to perform at every step
• Celebrate the learning
• Keep the environment fail safe
21. Survival tools for me and my teams:
ALearning Kanban
Backlog Done
Mental
model
sub
topics
Decide whether
you need to
learn it
(Low Priority)
Schedule a
block of time for
learning it
(Highest
Priority)
Learn it right
away
(High Priority)
Learn it as the
chance arises
(Lowest Priority)
Adapted from the original HBR article by Marc Zao-Sanders. See https://hbr.org/
2017/09/a-2x2-matrix-to-help-you-prioritize-the-skills-to-learn-right-now
Timetolearn
Usefulness/ Value/ Impact of the feature
Celebration Grids from Jurgen Appello’s Management 3.0 materials.
See https://management30.com/practice/celebration-grids/
Celebration grid
Behaviour
Outcome
Mistakes Experiments
You screwed up!
Where’s your
brain?
You lucky person!
OK, You failed
BUT you learned!
Yay! You exceeded
AND your learned!
Argh, bad luck!
Yay! You exceeded
by doing the right
things!
Practices
LEARNINGNo learning No learning
FAILURE
SUCCESS
22. Survival tools for me and my teams:
A3 Thinking
Reducing waste and communicating efficiently and effectively
Background & problem
statement
Target condition
Current condition
Steps, schedule and
measurements
Project area: Owner:
http://jpattonassociates.com/opportunity-canvas/
23. Survival tools for me and my teams:
Recognition and appreciation
Management 3.0 tools for recognition:
• Kudos Box
• Kudo Cards
• 12 steps to happiness
Some hints and tips for recognition:
1. Recognise people based on specific results and
behaviours
2. Implement peer to peer recognition
3. Share recognition stories
4. make recognition easy and frequent
5. Tie recognition to your company or team values
Article by Josh Bersin, Forbes magazine, see
https://www.forbes.com/sites/joshbersin/2012/06/13/new-research-unlocks-
the-secret-of-employee-recognition/2/#742727a5ede2
See https://management30.com/practice/
25. 1. Me
2. My Team
Organisational culture
Collaborative
Experiment friendly and safety
Trust and
accountability
Disruptive
models
Org. transformation
models
Tuchman
Model
Adapt
Organisational
values
Team charter
Social contract
SCARF
Maslow
P. Lencioni:
5 dysfunctions
of a team
F. Laloux:
Reinventing
Organisations
3. My Organisation
AAMETAMENTALMODEL:
Me andmy organisation
26. 5 Practices of Exemplary Leadership
Extraordinary Leadership in Australia and New Zealand : The Five Practices That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With Michael Bunting
5 Practices 10 Commitments
Model the Way 1 Find your voice by clarifying your personal values
2 Set the example by aligning actions with shared values
Inspire a Shared
Vision
3 Envision the future by imagining exciting and ennobling possibilities
4 Enlist others in a common vision by appealing to shared aspirations
Challenge the
Process
5 Search for opportunities by seeking innovative ways to change, grow, and improve
6 Experiment and take risks by constantly generating small wins and learning from mistakes
Enable Others to
Act
7 Foster Collaboration by promoting cooperative goals and building trust
8 Strengthen others by sharing power and discretion
Encourage the
Heart
9 Recognize contributions by showing appreciation for induvial excellence
10 Celebrate the values and victories by creating a spirit of community
27. Survival skills for my organisation:
LearningAgility
A learning organisation is
“…where people continually expand their capacity to
create the results they truly desire, where new and
expansive patterns of thinking are nurtured, where
collective aspiration is set free, and where people are
continually learning how to learn together.”
From: Building a Learning Organization by David Garvin, https://hbr.org/1993/07/building-a-learning-organization
28. Summary
Successful people, teams and organisations have better Beliefs, Habits and Discipline
Skills for me Tools for me
Skills for me and my
team
Tools for me and my team
Some skills for
my organisation
Some tools for
my organisation
Cynefin Cynefin Cynefin
Chunking
SCARF model
Clarity of Purpose A3 thinking
Learning Agility
5 Practices of
Exemplary
Leadership
Start-up Way
(Eric Reis)
Focussed &
Diffused thinking Experiment
Canvasses
Sleep Learning Decision Matrix
Mental Models
Find Your Why
Combat “Busyness”
Celebration Grid
Learning Agility
Recognition and
Appreciation tools
(Management 3.0 and
Maslow)
Recognition and
Appreciation
Process not
Product SEEDs model Learning Agility
Change leadership tools
(ADKAR, 7s framework and
Lean change Management)Biases
29. In conclusion
“Only three things happen naturally in organisations:
friction, confusion, and underperformance. Everything
else requires leadership.”
Peter Drucker
Everyone is a leader, we just have different domains of
authority
Leadership
People,
Systems,
structures &
processes
Employee
Engagement
Transformation
Start here
Learning
Agility
30. Where do I start?
It starts with me
(You don’t need permission
from management to start
learning)
Have a clear sense
of purpose
ExperimentBe comfortable with
failure and ambiguity
Reduce waste
Visualise your
learning
31. Invitation …
As our world becomes increasingly volatile, unpredictable
and overwhelming, imagine the possibilities if we develop
the capabilities (personal & organisational) to quickly and
easily adapt to changing business conditions and actually
create change to outpace competitors and increase our
value. We fearlessly welcome challenges with confidence
and inspire (and empower) our teams to do the same -
knowing that we will learn from emerging future
challenges.
33. References to our talk
Andadditionaltools,skillsandmethodstoconsider
34. ReferencesforAAMetaMentalModel:
Me andMy Team
All Blacks
Legacy: what the All Blacks can teach us about the business of life, James
Kerr
Google Teams
From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-
team/
Leadership
Extraordinary Leadership in Australia and New Zealand : The Five Practices
That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With
Michael Bunting
Psychological safety
From: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-
team/
Experiment
Management 3.0: Leading Agile Developers, Developing Agile Leaders,
Jurgen Appelo
SCARF Model
http://www.scarfsolutions.com/selfassessment.aspx
Maslow’s Pyramid (Hierarchy of needs)
https://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs
Tuckman model
https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development
Lean change Management
http://leanchange.org/
Lean Change Management: Innovative Practices for managing
Organisational change, Jason Little
Team Charter (High Performance Tree)
Coaching Agile Teams: A companion for Scrum masters, Agile Coaches, and
project Managers in Transition, Lyssa Adkins
5 Dysfunctions of a team
The five dysfunctions of a team: A leadership Fable, Patrick Lencioni
35. ReferencesforAAMetaMentalModel:
Me andOrganization
5 exemplary practices of Leadership
1. Model the way
2. Encourage the heart
3. Challenge the process
4. Enable others to act
5. Inspire a shared vision
• Extraordinary Leadership in Australia and New Zealand : The Five
Practices That Create Great Workplaces By James M. Kouzes, Barry Z.
Posner, With Michael Bunting
Reinventing Organisations
Reinventing Organisations: A guide to creating organisations inspired by the
next stage of human consciousness, Frederic Laloux
36. General References and Background Reading
Agile Base Patterns in the Agile Canon, Daniel Greening,
https://www.computer.org/csdl/proceedings/hicss/2016/5670/00/5670f368.pdf
Help employees create knowledge – not just share it, John Hagel II and
John Seely Brown,
https://hbr.org/2017/08/help-employees-create-knowledge-not-just-share-it
SCG’s Agile Transformation Approach, Ahmed Sidky
A 2x2 Matrix to help you prioritise the skills to learn right now, Marc
Zao-Sanders,
https://hbr.org/2017/09/a-2x2-matrix-to-help-you-prioritize-the-skills-to-learn-
right-now
High Performance via Psychological Safety, Joshua Kerievsky
https://www.linkedin.com/pulse/high-performance-via-psychological-safety-
joshua-kerievsky/
Agile Coaching, Rachel Dabies and Liz Sedley
FYI™ for Learning Agility 2nd Edition, Korn Ferry
Learning how to learn MOOC from Coursera,
https://www.coursera.org/learn/learning-how-to-learn
Mindshift MOOC from Coursera,
https://www.coursera.org/learn/mindshift/
Forget About setting goals. Focus on this instead, James Clear,
http://jamesclear.com/goals-systems
Differences between Busy people and productive people, Connor Neil,
https://www.linkedin.com/pulse/11-differences-between-busy-people-
productive-conor-neill/
37. General References and Background Reading
How to use the Feynman Technique to Learn Faster, Thomas Frank,
https://collegeinfogeek.com/feynman-technique/
Bounce, Matthew Syed,
https://whywhathow.xyz/book-crunch-bounce-matthew-syed/
Business articles:
• http://www.nzherald.co.nz/canvas-
magazine/news/article.cfm?c_id=532&objectid=11407591
• https://globalnews.ca/news/3343760/the-cult-of-busyness-how-being-busy-
became-a-status-symbol/
• https://opinionator.blogs.nytimes.com/2012/06/30/the-busy-trap/
Good Leaders and good Learners, Lauren Keating, Peter Heslin, Susan
Ashford,
https://hbr.org/2017/08/good-leaders-are-good-
learners?referral=03759&cm_vc=rr_item_page.bottom
Cognitive Biases cheat sheet, Buster Benson,
https://betterhumans.coach.me/cognitive-bias-cheat-sheet-55a472476b18
Disciplined Agile Delivery, Scott Ambler and Mark Lines
An Executive’s Guide to Disciplined Agile, Scott Ambler and Mark
Lines
Breaking Bias updated: The Seeds Model™, Matthew Liebermann,
David Rock, Heidi Grant Halvorson and Christine Cox,
Neuroleadership Journal, Volume Six, November 2015
Mental Models, Farnam Street Blog,
https://www.farnamstreetblog.com/mental-models/
Putting lifelong learning on the CEO Agenda, McKinsey & Company,
https://www.mckinsey.com/business-functions/organization/our-
insights/putting-lifelong-learning-on-the-ceo-agenda
38. General References and Background Reading
An Agile Adoption and Transformation Survival Guide: Working with
Organisational Culture, Michael Sahota
Enabling seamless lifelong learning journeys – the next frontier of
digital education, McKinsey & Company,
https://www.mckinsey.com/business-functions/digital-mckinsey/our-
insights/enabling-seamless-lifelong-learning-journeys-the-next-frontier-of-
digital-education
Getting ready for the future of work, McKinsey & Company,
https://www.mckinsey.com/business-functions/organization/our-
insights/getting-ready-for-the-future-of-work
The Neuroscience of Trust, Paul Zak,
https://hbr.org/2017/01/the-neuroscience-of-trust
Future of Work: Learning to Manage Uncertainty, Heather McHowan,
https://www.linkedin.com/pulse/learning-uncertainty-imperative-heather-
mcgowan/
Building a Learning Organisation, David Garvin,
https://hbr.org/1993/07/building-a-learning-organization
Turning potential into success; The missing link in Leadership
development, Claudio Fernandez-Araoz, Andrew Roscoe, and Kentaro
Aramaki, Harvard Business Review November-December 2017
40. Adding to VUCA: Leadership skills Gap
• Jobs are getting bigger (More VUCA)
• Supply of qualified talent is shrinking
• Results in younger people getting placed in
positions with greater responsibility and complexity
earlier than in the past than their predecessors
• Standard and Poors’ 500 – average age for starting
CEO role has fallen since 2010
• Not getting enough time on the job to develop more
complex skills than predecessors
• Previous experience may not provide necessary
insight into the future
• VUCA will place leaders in situations that could
challenge their current capabilities
From: Becoming an Agile Leader, Victoria Swisher, 2012
41. Top 10 required skills
In 2020
1. Complex problem solving
2. Critical thinking
3. Creativity
4. People management
5. Coordinating with others
6. Emotional intelligence
7. Judgement and decision making
8. Service orientation
9. Negotiation
10. Cognitive flexibility
In 2015
1. Complex problem solving
2. Coordinating with others
3. People management
4. Critical thinking
5. Negotiation
6. Quality control
7. Service orientation
8. Judgement and decision making
9. Active listening
10. Creativity
Source: Future of Jobs Report, World Economic Forum
45. Survival tools for my organisation
The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth – October 17, 2017 by Eric Ries
Phase one: Critical Mass Phase two: Scaling Up Phase three: Deep Systems
Team Level Start small, figure out what works and
doesn’t for our company, touch a variety of
divisions/ functions/ regions
Scale up the number of teams, build
programs and accelerators as needed.
Include all divisions/ functions/ regions.
This is “the way we work”, tools and training
widely available to all kinds of teams. Not
limited to high-uncertainty projects
Division Level Enlist a small number of senior leaders as
“champions” to make exceptions to
company policies as needed
Train all senior leaders, even those who are
not directly responsible for innovation, so
they have literacy in the new way.
Establish Growth boards, innovation
accounting, and strict accountability for all
senior leaders to allocate resources to
change
Enterprise Level Get agreement with the most senior leaders
about what success looks like (cycle time,
morale, productivity). Focus on leading
indicators. Establish criteria to move to
Phase two. As word of successes starts to
spread throughout the organisation, recruit
early adopters at all levels
Build a transformation organisation with
heft. Develop coaches, a company-specific
playbook, new finance and accountability
tools like growth boards
Tackle the hardest deep systems of the
company: compensation and promotion,
finance, resource allocation, supply chain,
legal.
Overall Goal Build critical mass to get senior leadership
bought into rolling this out company-wide.
Translate the Startup Way into company-
specific culture
Build organisational clout to have the
political capital necessary to tackle the
thorny issues of Phase three
Build an organisational capability for
continuous transformation
Editor's Notes
Needs a nice picture
- Active learning through experiments and discussions
- Paired learning
- Teaching is learning
Who of you has kids? Please keep your hands up. Of those of you that have kids, how many of you have to deal with this daily?
Ok, hands down please. Just out of curiosity, have any of you had a reply like that from your kids? NEITHER HAVE I!
I have similar conversations daily with my children, but never had a reply like this.
Recalling some high School physics, Entropy it is the tendency for any form of stable system or state to fall into increasing disorder.
How many of you observe this in everyday life? and in your daily work? And in your organizations?
We may be used to stable situations day in and day out, but what happens when we suddenly experience complexity, chaos or disorder? How do we make sense of it, and how do we behave?
Key points:
So let’s have a look at our First Tool – who in the audience has heard of the Cynefin Framework? Pronounced Ku-nevin because it hails from the Welsh language – it literally means Habitat or Place – and if you think about it there’s nothing more complex than the place you come from – think about all the cultural, religious, geographical, demographic influences that made you who you are – that’s why we are so complicated
Cynefin has been described as a “Sense making Device”. Its a framework helps decision makers identify how they perceive situations and how they may act in a given situation.Our neat and ordered world can fall into chaos fairly rapidly and test leaders require contextual understanding in order to adapt accordingly.
Within the Cynefin framework:===================There are Five domains of decision-making: simple, complicated, complex, chaotic, and at the centre the darkness of disorder. These domains offer decision makers a “sense of place” from which to analyse behaviour and decide how to act in certain situations.
The domains on the right, simple and complicated, are “ordered”: cause and effect are known or can be discovered.The domains on the left, complex and chaotic, are “unordered”: cause and effect can be deduced only with hindsight or not at all.
In the Ordered domains we have standard operating procedures, experts and experience available that we already rely on. Decisions are made using best or good practices.
For this talk, we want to focus on what happens in the Unordered side of the Cynefin. We want to explore how Leaders could behave in the unordered domains when situations are Complex, Chaotic or Disordered.
We are simplifying much of what we will be discussing – we hope that the talk inspires you to research the topics further once the talk is over.
The danger exist in attempting to apply Traditional strategies and techniques to the Complex and Chaotic domains – it just can’t be done since the behaviour is either unknown or emergent.
Many things can happen that pushes the situation into entropy, or the left, unordered side of the Cynefin.
Collectively we call them VUCA:
Volatility
Uncertainty
Complexity
Ambiguity
By following the law of entropy, leaders will increasingly experience VUCA, and tried and tested strategies and techniques as in the right hand side of Cynefin will simply not work any more.
Let’s look at some of those VUCA things from recent trends
So what are typical trends that can push us to the left, unordered side of the Cynefin? We’ll look at some of that next.
This chart comes from a recent McKinsey article called Creating an Agile organisation.
They have been researching organisations and their preparedness to counter instability and disruption.
As you can see, many organisations have enterprise wide transformations underway, especially in High tech and to some degree in Telecommunications and organisations under more threat such as media and entertainment, financial services. Many other industries are being pulled along by disruption happening in other industries, i.e. changes in telecommunications, high tech and retail fuel increased expectations from consumers in other sectors.
How much time a week do you think you spend on actual valuable work?
1-10 hours
11-20 hours
21-30 hours
31-40 hours
Research suggests that, on average, managers have fewer than seven hours per week of uninterrupted time to do deep versus shallow work
They spend the rest of their time attending meetings, sending e-communications or working in time increments of less than 20 minutes
Busyness drains energy, equals less innovation and engagement
Labour Productivity - measure of how efficiently inputs (capital and labour) are used in the economy to produce outputs – (goods and services), has been declining over the last 5 years and sits at less than 1% per annum
Perhaps explained by the fact that only 14% of employees are engaged in their jobs and showing up to work enthusiastic and motivated to be highly productive
Sources for these stats:
Manager Productivity: https://hbr.org/2017/04/employee-burnout-is-a-problem-with-the-company-not-the-person
NZ Labour productivity rate: http://www.stats.govt.nz/browse_for_stats/snapshots-of-nz/nz-progress-indicators/home/economic/labour-productivity.aspx
Gallup: State of the Global workplace report: http://news.gallup.com/reports/220313/state-global-workplace-2017
The version one state of agile report that is published annually is a good way to understand what happens in the world of agile.
From looking back on previous reports, the top 5 challenges has not changed much over the last 3 years. That trend tells us one of two things:
Organisations are not able to realise/ articulate their state of VUCA
Organisations are not able to deal effectively with, or manage VUCA effectively
We believe that all these challenges have got one thing in common: Leadership Agility. In order to prove that, let us present you with a Hypothesis.
Please note that this is the A and A Leadership survival guide, not to be confused with AA, Automobile association although we’ll hopefully provide a visual map or two, or the other AA organisation, Alcoholics Anonymous even though a beer or two was consumed in the preparation of this talk.
We needed to understand how far learning and leadership stretches in people’s contexts. For that we combined multiple mental models into one large meta model.
We categorised the relevant behaviours, tools and models in three layers: Me, My teams and My organisations
We chose plurals for team and organisation as we are all involved with different teams and organisations to some degree or other. One of the teams may be at work, another may be your family or sport team you are involved with. The same applies to organisations; One of these organisations may be your employer, and another may be a club or an association you are part of outside your work environment.
We will not be spending much time on the organisational elements in this talk, that is a whole series of talks on its own!
The primary focus is to consider where the biggest impact can be, and that is the Me and the My Teams layers.
Some individuals will have more influence at the organisational level, where most of us will have more influence at the Me and My teams layers.
It all starts with me
My purpose will be the compass by which I clarify and live my values
We are all leaders
Reiterate about VUCA. Industry gets disrupted, job gets disrupted or change jobs
We don’t have time to deep dive on new required skills so we need a different set of tools than the traditional ways of learning, i.e. classroom training or extensive reading
This section covers the survival and transformation skills and tools for me to cope with increased VUCA, entropy
One of the first and easiest way to survive as a leader is to develop thinking and memory skills. We recently completed an online MOOC course through Coursera called “learning how to learn”. It is the most popular courses on Coursera and with good reason. We recommend it as the tools and skills in the course helps to give you easy access to the invaluable learning techniques used by experts in art, music, literature, math, science, sports, and many other disciplines. We recommend this course.
Chunking
Focused and Diffused thinking modes:
FOCUSED MODE is just what is sounds like, a concentrated, focused form of thinking
DIFFUSED MODE is a more relaxed thinking state, one where the brain settles into at resting.
An analogy involves visualizing your brain as a flashlight; Diffused mode of thinking could be thought of as a setting on the flashlight designed to cast a broad light not very strongly, while focused mode would cast a very strong light in smaller area.
This picture is of Salvadore Dali (and his pet ocelot). “Dali used to have an interesting technique to help him come up with his fantastically creative surrealist paintings. He'd relax in a chair and let his mind go free, often still vaguely thinking about what he had been previously focusing on. He'd have a key in his hand, dangling it just above the floor. And as he would slip into his dreams, falling asleep, the key would fall from his hand [SOUND] and the clatter would wake him up, just in time so he could gather up those diffuse mode connections and ideas in his mind. And off he'd go back into the focused mode bringing with him the new connections he'd made while in the diffuse mode.”
Get enough sleep
One additional way that neuroscientists all agree on, in how to improve your thinking and memory skills is to get enough sleep. By sleeping, the brain is able to flush toxins between its tissues. If you do not sleep, these toxins build up and impair your thinking and memory skills. Re-order chunks. I’ll sleep on it is not just a nice metaphor.
Reference mental models – the chunks should be grouped into mental models
Reading about successful leaders across the world, its seems that all of them have got one thing in common: They are ferocious readers. The read at least 2 books a month! Reading is also a key gateway to learning. Simply by reading something we are able to embed it into our world. So, learning is a key leadership survival skill.
The famous futurist, Alvin Toffler said that “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn”. Learning becomes a key skill for any leader. Learning is the secret sauce to survival.
Korn Ferry a US based Leadership and Talent research firm published some research on 2014 on Learning agility or an individual’s ability to continually acquire new skills, learn from experience, face new challenges, and perform well under changing conditions.
They have found that learning agility is a strong and valid predictor of successful leadership—more important even than IQ, emotional intelligence, or education level. Why? People who are learning agile more readily absorb new skills, behaviors, and insights—and then carry those forward to perform successfully, especially in unfamiliar situations.
So when CEOs say their organization doesn’t have the capacity to change, adapt, innovate, or handle volatility, what they are sensing is usually a shortfall in learning agility among top teams or the whole workforce.
In her book, Victoria Swhisher indicates that the only way to deal with VUCA is through learning. And recently Scott Ambler and Mark Lines also emphasised learning as a key skill to be able to survive.
Traditional learning practices are no longer effective
Learning does not stop with reading
Life around us provides opportunities to learn, this is called active learning
How do we improve the effectiveness and value of our active learning?
But learning does not just stop when you read, events around us also provide opportunities to learn. Those events are not written down in books, and we need additional learning skills to learn from real life experiences. We also perform learning naturally from day to day or in situations, but how can we do so in a more focussed manner? Let us look at those skills next.
Learning Agility is a key skill for us to learn from situations as they evolve. This skill will help us to use learning to move out of the unordered domains to the ordered domains in the Cynefin framework.
Learning agility give us a way of focusing on consistent, incremental and systematic learning to cope with the shifting sands that we are faced with as individuals, teams and organisations. We will depend on learning agility in those highly entropic, complex, disorderly or chaotic domains where there are no prescribed or standard operating procedures. We will utilize learning agility in those situations where the cause and effect is not known or can only be worked out in hindsight.
Learning agility consist of 5 steps;1. Awareness2. Explore Alternatives3. Implement4. Evaluate the learning5. Share and explain
AwarenessWe all have mechanisms abilities to develop an awareness of something.
Explore AlternativesIn this step you will think of a range of possible approaches or experiments you could run with meaningful measures
Implement via ExperimentsThis is the step where you press play and implement the experiment (s) and capture the metrics from the measures you created earlier.
Evaluate the learningWhere we evaluate or interpret the outcomes and metrics of the action taken. We would capture and evaluate the learning; What did you learn, what worked well and were there any unexpected side effects – were they beneficial or negative.
Share and ExplainThe last step, share and explain, consolidates the learning an integral part of the learning process and this is where you actively share the learning and insights generated during the Evaluate the learning step. There can be many ways to share; You may present your findings to a group of peers, sharing what you have learned. Some of the discussions/ questions may provide additional insight and learning for the next learning cycle.
From the above steps, it is clear that the learning did not stop. The experience in the first cycle of the 5 steps gave information to trigger the next cycle of learning.In any given environment there can be multiple spirals, some small and short, some long and continuous. A mature learning agility environment should have high density and frequency of visible learning spirals.
Some spirals are short, some can be very long whereas some spiral spans a long time, some only a short amount of time. The potential is also there for spirals spinning off multiple new spirals.
Every cognitive bias is there for a reason — primarily to save our brains time or energy. If you look at them by the problem they’re trying to solve, it becomes a lot easier to understand why they exist, how they’re useful, and the trade-offs (and resulting mental errors) that they introduce.
Problem 1: Too much information.
There is just too much information in the world, we have no choice but to filter almost all of it out. Our brain uses a few simple tricks to pick out the bits of information that are most likely going to be useful in some way.
Problem 2: Not enough meaning.
The world is very confusing, and we end up only seeing a tiny sliver of it, but we need to make some sense of it in order to survive. Once the reduced stream of information comes in, we connect the dots, fill in the gaps with stuff we already think we know, and update our mental models of the world.
Problem 3: Need to act fast.
We’re constrained by time and information, and yet we can’t let that paralyze us. Without the ability to act fast in the face of uncertainty, we surely would have perished as a species long ago. With every piece of new information, we need to do our best to assess our ability to affect the situation, apply it to decisions, simulate the future to predict what might happen next, and otherwise act on our new insight.
Problem 4: What should we remember?
There’s too much information in the universe. We can only afford to keep around the bits that are most likely to prove useful in the future. We need to make constant bets and trade-offs around what we try to remember and what we forget. For example, we prefer generalizations over specifics because they take up less space.
Nothing we do can make the 4 problems go away but if we accept that we are permanently biased, but that there’s room for improvement, confirmation bias will continue to help us find evidence that supports this, which will ultimately lead us to better understanding ourselves.
There are many tools to understand ourselves. Here are just 3 of those that you can use to understand yourself.
SCARF model
SCARF model, developed by neuroscientist, Dr. David Rock considers the threat and rewards systems in our brains across 5 dimensions. These are Status, Certainty, Autonomy, Relatedness and Fairness. This is a great model to understand our “triggers” and how we behave in situations based on the triggering of our threat or reward systems. Just as an example: I know from experience that one of my triggers is Fairness. Even if I am observing a situation from the outside! I experience strong threat or away reactions when that button is triggered. You will find as well in most cases situations can trigger 2 or more of these SCARF dimensions.
SEEDs model
We spoke in the previous slides about biases, and how we all have those biases. The Neuroleadership institute developed a model called the “SEEDs” model. This model helps you to identify and manage your biases. Previously we saw on the codex these biases were grouped into 4 types, but in the SEEDs model, it has been grouped into 5 main types: Similarity, Expedience, Experience, Distance and Safety. Knowing your biases will allow you much deeper capability
Clarity of purpose
If we don’t have a direction in life, we will not really get anywhere. In order to have that direction we require clarity of purpose. That clarity of purpose provides us with a compass to navigate out life and decisions by. The purpose must also be inspiring for yourself. Simon Sinek expanded his original book, “Start with Why” into some online resources. One of these resources is an online course, called the “Why discovery course”.
Possible to share: (I have enrolled at this course and have found quite surprisingly that I like to explore new things and ideas so that we can find valuable and creative solutions. By giving this talk, I am able to live that purpose. )
By starting to use tools like this, we are able to understand ourselves better.
Lots of research into what makes a successful team and recently those views have been challenged and we’ll look at additional skills and tools to look alongside the old and new research
Change Leadership
Talk about
Experiment friendly or experiment safe
Recognition and the psychology of recognition
Clarity of Purpose
Quality over quantity = pareto principle
Getting back to learning agility in the team context, we learn not as individuals but also as teams. The same 5 steps apply as for individuals in the team context. Teams can apply intentional learning and practice learning agility by applying the following:
Participate in Active Learning
Be aware of the step currently being practiced
visualize every step/ experiment (perhaps have a Kanban Board in which you cycle the cards/ items through the learning cycle)
Have multiple tools available to perform at every step.
Celebrate the learning
Keep the environment fail safe
Learning decision matrix
It is not possible to learn everything about everything
With high VUCA, we are under pressure to learn the right stuff
Matrix measures time against utility or value (Based on a Cost-benefit analysis)
4 Blocks:
Learn it right awa
Schedule a block of time to learn it
Learn it as the chance arises, such a commute, lunch, and so on
Decide if it is worth learning
Celebration Grid
Learning from the experiments
Celebrating the learning you did
Learning from both successes and Failures
How could you use this tools in active learning? How could you visualize the learning?
In a learning Kanban like this one
You can map out the steps of the learning agility spiral
And then have a continuous flow of mental model sub topics through the learning Kanban.
So what exactly are A3 reports? A3 reports are a way of structuring and sharing knowledge that enables teams and their members to practice scientific thinking as a way of discovering and learning together. The tool promises immediate benefits by helping people structure and design more effective approaches to problems (framing them in solvable ways, taking a data-based approach, using root-cause-analysis to find the point of origin for problems (gaps), encouraging careful problem analysis over quick abstract “solutions,” and so forth).
A3s encourage root cause analysis, reveal processes, and represent goals and actions in a format that triggers conversation and learning.
There are many A3s or Canvases available freely, an example being the Opportunity Canvas recently developed and made available by Jeff Patton. I have used a variant of this to design training programs and it has worked brilliantly as a way of crisply communicating the intent / need and plan for developing this. A3’ when used well can replace long detailed reports that consume unnecessary time to create and consume. A3’s and an experimental mindset go very well together.
Also the Cynefin framework can help navigate the different situations one might apply using A3 thinking.
Getting back to learning agility in the team context, we learn not as individuals but also as teams. The same 5 steps apply as for individuals in the team context. Teams can apply intentional learning and practice learning agility by applying the following:
Participate in Active Learning
Be aware of the step currently being practiced
visualize every step/ experiment (perhaps have a Kanban Board in which you cycle the cards/ items through the learning cycle)
Have multiple tools available to perform at every step.
Celebrate the learning
Keep the environment fail safe
“The Prosci ADKAR Model is a goal-oriented change management model to guide individual and organizational change. Created by Prosci founder Jeff Hiatt, ADKAR is an acronym that represents the five outcomes an individual must achieve for change to be successful: awareness, desire, knowledge, ability, reinforcement®.”
Extraordinary Leadership in Australia and New Zealand is a fascinating book that looks at 5 practices and 10 commitments that create great workplaces. They have found that leaders that exhibit these practices have engagement scores that are 25 to 50% higher than those that don’t. We have touched on many of these practices in our talk, although we couldn’t cover all of them in depth so this would be a good read for those interested in learning more about their approach.
Learning agility in the organizational context can be a very dense subject in itself. Learning organizations have proven to outperform other organizations.
Organizations have to accept that they will be required to continuously learn.
In any given environment there can be multiple spirals, some small and short, some long and continuous. A mature learning agile environment should have high density and frequency of visible learning spirals.
Extraordinary Leadership in Australia and New Zealand is a fascinating book that looks at 5 practices and 10 commitments that create great workplaces. They have found that leaders that exhibit these practices have engagement scores that are 25 to 50% higher than those that don’t. We have touched on many of these practices in our talk, although we couldn’t cover all of them in depth so this would be a good read for those interested in learning more about their approach.
AC to fix animation
The virtuous cycle: If you want to great performance from your team you must lead them. Doing this well, in turn results them in assessing you as an effective leader.
Link modern agile to Learning Agility.
Needs a nice picture
AC: Look at Imagine question
Tidy up URL’s
Tidy up URL’s
Tidy up URL’s
Tidy up URL’s
Tidy up URL’s
Jobs are getting bigger (More VUCA)
Supply of qualified talent is shrinking
Results in younger people getting placed in positions with greater responsibility and complexity earlier than in the past than their predecessors
Standard and Poors’ 500 – average age for starting CEO role has fallen since 2010
Not getting enough time on the job to develop more complex skills than predecessors
Previous experience may not provide necessary insight into the future
VUCA will place leaders in situations that could challenge their current capabilities
Reiterate about VUCA
We don’t have time to deep dive on each one of these skills so we need a different set of tools than the traditional ways of learning, i.e. classroom training or extensive reading
Book summaries