This document provides an introduction to agile organization concepts through several stories and models. It discusses how robustness can lead to disaster by using the example of the Titanic, and how responsiveness allows organizations to better react to unexpected changes like "black swan" events. It then presents options for organizational structures like having an organization function like an open space or like a venture capital firm. Key aspects of these models include crowd-like behavior, internal project markets to source ideas, and operating with a light governance structure. The document aims to spark discussion around emerging patterns in agile organizations.

1. A G I L E T O U R M O N T R E A L
CONCEPT
AN INTRODUCTION TO
AGILE ORGANISATION
1

2. CONCEPT
T O T H A T I N T R O D U C T I O N
An introduction is not about:
•dogma
•toolbox
•the secret recipe
It’s all about inspiration, emerging patterns, and more
questions.
WELCOME
2

3. WHO AM
I?
Pierre E. NEIS
agile4HR - Play14 - agile digital enterprise
SAP S.E., Daimler Group, Lombard Odier Bank, BNP
Paribas, GlobeMed, Banque de Luxembourg, Real
Solutions, BCG DV, LogDirect, ArcelorMittal, SAP UK,
Berytech, Capgemini, Accenture, pWc, McKinsey,
rueducommerce.com, Invivo, Cloudwatt, GDF
Europe, ERDF, AXA Global, LaPoste Innovation,
European Commission, Touring Assurances, CNRS,
Ores + 50
AGILE
COACHING
DIGITAL
ORG. DEV.
3

4. I W I L L T A L K A B O U T
THE STORY OF
THE FARMER
THE STORY OF JASON ROBUSTNESS
RESPONSIVENESS ORGANISATION LIKE
AN OPEN SPACE
ORGANISATION LIKE A
VENTURE CAPITAL
1 2 3
654
AGENDA
4

5. O R I G I N S O F S T R U C T U R E
THE STORY OF THE FARMER
5

6. KING
FA RMER
KING RECRUITED BY GOD
THE FAR MER HA S 3 BE EF S
THE KNI GHT WA NT S 2 BEE FS
THE FAR MER KEEP S 1 B EE F
WHE RE SHOULD HE COMP LAIN?
6

7. - PIERRE
The farmer can meet the duke in an escalation process. But the duke won’t be able to handle
this due to the line-of-command structure.
The farmer has to accept that situation.
This situation was very common in our civilizations until the “Renaissance” when Dutch Sailors
create a Traders Guild.
Most the structures are built on that mode.
7

8. 8
CULTURE MINDSET BEHAVIOR

9. - PIERRE
Is agile a culture?
If agile was a culture what are you doing with all the other cultures present in
your organization?
How can you be authentic if your uniqueness has to be reshaped to another
standard?
Agile emphasis diversity., multicultural diversity.
9

10. - PIERRE
Is Agile a mindset?
I can have an agile mindset in a non-agile organization.
Having an agile mindset doesn’t guarantee agile.
10

11. - PIERRE
Agile is a behavior, the behavior of people interacting within an agile
system.
A well set agile system allows people of any kind of mindset and of
any kind of culture to work together.
11

12. THE STORY OF JASON
12

13. JUNIOR
JASON IS A JUNIOR.
HE IS VERY PASSIONATE
ABOUT HIS NEW JOB.
WHERE CAN HE GOT THE
RIGHT INFORMATION.?
HOW LONG SHOULD IT
TAKE?
13

14. - PIERRE
Because of being a junior, Jason must respect the line of command.
The consequence, the information is either incomplete or obsolete.
The only options for Jason to survive:
• to accept this situation, to focus on his own career and to adopt the same attitude
• to use politics for his own purpose and get closer to the authority
• to address the problem and get fired
• to leave the company.
14

15. JUNIOR
JASON LOVE TO DANCE.
HE MEETS ELSA, THE
ASSISTANT OF THE CEO,
AT THE SALSA COURSE.
THEY BECOME CLOSER.
THEY TALK A LOT
TOGETHER, THEY TALK
ALL THE TIME ABOUT THE
COMPANY DURING THEIR
FREE TIME.
JASON HAS NOW MORE
INFORMATION THAN HIS
SUPERVISOR.
ELSA
15

16. JUNIOR
ELSA
this is organization
16

17. JUNIOR
ELSA
this is structure
17

18. JUNI OR
AGILE MEANS ORGANIZATION OVER STRUCTURE.
ELSA
18

19. - PIERRE
You can visualize organization helps sociograms. or communication
paths.
“Organisation” is how social structures are lived.
Like described in the Scrum X approach, the agile organization is
shaped to enforce communication and co-creation.
19

20. OPTION 1:
ROBUSTNESS
THE TITANIC CASE:
PINNACLE OF COMFORT AND LUXURY
HIGH-POWERED RADIOTELEGRAPH
TRANSMITTER
ADVANCED SAFETY FEATURES
20

21. H O W R O B U S T C O M P A N I E S A R E R E A C T I N G T O U N E X P E C T E D C H A N G E S
THE BLACK SWAN
3 kms
😱
21

22. H O W R O B U S T C O M P A N I E S A R E R E A C T I N G T O U N E X P E C T E D C H A N G E S
THE BLACK SWAN
Ups,
too late
22

23. ROBUSTNESS LEADS DISASTER
23

24. OPTION
2:
RESPONSIVENESS
responsiveness
rɪˈspɒnsɪvnəs/
noun
noun: responsiveness
1 the quality of reacting
quickly and positively."a
bank's responsiveness to
customer problems
engenders trust"
24

25. H O W R E S P O N S I V E C O M P A N I E S A R E R E A C T I N G T O U N E X P E C T E D C H A N G E S
THE BLACK SWAN
what’s the
problem?
25

26. W H A T I S T H E W O R K I N G M O D E L ?
RESPONSIVE ORGANISATIONS
crowd
The crowd is flocking like birds
with simple rules:
point to the destination
(expected outcome)
avoid collision (alignment)
follow the lines (strategy)
BUILD A RESPONSIVE ORGANIZATION TO ALLOW EMERGENT BEHAVIOR.
This simple organizational model should manage the iterations on its own. It is safe to fail container allowing the creation
of both knowledge value and business value.
26

27. W H A T I S T H E W O R K I N G M O D E L ?
“BIG” RESPONSIVE ORGANISATIONS
swarm
organisation a consolidated
portfolio
border is the
structure
1 team = 1 portfolio
THE CONCEPT REMAINS THE SAME AS FOR SMALLER ORGANIZATIONS TO AVOID OVER PROCESSING
WASTE.
27

28. WHAT MIGHT BE THE ULTIMATE
GOAL?
28

29. AN ORGANISATION LIKE AN OPEN
SPACE
29

30. MODEL
IDEA COLLECTOR
AUTO REGULATED
ENGAGING
IPM: INTERNAL
PROJECT
MARKET
IPM was developed for the sKale project
in 2010.
The purpose is to have an idea collector
to identify both business opportunities
and innovations.
30

31. - PIERRE
The concept is that any ideas can be collected in a central idea box
called IPM.
At a certain period of time, a selection event happens, “the
marketplace”, where attendees sell their ideas.
31

32. GOVERNANCE
MODEL
The Board of Directors is working like an agile team.
Main activity:
• strategy planning and deployment
• funding
• managing enterprise boundaries
32

33. BUSINESS AGILITY
KNOWLEDGE WORK
In this model, the conversation
puts always knowledge,
business, and strategy in
balance.
33

34. AN ONE STEP BACKWARDS?
34

35. AN ORGANIZATION LIKE A VENTURE
CAPITAL
35

36. W H A T I S T H E W O R K I N G M O D E L ?
“BIG” RESPONSIVE ORGANISATIONS
1 consolidated
portfolio
1 team = 1 portfolio
THE CONCEPT REMAINS THE SAME AS FOR SMALLER ORGANIZATIONS TO AVOID OVER PROCESSING
WASTE.
36

37. W H A T I S T H E W O R K I N G M O D E L ?
LIGHT STRUCTURE
1 consolidated portfolio
of initiatives
Strategical Planning
Funding
flex boundaries : large enough
to support emergent behaviour.
37

38. ANY QUESTIONS?
QUESTIONS?
38

39. W H A T M A K E S A F E R R A R I T H E B E S T C A R ?
JEREMY CLARKSON'S
39

40. AGILE
CHANGE
SERVICE
DESIGN
COACHING
www.agilesqr.com HEIDELBERG - GERMANY
AGILE² GMBH ADDRESS
40