SlideShare a Scribd company logo
1 of 25
Download to read offline
Better SAFe than sorry?
Why scaled agile frameworks do not
necessarily improve your bottom line
and what to do about it.
Conny Dethloff & Moritz Hornung @ SDS-Community Broadcast on April 10th 2024
Thanks for having us!
Conny Dethloff
Graduate mathematician specialising in artificial intelligence
9 years as a manager at OTTO: actively shaping global cultural
change and transformation
16 years of consulting: large IT projects and transformations in various
industries
My drive: To create the best possible conditions for people so that
value generation becomes more successful
Moritz Hornung
Diploma Mechatronic Engineer & Master Business Administration
More than a decade of Siemens:
Metals Technologies & Siemens Advanta Consulting
Head of PM EA Segment @ Primetals Technologies
Passionate for dealing with leadership and organizational puzzles
Learning from nature how living systems work
2
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Let‘s start with your opinion Go to menti.com and use code
29876221 or apply this QR
3
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Whatisaframeworkandwhy
havetheybecomesopopular?
Framework: A selection of tools and methods. No more and no less.
A collection of tools and methods to solve problems in
organizational design. They generalized assumptions
or observations about how to ideally organize to solve
certain problems.
Frameworks are not good or bad by default like a
hammer can be used correctly or not.
Application of frameworks recognizes that structures
and processes are no longer sufficient for value
generation.
5
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
The manager’s dilemma: making the right decisions in the face of an uncertain future
The biggest challenge for managers in decision-
making is the expectation to make „right decisions“
under uncertainty.
This is a fallacy: A decision is only necessary when
there are one or more options that are both as good,
thus there is no knowledge available to „decide“.
If it can be calculated it is not a decision. If it can be
evaluated on facts (like investments) it is not a
decision. Thus; right or wrong cannot be determined
before judging the outcome of a decision.
Only those questions that
are in principle
undecidable, we can
decide.
Heinz von Foerster
6
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Frameworks are a pleasant relief to this dilemma
If you need to decide “right” you can choose to decide what
everybody else decided.
The question shifts from “What is the right decision?”
to “What is a socially accepted decision?
The social acceptance of agile frameworks is high, despite
its obvious investment and maintenance costs. Using
established frameworks meets common expectations.
Insurance: If the implementation of a framework does not
work (=expected results are not achieved) the responsibility
can be attributed to the framework (or the people)
7
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Whatpatternscanbeobserved
whenframeworksareapplied?
Organizations are no machines; however, most managers treat them like this
Socialization of „classical“ managers defines how they
see the world (Business administration and
Engineering)
Best practices are for ordered environments only, like
technical systems. This is where best practices work,
like in engineering or manufacturing.
However social systems are complex environments
that are contingent, thus what is “best” can only be
tried out in a specific context, not copied.
Complex Domain
e.g. social systems
Emergent practices
Ordered Domain
e.g. technical systems
Best (good) practices
Chaotic Domain
e.g. crisis
Novel practices
9
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Please, trash your labels!
Organizational design is about fit not about perfection and ideals
Fun fact: It has been said everything about organizational theory in the
last century already. Every “new” organizational philosophy or
framework emphasizes a few organizational aspects to address
current, widespread problems (“Zeitgeist”) and creates new
“buzzwords”.
There is no perfect organizational design but only a fitting one. And that
design is as unique as the company and its past, culture, and future
ambitions.
„Every solution creates also a solution problem.“
„Today‘s problems are solutions of the past.“
10
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry??
Each framework SAFe, LeSS, Nexus, Kanban, Scrum and alike emerged in specific
fitting (!) contexts
Scrum: How can a team deliver in the best possible way and generate
value?
Kanban: Emerged in manufacturing. How can a team keep work
flowing and thus generate maximum output?
LeSS, SoS, Nexus: How to organize the interaction of several teams
working together to build something?
SAFe: How to design entire organizations to deliver continuously?
However, if you adopt a framework, you also adapt the question and
the solution, despite your specific context (objectives, as-is, culture,
and alike)
11
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
A framework must apply its solutions,
as it has already limited the solution space by its design
A craftsman has a variety of tools available, and they
are applied based on the problem that is found not
because the tool is available.
There is no need to use a drill if another tool is more
suitable! You can turn a screw in the wall with pliers or
use a screwdriver. The result is the same, but the
effort is different.
For frameworks it is different, to be unique they
need to exclude or limit valid tools and methods
(like a waterfall, central decision-making, planning,
and others) thus limiting the solution space.
12
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Sooner or later a framework locks organizations in:
It is more important to be compliant than effective
Path dependency kicks in: There were no “wrong”
decisions in the past à (still) trying to be right, sunken
costs, keeping up the appearance, making it work
Instead of solving problems at the bottom-line things
become dogmatic: it is about “agile leadership”, “agile
procurement”, or labeling various activities as “agile”,
even in contexts where it is not applicable by default
(e.g. hardware design)
Problems that have been caused by the adoption are
not accepted à Risk for cynicism and inefficiency
13
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Howcanyouescapethe
frameworktrapand
improveyourbottomline?
First: We are very sorry…
There is no silver bullet. There is no “standard framework way” to paradise.
Image©MarkoPriskefor Shaolin TempleEurope
There is no change
without pain.
Shi Heng Yi
15
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Step 1: Decide if anything you heard today could be true…or not.
Ask yourself:
How different does “working agile” feel
compared to working “classical”?
How much did you adopt the goal to work
“agile” instead of solving bottom-line
problems?
Do frameworks take too much for granted,
despite their claim for empiricism?
16
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Step 2: Take an outside-in view.
Begin by suitably describing your situation so that you can work with it.
17
Description: What can be seen or measured?
Objective data, like velocity, bug rate, estimation
success, etc. that is not disputed.
Explanation: What is causing the situation?
Assume causality or correlation; but be aware that
there is no linear cause and effect in complexity.
Evaluation: What do you think about it?
This is never objective, but subjective. Understand,
what incentives, values, preferences, etc. people apply
to make this evaluation and why they differ.
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Step 3: Start to distinguish between real problems and internal issues
Change only happens if a sufficient sense of
urgency is there.
Real urgency is created by changes in the
relevant environment (market).
You heard the term “change story”. A story is
only as good and relevant as the topic that is
addressed.
Make sure you address external references
instead of internal ones. Being “agile” and
applying a framework or following a rule is an
internal reference. Your organization decides
to make it relevant!
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry? 18
Market
Organization
Changes in
Legislation
Customer
demands
Employee
requirements
KPIs
Objectives
Budgets
External reference:
A problem generated
by the market (or
external stakeholders)
that your company
must recognize, or
damage occurs.
Internal reference:
A decision premise is
defined by the organization.
Risk of decoupling from
external references!
Step 4: Create a “safe space” for finding out what works best to solve your relevant
problem
Organizational cultures are strong immune systems for
organizations. These shared expectations, beliefs and
rituals “how things are done here” resist change – and
that is a feature, not a bug.
To overcome you need to start where you are. Use
formal power to create a space where it is understood
that the “best way” needs to be found not defined.
Start working empirically: Do things differently and
iterate from there. Failure means you learned something
about how the world (in your organization) really works.
19
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Try to become a better version of your organization, not a copy of another one.
20
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
Frameworks should not be seen as best practice
and used blindly. There is no such thing as best
practice. Although organizations are comparable,
they are different in detail.
The organization's problems and core causes
should be described in the best possible way.
Existing frameworks can then be used as a basis
for taking suitable tools and methods to
implement them.
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry? 21
Survival is optional.
Nobody needs to change.
W. Edwards Deming
Thanks for your valuable time!
21
10.04.2024
Siemens SDS Broadcast - Better SAFe than sorry?
BeforeweheadintoQ&A
10Secondsofself-promotion...J
01.01.2024
Project 23
13 – 14
Juni
Get a ticket and join
Mercedes AMG‘s case
„Beyond Agile Frameworks“
with Conny Dethloff
More information:
www.noglossystories.org
Moritz Hornung
+49 176 22725205
m.hornung@emergize.org
Your contacts for fitted
organizational design
Conny Dethloff
+49 151 17153115
c.dethloff@emergize.org
© 2024 – All rights are reserved.
emergize.org

More Related Content

Similar to Better SAFe than sorry - Why scaled agile frameworks do not necessarily improve your bottom line and what to do about it

Chp 9 Case Study 360 Review At GE Essay
Chp 9 Case Study 360 Review At GE EssayChp 9 Case Study 360 Review At GE Essay
Chp 9 Case Study 360 Review At GE EssayLisa Olive
 
Secure Texting Best Practices: Get Your Organization On Board
Secure Texting Best Practices: Get Your Organization On BoardSecure Texting Best Practices: Get Your Organization On Board
Secure Texting Best Practices: Get Your Organization On BoardqliqSoft
 
Accentuate the Positive: Modeling Enterprise Ontologies
Accentuate the Positive: Modeling Enterprise OntologiesAccentuate the Positive: Modeling Enterprise Ontologies
Accentuate the Positive: Modeling Enterprise OntologiesChristine Connors
 
Advanced analytics
Advanced analyticsAdvanced analytics
Advanced analyticsTom Keeley
 
Advanced Analytics
Advanced AnalyticsAdvanced Analytics
Advanced AnalyticsTom Keeley
 
Value proposition
Value propositionValue proposition
Value propositionremark55
 
The New Imperatives for a Modern Business
The New Imperatives for a Modern BusinessThe New Imperatives for a Modern Business
The New Imperatives for a Modern BusinessKevin Donaldson
 
10 solution architecture concepts
10 solution architecture concepts10 solution architecture concepts
10 solution architecture conceptsPaul Preiss
 
Super Strategy in Decision Making
Super Strategy in Decision MakingSuper Strategy in Decision Making
Super Strategy in Decision MakingMaxwell Ranasinghe
 
Giving Organisations new Capabilities to ask the Right Business Questions
Giving Organisations new Capabilities to ask the Right Business QuestionsGiving Organisations new Capabilities to ask the Right Business Questions
Giving Organisations new Capabilities to ask the Right Business QuestionsOReillyStrata
 
Casewise - 7 steps to business architecture
Casewise - 7 steps to business architectureCasewise - 7 steps to business architecture
Casewise - 7 steps to business architectureJean-Patrick Ascenci
 
ISG: TechChange Presentation on M&E MIS Systems
ISG: TechChange Presentation on M&E MIS SystemsISG: TechChange Presentation on M&E MIS Systems
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
 
A Super Solution Integrator Drives Business Outcomes by Orchestrating Technology
A Super Solution Integrator Drives Business Outcomes by Orchestrating TechnologyA Super Solution Integrator Drives Business Outcomes by Orchestrating Technology
A Super Solution Integrator Drives Business Outcomes by Orchestrating TechnologyInsight
 
The Role of a Principal Engineer - Michael Gray- Leeds Sharp
The Role of a Principal Engineer - Michael Gray- Leeds SharpThe Role of a Principal Engineer - Michael Gray- Leeds Sharp
The Role of a Principal Engineer - Michael Gray- Leeds SharpMichaelGray2506
 
The SRE Report 2024 - Great Findings for the teams
The SRE Report 2024 - Great Findings for the teamsThe SRE Report 2024 - Great Findings for the teams
The SRE Report 2024 - Great Findings for the teamsDILIPKUMARMONDAL6
 
hroughout the fifty-odd years of software development, the ind.docx
hroughout the fifty-odd years of software development, the ind.docxhroughout the fifty-odd years of software development, the ind.docx
hroughout the fifty-odd years of software development, the ind.docxpooleavelina
 
uTest Dogpatch labs
uTest Dogpatch labsuTest Dogpatch labs
uTest Dogpatch labsuTest
 
Sharing Securely SIMposium 2010
Sharing Securely SIMposium 2010Sharing Securely SIMposium 2010
Sharing Securely SIMposium 2010Peter Coffee
 
Sustaining_Your_Startup_Success
Sustaining_Your_Startup_SuccessSustaining_Your_Startup_Success
Sustaining_Your_Startup_SuccessLeon Khaimovich
 

Similar to Better SAFe than sorry - Why scaled agile frameworks do not necessarily improve your bottom line and what to do about it (20)

Chp 9 Case Study 360 Review At GE Essay
Chp 9 Case Study 360 Review At GE EssayChp 9 Case Study 360 Review At GE Essay
Chp 9 Case Study 360 Review At GE Essay
 
Secure Texting Best Practices: Get Your Organization On Board
Secure Texting Best Practices: Get Your Organization On BoardSecure Texting Best Practices: Get Your Organization On Board
Secure Texting Best Practices: Get Your Organization On Board
 
Accentuate the Positive: Modeling Enterprise Ontologies
Accentuate the Positive: Modeling Enterprise OntologiesAccentuate the Positive: Modeling Enterprise Ontologies
Accentuate the Positive: Modeling Enterprise Ontologies
 
Advanced analytics
Advanced analyticsAdvanced analytics
Advanced analytics
 
Advanced Analytics
Advanced AnalyticsAdvanced Analytics
Advanced Analytics
 
Value proposition
Value propositionValue proposition
Value proposition
 
The New Imperatives for a Modern Business
The New Imperatives for a Modern BusinessThe New Imperatives for a Modern Business
The New Imperatives for a Modern Business
 
10 solution architecture concepts
10 solution architecture concepts10 solution architecture concepts
10 solution architecture concepts
 
Super Strategy in Decision Making
Super Strategy in Decision MakingSuper Strategy in Decision Making
Super Strategy in Decision Making
 
Giving Organisations new Capabilities to ask the Right Business Questions
Giving Organisations new Capabilities to ask the Right Business QuestionsGiving Organisations new Capabilities to ask the Right Business Questions
Giving Organisations new Capabilities to ask the Right Business Questions
 
MVP
MVPMVP
MVP
 
Casewise - 7 steps to business architecture
Casewise - 7 steps to business architectureCasewise - 7 steps to business architecture
Casewise - 7 steps to business architecture
 
ISG: TechChange Presentation on M&E MIS Systems
ISG: TechChange Presentation on M&E MIS SystemsISG: TechChange Presentation on M&E MIS Systems
ISG: TechChange Presentation on M&E MIS Systems
 
A Super Solution Integrator Drives Business Outcomes by Orchestrating Technology
A Super Solution Integrator Drives Business Outcomes by Orchestrating TechnologyA Super Solution Integrator Drives Business Outcomes by Orchestrating Technology
A Super Solution Integrator Drives Business Outcomes by Orchestrating Technology
 
The Role of a Principal Engineer - Michael Gray- Leeds Sharp
The Role of a Principal Engineer - Michael Gray- Leeds SharpThe Role of a Principal Engineer - Michael Gray- Leeds Sharp
The Role of a Principal Engineer - Michael Gray- Leeds Sharp
 
The SRE Report 2024 - Great Findings for the teams
The SRE Report 2024 - Great Findings for the teamsThe SRE Report 2024 - Great Findings for the teams
The SRE Report 2024 - Great Findings for the teams
 
hroughout the fifty-odd years of software development, the ind.docx
hroughout the fifty-odd years of software development, the ind.docxhroughout the fifty-odd years of software development, the ind.docx
hroughout the fifty-odd years of software development, the ind.docx
 
uTest Dogpatch labs
uTest Dogpatch labsuTest Dogpatch labs
uTest Dogpatch labs
 
Sharing Securely SIMposium 2010
Sharing Securely SIMposium 2010Sharing Securely SIMposium 2010
Sharing Securely SIMposium 2010
 
Sustaining_Your_Startup_Success
Sustaining_Your_Startup_SuccessSustaining_Your_Startup_Success
Sustaining_Your_Startup_Success
 

More from Conny Dethloff

Mehr Mensch und weniger Rolle gesucht
Mehr Mensch und weniger Rolle gesuchtMehr Mensch und weniger Rolle gesucht
Mehr Mensch und weniger Rolle gesuchtConny Dethloff
 
(Agiles) Portfoliomanagement
(Agiles) Portfoliomanagement(Agiles) Portfoliomanagement
(Agiles) PortfoliomanagementConny Dethloff
 
ABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdf
ABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdfABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdf
ABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdfConny Dethloff
 
Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...
Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...
Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...Conny Dethloff
 
Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?
Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?
Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?Conny Dethloff
 
WorkingProducts MONTHLY - Transformation geht nur über Strukturen
WorkingProducts MONTHLY - Transformation geht nur über StrukturenWorkingProducts MONTHLY - Transformation geht nur über Strukturen
WorkingProducts MONTHLY - Transformation geht nur über StrukturenConny Dethloff
 
Produktentwicklung - Von der Natur lernen
Produktentwicklung - Von der Natur lernenProduktentwicklung - Von der Natur lernen
Produktentwicklung - Von der Natur lernenConny Dethloff
 
BWI GmbH - Quo Vadis Organisationsdesign
BWI GmbH - Quo Vadis OrganisationsdesignBWI GmbH - Quo Vadis Organisationsdesign
BWI GmbH - Quo Vadis OrganisationsdesignConny Dethloff
 
Graduate Campus Hochschule Aalen - Unternehmen NEU denken
Graduate Campus Hochschule Aalen - Unternehmen NEU denkenGraduate Campus Hochschule Aalen - Unternehmen NEU denken
Graduate Campus Hochschule Aalen - Unternehmen NEU denkenConny Dethloff
 
PM Websession - Event Storming
PM Websession - Event StormingPM Websession - Event Storming
PM Websession - Event StormingConny Dethloff
 
CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...
CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...
CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...Conny Dethloff
 
Digital Health 4 Digital Workers - Impuls zu Führung
Digital Health 4 Digital Workers - Impuls zu FührungDigital Health 4 Digital Workers - Impuls zu Führung
Digital Health 4 Digital Workers - Impuls zu FührungConny Dethloff
 
HP20 - New Work: Ein Rufen in die Leere
HP20 - New Work: Ein Rufen in die LeereHP20 - New Work: Ein Rufen in die Leere
HP20 - New Work: Ein Rufen in die LeereConny Dethloff
 
Bonprix Barcamp - Impuls zu leadership - Conny Dethloff
Bonprix Barcamp - Impuls zu leadership - Conny DethloffBonprix Barcamp - Impuls zu leadership - Conny Dethloff
Bonprix Barcamp - Impuls zu leadership - Conny DethloffConny Dethloff
 
Re think.one: Unternehmen NEU denken
Re think.one: Unternehmen NEU denken Re think.one: Unternehmen NEU denken
Re think.one: Unternehmen NEU denken Conny Dethloff
 
Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...
Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...
Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...Conny Dethloff
 
XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...
XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...
XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...Conny Dethloff
 
BI@OTTO: Vom Projekt- zum Produktmanagement
BI@OTTO: Vom Projekt- zum ProduktmanagementBI@OTTO: Vom Projekt- zum Produktmanagement
BI@OTTO: Vom Projekt- zum ProduktmanagementConny Dethloff
 
LeanStammtisch Mannheim - Lean vs. Agile
LeanStammtisch Mannheim - Lean vs. AgileLeanStammtisch Mannheim - Lean vs. Agile
LeanStammtisch Mannheim - Lean vs. AgileConny Dethloff
 
Denkraum-Führung - Herstellen von Balance zwischen Geben und Nehmen
Denkraum-Führung - Herstellen von Balance zwischen Geben und NehmenDenkraum-Führung - Herstellen von Balance zwischen Geben und Nehmen
Denkraum-Führung - Herstellen von Balance zwischen Geben und NehmenConny Dethloff
 

More from Conny Dethloff (20)

Mehr Mensch und weniger Rolle gesucht
Mehr Mensch und weniger Rolle gesuchtMehr Mensch und weniger Rolle gesucht
Mehr Mensch und weniger Rolle gesucht
 
(Agiles) Portfoliomanagement
(Agiles) Portfoliomanagement(Agiles) Portfoliomanagement
(Agiles) Portfoliomanagement
 
ABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdf
ABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdfABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdf
ABIT2023 - Organisationen in 3 Dimensionen beobachten und designen.pdf
 
Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...
Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...
Aldi-Süd - Keynote Marketing IO Days - End-to-End - what is it about and why...
 
Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?
Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?
Purpose Driven Organisation - Unternehmen auf Sinnsuche, macht das Sinn?
 
WorkingProducts MONTHLY - Transformation geht nur über Strukturen
WorkingProducts MONTHLY - Transformation geht nur über StrukturenWorkingProducts MONTHLY - Transformation geht nur über Strukturen
WorkingProducts MONTHLY - Transformation geht nur über Strukturen
 
Produktentwicklung - Von der Natur lernen
Produktentwicklung - Von der Natur lernenProduktentwicklung - Von der Natur lernen
Produktentwicklung - Von der Natur lernen
 
BWI GmbH - Quo Vadis Organisationsdesign
BWI GmbH - Quo Vadis OrganisationsdesignBWI GmbH - Quo Vadis Organisationsdesign
BWI GmbH - Quo Vadis Organisationsdesign
 
Graduate Campus Hochschule Aalen - Unternehmen NEU denken
Graduate Campus Hochschule Aalen - Unternehmen NEU denkenGraduate Campus Hochschule Aalen - Unternehmen NEU denken
Graduate Campus Hochschule Aalen - Unternehmen NEU denken
 
PM Websession - Event Storming
PM Websession - Event StormingPM Websession - Event Storming
PM Websession - Event Storming
 
CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...
CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...
CC20 - Myth Buster New Work, Purpose, Kundenzentrierung, ...
 
Digital Health 4 Digital Workers - Impuls zu Führung
Digital Health 4 Digital Workers - Impuls zu FührungDigital Health 4 Digital Workers - Impuls zu Führung
Digital Health 4 Digital Workers - Impuls zu Führung
 
HP20 - New Work: Ein Rufen in die Leere
HP20 - New Work: Ein Rufen in die LeereHP20 - New Work: Ein Rufen in die Leere
HP20 - New Work: Ein Rufen in die Leere
 
Bonprix Barcamp - Impuls zu leadership - Conny Dethloff
Bonprix Barcamp - Impuls zu leadership - Conny DethloffBonprix Barcamp - Impuls zu leadership - Conny Dethloff
Bonprix Barcamp - Impuls zu leadership - Conny Dethloff
 
Re think.one: Unternehmen NEU denken
Re think.one: Unternehmen NEU denken Re think.one: Unternehmen NEU denken
Re think.one: Unternehmen NEU denken
 
Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...
Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...
Ministry Group-Learning-Journey: Einblicke in meinen Werkzeugkasten für Organ...
 
XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...
XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...
XING Puls - Warum Initiativen im Kontext New Work so oft zum Business Theater...
 
BI@OTTO: Vom Projekt- zum Produktmanagement
BI@OTTO: Vom Projekt- zum ProduktmanagementBI@OTTO: Vom Projekt- zum Produktmanagement
BI@OTTO: Vom Projekt- zum Produktmanagement
 
LeanStammtisch Mannheim - Lean vs. Agile
LeanStammtisch Mannheim - Lean vs. AgileLeanStammtisch Mannheim - Lean vs. Agile
LeanStammtisch Mannheim - Lean vs. Agile
 
Denkraum-Führung - Herstellen von Balance zwischen Geben und Nehmen
Denkraum-Führung - Herstellen von Balance zwischen Geben und NehmenDenkraum-Führung - Herstellen von Balance zwischen Geben und Nehmen
Denkraum-Führung - Herstellen von Balance zwischen Geben und Nehmen
 

Recently uploaded

UX in an Agile World - Scrum Gathering
UX in an Agile World -   Scrum GatheringUX in an Agile World -   Scrum Gathering
UX in an Agile World - Scrum GatheringKaizenko
 
Mastering Agility_ Unveiling the Power of Agile Project Management.pdf
Mastering Agility_ Unveiling the Power of Agile Project Management.pdfMastering Agility_ Unveiling the Power of Agile Project Management.pdf
Mastering Agility_ Unveiling the Power of Agile Project Management.pdfEnterprise Wired
 
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...kamrulShuva
 
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...Travis Hills MN
 
Leading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor CertificateLeading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor CertificateVICTOR MAESTRE RAMIREZ
 
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdfTEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdfmarcuskenyatta275
 
Team Dynamics: A Journey to Excellence
Team Dynamics: A Journey to ExcellenceTeam Dynamics: A Journey to Excellence
Team Dynamics: A Journey to ExcellenceGDSC PJATK
 
Management 13th Edition by Richard L. Daft test bank.docx
Management 13th Edition by Richard L. Daft test bank.docxManagement 13th Edition by Richard L. Daft test bank.docx
Management 13th Edition by Richard L. Daft test bank.docxssuserf63bd7
 

Recently uploaded (8)

UX in an Agile World - Scrum Gathering
UX in an Agile World -   Scrum GatheringUX in an Agile World -   Scrum Gathering
UX in an Agile World - Scrum Gathering
 
Mastering Agility_ Unveiling the Power of Agile Project Management.pdf
Mastering Agility_ Unveiling the Power of Agile Project Management.pdfMastering Agility_ Unveiling the Power of Agile Project Management.pdf
Mastering Agility_ Unveiling the Power of Agile Project Management.pdf
 
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
 
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
 
Leading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor CertificateLeading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor Certificate
 
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdfTEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
 
Team Dynamics: A Journey to Excellence
Team Dynamics: A Journey to ExcellenceTeam Dynamics: A Journey to Excellence
Team Dynamics: A Journey to Excellence
 
Management 13th Edition by Richard L. Daft test bank.docx
Management 13th Edition by Richard L. Daft test bank.docxManagement 13th Edition by Richard L. Daft test bank.docx
Management 13th Edition by Richard L. Daft test bank.docx
 

Better SAFe than sorry - Why scaled agile frameworks do not necessarily improve your bottom line and what to do about it

  • 1. Better SAFe than sorry? Why scaled agile frameworks do not necessarily improve your bottom line and what to do about it. Conny Dethloff & Moritz Hornung @ SDS-Community Broadcast on April 10th 2024
  • 2. Thanks for having us! Conny Dethloff Graduate mathematician specialising in artificial intelligence 9 years as a manager at OTTO: actively shaping global cultural change and transformation 16 years of consulting: large IT projects and transformations in various industries My drive: To create the best possible conditions for people so that value generation becomes more successful Moritz Hornung Diploma Mechatronic Engineer & Master Business Administration More than a decade of Siemens: Metals Technologies & Siemens Advanta Consulting Head of PM EA Segment @ Primetals Technologies Passionate for dealing with leadership and organizational puzzles Learning from nature how living systems work 2 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 3. Let‘s start with your opinion Go to menti.com and use code 29876221 or apply this QR 3 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 5. Framework: A selection of tools and methods. No more and no less. A collection of tools and methods to solve problems in organizational design. They generalized assumptions or observations about how to ideally organize to solve certain problems. Frameworks are not good or bad by default like a hammer can be used correctly or not. Application of frameworks recognizes that structures and processes are no longer sufficient for value generation. 5 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 6. The manager’s dilemma: making the right decisions in the face of an uncertain future The biggest challenge for managers in decision- making is the expectation to make „right decisions“ under uncertainty. This is a fallacy: A decision is only necessary when there are one or more options that are both as good, thus there is no knowledge available to „decide“. If it can be calculated it is not a decision. If it can be evaluated on facts (like investments) it is not a decision. Thus; right or wrong cannot be determined before judging the outcome of a decision. Only those questions that are in principle undecidable, we can decide. Heinz von Foerster 6 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 7. Frameworks are a pleasant relief to this dilemma If you need to decide “right” you can choose to decide what everybody else decided. The question shifts from “What is the right decision?” to “What is a socially accepted decision? The social acceptance of agile frameworks is high, despite its obvious investment and maintenance costs. Using established frameworks meets common expectations. Insurance: If the implementation of a framework does not work (=expected results are not achieved) the responsibility can be attributed to the framework (or the people) 7 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 9. Organizations are no machines; however, most managers treat them like this Socialization of „classical“ managers defines how they see the world (Business administration and Engineering) Best practices are for ordered environments only, like technical systems. This is where best practices work, like in engineering or manufacturing. However social systems are complex environments that are contingent, thus what is “best” can only be tried out in a specific context, not copied. Complex Domain e.g. social systems Emergent practices Ordered Domain e.g. technical systems Best (good) practices Chaotic Domain e.g. crisis Novel practices 9 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 10. Please, trash your labels! Organizational design is about fit not about perfection and ideals Fun fact: It has been said everything about organizational theory in the last century already. Every “new” organizational philosophy or framework emphasizes a few organizational aspects to address current, widespread problems (“Zeitgeist”) and creates new “buzzwords”. There is no perfect organizational design but only a fitting one. And that design is as unique as the company and its past, culture, and future ambitions. „Every solution creates also a solution problem.“ „Today‘s problems are solutions of the past.“ 10 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry??
  • 11. Each framework SAFe, LeSS, Nexus, Kanban, Scrum and alike emerged in specific fitting (!) contexts Scrum: How can a team deliver in the best possible way and generate value? Kanban: Emerged in manufacturing. How can a team keep work flowing and thus generate maximum output? LeSS, SoS, Nexus: How to organize the interaction of several teams working together to build something? SAFe: How to design entire organizations to deliver continuously? However, if you adopt a framework, you also adapt the question and the solution, despite your specific context (objectives, as-is, culture, and alike) 11 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 12. A framework must apply its solutions, as it has already limited the solution space by its design A craftsman has a variety of tools available, and they are applied based on the problem that is found not because the tool is available. There is no need to use a drill if another tool is more suitable! You can turn a screw in the wall with pliers or use a screwdriver. The result is the same, but the effort is different. For frameworks it is different, to be unique they need to exclude or limit valid tools and methods (like a waterfall, central decision-making, planning, and others) thus limiting the solution space. 12 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 13. Sooner or later a framework locks organizations in: It is more important to be compliant than effective Path dependency kicks in: There were no “wrong” decisions in the past à (still) trying to be right, sunken costs, keeping up the appearance, making it work Instead of solving problems at the bottom-line things become dogmatic: it is about “agile leadership”, “agile procurement”, or labeling various activities as “agile”, even in contexts where it is not applicable by default (e.g. hardware design) Problems that have been caused by the adoption are not accepted à Risk for cynicism and inefficiency 13 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 15. First: We are very sorry… There is no silver bullet. There is no “standard framework way” to paradise. Image©MarkoPriskefor Shaolin TempleEurope There is no change without pain. Shi Heng Yi 15 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 16. Step 1: Decide if anything you heard today could be true…or not. Ask yourself: How different does “working agile” feel compared to working “classical”? How much did you adopt the goal to work “agile” instead of solving bottom-line problems? Do frameworks take too much for granted, despite their claim for empiricism? 16 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 17. Step 2: Take an outside-in view. Begin by suitably describing your situation so that you can work with it. 17 Description: What can be seen or measured? Objective data, like velocity, bug rate, estimation success, etc. that is not disputed. Explanation: What is causing the situation? Assume causality or correlation; but be aware that there is no linear cause and effect in complexity. Evaluation: What do you think about it? This is never objective, but subjective. Understand, what incentives, values, preferences, etc. people apply to make this evaluation and why they differ. 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 18. Step 3: Start to distinguish between real problems and internal issues Change only happens if a sufficient sense of urgency is there. Real urgency is created by changes in the relevant environment (market). You heard the term “change story”. A story is only as good and relevant as the topic that is addressed. Make sure you address external references instead of internal ones. Being “agile” and applying a framework or following a rule is an internal reference. Your organization decides to make it relevant! 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry? 18 Market Organization Changes in Legislation Customer demands Employee requirements KPIs Objectives Budgets External reference: A problem generated by the market (or external stakeholders) that your company must recognize, or damage occurs. Internal reference: A decision premise is defined by the organization. Risk of decoupling from external references!
  • 19. Step 4: Create a “safe space” for finding out what works best to solve your relevant problem Organizational cultures are strong immune systems for organizations. These shared expectations, beliefs and rituals “how things are done here” resist change – and that is a feature, not a bug. To overcome you need to start where you are. Use formal power to create a space where it is understood that the “best way” needs to be found not defined. Start working empirically: Do things differently and iterate from there. Failure means you learned something about how the world (in your organization) really works. 19 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 20. Try to become a better version of your organization, not a copy of another one. 20 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry? Frameworks should not be seen as best practice and used blindly. There is no such thing as best practice. Although organizations are comparable, they are different in detail. The organization's problems and core causes should be described in the best possible way. Existing frameworks can then be used as a basis for taking suitable tools and methods to implement them.
  • 21. 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry? 21 Survival is optional. Nobody needs to change. W. Edwards Deming Thanks for your valuable time! 21 10.04.2024 Siemens SDS Broadcast - Better SAFe than sorry?
  • 23. 01.01.2024 Project 23 13 – 14 Juni Get a ticket and join Mercedes AMG‘s case „Beyond Agile Frameworks“ with Conny Dethloff More information: www.noglossystories.org
  • 24. Moritz Hornung +49 176 22725205 m.hornung@emergize.org Your contacts for fitted organizational design Conny Dethloff +49 151 17153115 c.dethloff@emergize.org
  • 25. © 2024 – All rights are reserved. emergize.org