oo often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top down OKRs and KPIs. Moreover, “measuring from above,” tends to measure the output of production rather than the truly important outcome: what is really making a difference for our customers and therefore for our company.
Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches. One such synthesis is Beyond Budgeting, Open Space, Sociocracy, and Agile (BOSSA nova). This synthesis enables a company to “measure upwards” without jeopardizing the strengths of “leading downwards.” Fortunately, the implementation can be done in small steps that probe and demonstrate new measurement ideas on a small scale such that the proof cascades beyond the demonstration. This session will enable you to get started on your journey to spreading the idea of upwards measurement company-wide.
This workshop asks participants to start where they are, explains what it means to probe, and helps them develop strategies and experiments they can use in their own situation to create an environment for high performance that goes beyond what OKRs and KPIs can offer.
Don’t Fail Fast - Learn fast: Failing fast is an option. But innovating fast ...Jutta Eckstein
Often in agile working environments, people aim for failing fast. Yet failure is not the goal - learning is. Failure can lead to learning and so can other approaches. It can lead beyond continuous improvement to transformative learning: seeing your situation from a whole new framework in a way that lets you learn by leaps of insight.
In this workshop we present specific ways to probe, using hypothesis, and experiments will help you and your team to learn fast. This approach provides a way to get into the mindset of learning and thus always developing.
Usually a failure is to do nothing… or to do anything (blindly). The key even for big issues is to make small bets (hypothesis) and learn through experiments what's the impact. So, gain insights by (in)validating the bet. In summary it's about thinking big but acting small (and safely). Note, that every great idea, every innovation is at first a guess or rather a hypothesis and only experiments allow us to find out if our idea is really as great as we thought at first.
In agile development we often talk about that our highest priority is to satisfy the customer or that we welcome change for the customer's competitive advantage. However, we always assume the customer is a business customer. In this session I want to attempt to broaden our horizon to have a more holistic perspective on who our customer is (or could be) and how this can change our actions. I will share both ideas about possibilities and examples from companies who make already attempts in implementing this holistic perspective.
So, open your mind and explore with me how the agile community can expand their responsibility.
Beyond KPIs & OKRs: How “measuring from below” enables innovation and true ef...Jutta Eckstein
“Measuring from above” traditionally means measuring against a standard set in the past - against a set of assumptions based on customer research. The unstated assumption is that the customer data will be valid for at least some period of time in the future. OKRs and KPIs then give feedBACK against targets set based on management’s picture of what customers want. What is needed in our VUCA world, however, is feedFORWARD. That is, we must build a model of what customers will want in the future and act now against that model.
Too often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top-down OKRs and KPIs. Moreover, “measuring from above,” tends to measure only the output of production. However, in the VUCA world, we’re living in right now, measuring the output of production is not enough for companies that need to survive and thrive on disruption. Although OKRs and KPIs have served the business world well in the past, in the future, companies need to focus on the truly important outcome: what is really making a difference for our customers and therefore for our company.
However, in a VUCA world, we cannot assume any sort of stability - the model of the future must change often if it is to be sensitive to changing conditions. The “view from below” is very likely to be more attuned to such changes than the view from the top, which necessarily operates at a more abstract, longer-term level. Without measurement from below, the measurement from the top is likely to become “old-fashioned” very quickly.
Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches.
Real Cross-functional Teams for Creating Real and Better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Supporting Agile Adoption: Innovation by Sharing. How Your Company can Benefi...Jutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
Probe your Organization. How to implement a Learning Organization with BOSSAnovaJutta Eckstein
The volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in asks for company-wide agility. Yet, agility in the literal sense that means companies need to be adaptive, responsive, fast, and nimble.
Thus, although already created in the 90ies, the original idea of a learning organization, that is a company that facilitates the learning of its members and continuously transforms itself, is more relevant than ever.
Yet, how can such a learning organization come to life? BOSSA nova is one approach to company-wide agility by synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility.
The key to its success are so-called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, Jutta will share various probes implemented by different companies that can guide the probing in your company to establish a learning organization.
Real Cross-functional teams for Creating real and better ProductsJutta Eckstein
co-presentation with Maryse Meinen.
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs, etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality, the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Don’t Fail Fast - Learn fast: Failing fast is an option. But innovating fast ...Jutta Eckstein
Often in agile working environments, people aim for failing fast. Yet failure is not the goal - learning is. Failure can lead to learning and so can other approaches. It can lead beyond continuous improvement to transformative learning: seeing your situation from a whole new framework in a way that lets you learn by leaps of insight.
In this workshop we present specific ways to probe, using hypothesis, and experiments will help you and your team to learn fast. This approach provides a way to get into the mindset of learning and thus always developing.
Usually a failure is to do nothing… or to do anything (blindly). The key even for big issues is to make small bets (hypothesis) and learn through experiments what's the impact. So, gain insights by (in)validating the bet. In summary it's about thinking big but acting small (and safely). Note, that every great idea, every innovation is at first a guess or rather a hypothesis and only experiments allow us to find out if our idea is really as great as we thought at first.
In agile development we often talk about that our highest priority is to satisfy the customer or that we welcome change for the customer's competitive advantage. However, we always assume the customer is a business customer. In this session I want to attempt to broaden our horizon to have a more holistic perspective on who our customer is (or could be) and how this can change our actions. I will share both ideas about possibilities and examples from companies who make already attempts in implementing this holistic perspective.
So, open your mind and explore with me how the agile community can expand their responsibility.
Beyond KPIs & OKRs: How “measuring from below” enables innovation and true ef...Jutta Eckstein
“Measuring from above” traditionally means measuring against a standard set in the past - against a set of assumptions based on customer research. The unstated assumption is that the customer data will be valid for at least some period of time in the future. OKRs and KPIs then give feedBACK against targets set based on management’s picture of what customers want. What is needed in our VUCA world, however, is feedFORWARD. That is, we must build a model of what customers will want in the future and act now against that model.
Too often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top-down OKRs and KPIs. Moreover, “measuring from above,” tends to measure only the output of production. However, in the VUCA world, we’re living in right now, measuring the output of production is not enough for companies that need to survive and thrive on disruption. Although OKRs and KPIs have served the business world well in the past, in the future, companies need to focus on the truly important outcome: what is really making a difference for our customers and therefore for our company.
However, in a VUCA world, we cannot assume any sort of stability - the model of the future must change often if it is to be sensitive to changing conditions. The “view from below” is very likely to be more attuned to such changes than the view from the top, which necessarily operates at a more abstract, longer-term level. Without measurement from below, the measurement from the top is likely to become “old-fashioned” very quickly.
Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches.
Real Cross-functional Teams for Creating Real and Better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Supporting Agile Adoption: Innovation by Sharing. How Your Company can Benefi...Jutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
Probe your Organization. How to implement a Learning Organization with BOSSAnovaJutta Eckstein
The volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in asks for company-wide agility. Yet, agility in the literal sense that means companies need to be adaptive, responsive, fast, and nimble.
Thus, although already created in the 90ies, the original idea of a learning organization, that is a company that facilitates the learning of its members and continuously transforms itself, is more relevant than ever.
Yet, how can such a learning organization come to life? BOSSA nova is one approach to company-wide agility by synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility.
The key to its success are so-called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, Jutta will share various probes implemented by different companies that can guide the probing in your company to establish a learning organization.
Real Cross-functional teams for Creating real and better ProductsJutta Eckstein
co-presentation with Maryse Meinen.
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs, etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality, the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Innovation by Sharing. How Collaborating on Learning Can Benefit Your CompanyJutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
In this session, we will explore how cross-functional teams constructed along BOSSA nova principles not only reach across the entire company but into the ecosystem to comprehend the company holistically.
How Agile Is Your Whole Company? Use Data-based KPIs to Find Out!Jutta Eckstein
There is a way to measure your company’s progress in transforming to company-wide agility! Gain a holistic perspective of (your company’s) organizational agility by using a new assessment tool.
In companies, we define OKRs and KPIs for aligning and measuring our performance. However, not much has been done thus far to measure how we are progressing on our journey to company-wide agility. With the right data, that journey can go more rapidly! In this session we provide an overview of what metrics to use, based on many years of experience and groundbreaking scientific theory and articulated as “BOSSA nova” - a synthesis of Beyond Budgeting, Open Space, Sociocracy & Agile.
Embracing a data-driven approach to company-wide agility doesn’t mean you’ll have all the answers - but you’ll be able to ask better questions. A focus on data is especially important today when remote work settings create additional barriers to communication and understanding.
Real Cross-functional Teams for Creating real and better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Too many products have been developed that serve one kind of client only. The reason is that the composition of the teams leads (subconsciously) to the development of products that serve only people that resemble the people in the team. One “famous” example is the soap dispenser that only works if your hands are white.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...Jutta Eckstein
Business Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex.
The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity.
BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile. This presentation provides examples of probing your perspectives on the organigram.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Get those managers out of my way! #ManagersAreIndividualsTooAntoinette Coetzee
Talk conducted by Antoinette Coetzee and Judith Mills at Agile2018
Abstract:
How often have you heard agilists say managers "don't get Agile"? At the same time not a lot of agilists have been in management roles, so could we also say "Agile coaches don't get management"?
Let's face it, agilists and traditional management look at the world very differently. Yet if we as coaches want to help create agile enterprises we not only have to understand the world a manager lives in, we need to develop compassion with them as individuals.
If you are keen to develop your ability to support managers on their Agile journey, join Judith and Antoinette, two Agile coaches who have been in management positions themselves. Let's look at our own biases around power and authority and how that influences our interactions. Expect to walk away with a deeper understanding of the specific challenges managers face when transitioning to an Agile way of working, increased compassion for managers and a coaching approach to truly meet them where they are.
JDO 2019: Guardians of Culture Examining the Role of a CTO - Heather WildePROIDEA
There is no doubt that it is the job of the CEO to define the culture, lay out the vision and overall direction of the company. To whom do they turn to execute on that vision, though? The job of a CTO now lays not just in technology, but in ensuring that there is a culture-based infrastructure that runs through the entire company. Maintaining that vision and leading the company to stay consistent in both product lines and consumer voice is arguably the most important job of a CTO today.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.
Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.
Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?
In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. Growing a Scrum Studio allows emerging an environment in which people can develop themselves while developing great products. A Scrum Studio is one way for an organization to re-invent itself around Scrum, one way to re-vers-ify.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
Innovation by Sharing. How Collaborating on Learning Can Benefit Your CompanyJutta Eckstein
Being connected to society is essential to long-term profitability. If a company is not collaborating on its learning, it will not be innovative enough. At first sight, you might think sharing your learning would prevent you from being the number one in your industry, but the challenges we’re facing right now can only be addressed (quickly) together. Thus, being secretive and focusing on itself inhibits a company from being innovative. In a sense, your company needs to be influenced by outside ideas! A company, especially if it claims to be Agile, is expected to be aware of its ecosystem. Otherwise, it will be viewed as untrustworthy, and distrust will undermine all aspects of the business (including finding clients and talent).
In this session, we will explore how cross-functional teams constructed along BOSSA nova principles not only reach across the entire company but into the ecosystem to comprehend the company holistically.
How Agile Is Your Whole Company? Use Data-based KPIs to Find Out!Jutta Eckstein
There is a way to measure your company’s progress in transforming to company-wide agility! Gain a holistic perspective of (your company’s) organizational agility by using a new assessment tool.
In companies, we define OKRs and KPIs for aligning and measuring our performance. However, not much has been done thus far to measure how we are progressing on our journey to company-wide agility. With the right data, that journey can go more rapidly! In this session we provide an overview of what metrics to use, based on many years of experience and groundbreaking scientific theory and articulated as “BOSSA nova” - a synthesis of Beyond Budgeting, Open Space, Sociocracy & Agile.
Embracing a data-driven approach to company-wide agility doesn’t mean you’ll have all the answers - but you’ll be able to ask better questions. A focus on data is especially important today when remote work settings create additional barriers to communication and understanding.
Real Cross-functional Teams for Creating real and better ProductsJutta Eckstein
At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.
Too many products have been developed that serve one kind of client only. The reason is that the composition of the teams leads (subconsciously) to the development of products that serve only people that resemble the people in the team. One “famous” example is the soap dispenser that only works if your hands are white.
If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream.
Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.
Public Sector Transformation with Lean Change ManagementJason Little
Lean Change Management helps organizations make sense of how best to implement change by showing them how to use many innovative, feedback-driven practices
Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...Jutta Eckstein
Business Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex.
The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity.
BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile. This presentation provides examples of probing your perspectives on the organigram.
Lean Change Management - 5 Years of InsightsJason Little
What's next for Lean Change Management? Here's a preview based on completing a roadshow around the world, in person and virtually, showing patterns of what really matters to change agents.
Get those managers out of my way! #ManagersAreIndividualsTooAntoinette Coetzee
Talk conducted by Antoinette Coetzee and Judith Mills at Agile2018
Abstract:
How often have you heard agilists say managers "don't get Agile"? At the same time not a lot of agilists have been in management roles, so could we also say "Agile coaches don't get management"?
Let's face it, agilists and traditional management look at the world very differently. Yet if we as coaches want to help create agile enterprises we not only have to understand the world a manager lives in, we need to develop compassion with them as individuals.
If you are keen to develop your ability to support managers on their Agile journey, join Judith and Antoinette, two Agile coaches who have been in management positions themselves. Let's look at our own biases around power and authority and how that influences our interactions. Expect to walk away with a deeper understanding of the specific challenges managers face when transitioning to an Agile way of working, increased compassion for managers and a coaching approach to truly meet them where they are.
JDO 2019: Guardians of Culture Examining the Role of a CTO - Heather WildePROIDEA
There is no doubt that it is the job of the CEO to define the culture, lay out the vision and overall direction of the company. To whom do they turn to execute on that vision, though? The job of a CTO now lays not just in technology, but in ensuring that there is a culture-based infrastructure that runs through the entire company. Maintaining that vision and leading the company to stay consistent in both product lines and consumer voice is arguably the most important job of a CTO today.
Rethinking Transformation - Agile Consortium Feb 2019Jason Little
Our organizations didn't plan their way into the mess they're in so there's no way they're going to plan their way out of it. Manage change at the events and intervention points that make a difference.
Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.
Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.
Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?
In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. Growing a Scrum Studio allows emerging an environment in which people can develop themselves while developing great products. A Scrum Studio is one way for an organization to re-invent itself around Scrum, one way to re-vers-ify.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisalsJutta Eckstein
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.
Learning Fast & Small - Nourishing Company-wide Agility in a Skeptical Enviro...Jutta Eckstein
Agile beyond IT and beyond just doing it, but rather being it requires experimenting continuously in order to learn continuously. Thus more important than failing fast is learning fast.
In this workshop we will learn what learning fast means for every individual and the organization as a whole and we will define experiments for you to use in your company for becoming agile truly. This will allow you to create an environment for continuous innovations.
In this workshop we will also make use of examples that make:
the organizational structure (hierarchy?) more agile
the organizational processes faster so that they enable innovation
the organizational strategy better aligned with current needs so that your organization is able to drive the market instead of being driven by the market
Learning Fast & Small - Nourishing Company-wide Agility in a Skeptical Enviro...Jutta Eckstein
Agile beyond IT and beyond just doing it, but rather being it requires experimenting continuously in order to learn continuously. Thus more important than failing fast is learning fast.
In this workshop we will learn what learning fast means for every individual and the organization as a whole and we will define experiments for you to use in your company for becoming agile truly. This will allow you to create an environment for continuous innovations, an environment where everyone is an entrepreneur!
In this workshop we will also make use of examples that make:
- the organizational structure (hierarchy?) more agile
- the organizational processes faster so that they enable innovation
- the organizational strategy better aligned with current needs so that your organization is able to drive the market instead of being driven by the market.
Beyond Agile: Thriving on Digitalization with Beyond Budgeting, Open Space & ...Jutta Eckstein
Digitalization calls for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Thus, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. Yet, doing agile (the mechanics) is different from being agile (the mindset). The mindset lets you apply flexible agile patterns not only for software development teams but for the whole company.
In this workshop, we will examine what being agile really means and how it can be implemented by combining principles from different "streams" like Beyond Budgeting, Open Space, Sociocracy, Agile (BOSSA nova).
Together, these concepts enable a company not only to survive but also to thrive on (digital) disruptions through entrepreneur initiatives. In this session, we will use case studies of companies that are pioneering the combination of these concepts.
How Agile Is Your Whole Company? Use Data- based KPIs to Find Out!Comparative Agility
There is a way to measure your company’s progress in transforming to company-wide agility!
Gain a holistic perspective of (your company’s) organizational agility by using a new assessment tool.
In companies, we define OKRs and KPIs for aligning and measuring our performance. However, not much has been done thus far to measure how we are progressing on our journey to company-wide agility. With the right data, that journey can go more rapidly!
In this presentation, we provide an overview of what metrics to use, based on many years of experience and groundbreaking scientific theory and articulated as “BOSSA nova” - a synthesis of Beyond Budgeting, Open Space, Sociocracy & Agile.
Embracing a data-driven approach to company-wide agility doesn’t mean you’ll have all the answers - but you’ll be able to ask better questions.
A focus on data is especially important today when remote work settings create additional barriers to communication and understanding.
LEARNING OUTCOMES:
● Learn about key indicators for measuring where your company is on its agile transformation journey
● Understand there are possibilities for measuring company-wide agility by examining transparency, continuous learning, constant customer focus, self-organization, and connected perspective
● Understand what can help you to have meaningful conversations, interviews, and objective baselines to make a compelling case for your next steps.
Authored by: Jutta Eckstein and John Buck
BOSSA nova: Beyond Agile - Preparing for DigitalizationJutta Eckstein
Today companies are expected to be flexible and both rapidly responsive and resilient to change, to both survive but also to thrive on disruptions. These challenges call for company-wide agility. Yet, doing Agile (the mechanics) is different from being Agile (the mindset). For example, substituting management meetings with daily Scrums or using a backlog for the board of directors doesn’t make a company agile.
In order to become truly agile (meaning flexible, responsive, adaptive, fast, and nimble), you need to think outside the (agile) box. Company-wide agility requires a holistic approach, a combination of different principles: First and foremost the principles of
Beyond Budgeting (flexible budgeting & relative targets),
Open Space (leveraging the innovative power of all employees),
Sociocracy (flexible organizational structures and decentralized decision making), and –of course–
Agile (inspecting & adapting).
We synthesized these proven principles into a wider perspective dubbed BOSSA nova: B = Beyond Budgeting, OS = Open Space, S = Sociocracy, A = Agile. Jutta will reveal a path toward company-wide Agility by showing the synthesis of BOSSA nova.
UX Field Research Toolkit - Updated for Big Design 2018Kelly Moran
Looking for practice with in-depth UXR fieldwork methods? You may have read about these techniques in the past, but methods must be practiced to be understood. projekt202 has been employing the experience research craft with great success since 2003. This workshop is your opportunity to try these tools of the trade in a structured environment without pressing deadlines or looming stakeholders. Our experienced research and design professionals will share industry tips and tricks that will help you put theory to practice.
The workshop will be hands-on and interactive; instructional elements will be reinforced with stories of impact to real projects. We will not only cover methods of gathering user data, but the importance of spending time internalizing and analyzing the data through activities such as affinity diagramming, persona building, and journey mapping. Participants will gain exposure to these important practices in a low-pressure atmosphere and with the guidance of experienced professionals.
Probe your Organization – How you can implement a Learning Organization with ...Jutta Eckstein
The volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in asks for company-wide agility. Yet, agility in the literal sense that means companies need to be adaptive, responsive, fast, and nimble. Thus, although already created in the 90ies, the original idea of a learning organization, that is a company that facilitates the learning of its members and continuously transforms itself, is more relevant than ever. Yet, how can such a learning organization come to life? BOSSA nova is one approach to company-wide agility by synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility. The key to its success are so-called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, I will share various probes implemented by different companies that can guide the probing in your company to establish a learning organization.
ANI | Webinar | Agile BOSSA nova | Jutta Eckstein and John Buck | 13th Oct'19AgileNetwork
Webinar Abstract:
Digitalization and other disruptions call for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Thus, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. Yet, doing Agile (the mechanics) is different from being agile (the mindset). The mindset lets you apply flexible Agile patterns not only for software development teams but for the whole company.
In this workshop, we will examine what being agile really means and how it can be implemented by combining principles from different “streams” like Beyond Budgeting, Open Space, Sociocracy, Agility (BOSSA nova).
Together, these concepts enable a company not only to survive but also to thrive on (digital) disruptions through entrepreneur initiatives. In this session, we will use case studies of companies that are pioneering the combination of these concepts.
Key Takeaways:
1. Understand the organizational values that support the digital transformation
2. Learn how Beyond Budgeting, Open Space, Sociocracy & Agile combines supporting digitalization
3. Know how you can accelerate your digital transformation company-wide.
Making Ideas Happen Workshop for Vicsport as part of their Forward Thinking series for the Victorian community sport sectors. In the workshop we covered:
- what makes a good idea (desirability, feasibility & viability)
- reducing risk by taking the Lean Startup approach
- designing for your target audience
- identifying and testing assumptions and hypotheses
- user research
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
See the 500 Startups "Distro Dojo" growth hacking process - tested with dozens of companies worldwide. And find out what makes the perfect growth hacker!
Introduction to Game Thinking (Fluxible 2018)Lennart Nacke
Game thinking is a problem-solving process that uses strategies from game design and gamification to help drive the design of user experiences in digital or non-digital applications. Incorporating game thinking into the UX process can 1) foster users’ intrinsic and extrinsic motivations to engage with a product or system, and 2) engage users in a learning and mastery process, in which they develop the abilities needed to accomplish their goals throughout their user journey.
Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...Jutta Eckstein
Business Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex. The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity. (BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile.) This presentation provides examples of probing your perspectives on the organigram.
BOSSA nova: Company-wide Agility with Beyond Budgeting, Open Space & Sociocra...Agile ME
Today companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be Agile. Yet, doing Agile (the mechanics) is different from being Agile (the mindset). The mindset lets you apply flexible Agile patterns not only for software development teams but for the whole company. Yet implementing company-wide Agility isn't straight forward, it asks for combining principles from Beyond Budgeting (adaptive budgeting), Open Space (leveraging the power of innovation from all employees), Sociocracy (flexible organizational structure that allows decentralized decision-making), and Agile (continuous learning via experiments and feedback). This combination provides company-wide agility.
Similar to Beyond KPIs and OKRs: Creating an environment for high-performing, innovative teams that leads to true effectiveness (20)
Perfection and Reality on Crossing the - Diversity- ChasmJutta Eckstein
We Agile enthusiasts have a tendency to believe that we're miles ahead of the rest of the IT industry. And in many ways, we truly are. But let me share a personal experience that might challenge this perception.
Picture this: I'm a woman attending an Agile conference, ready to soak in all the knowledge and excitement. But there's one thing that never fails to catch my attention. Every time nature calls, I find myself standing in line for what feels like an eternity, just to access the women's restrooms. Interestingly enough, this never happens at general IT conferences. So, are we there yet? Not quite.
In this session, I want to shed light on the gaps between our perception of Agile and its community and the harsh reality we face. It's not just about diversity, although that's an important part of it. We still have hurdles to overcome, and it's time to cross the chasm that separates us from our ideal Agile world.
Agilists, the planet is (silently) screaming!Jutta Eckstein
There’s no time to wait just because we’re overwhelmed. We need to act on the climate crisis NOW! We’ll create small experiments we all can do, and we’ll involve the whole conference to get feedback.
We are dealing with a slow crisis. We are used to a crisis being now and urgent and stirring fight or flight hormones that cause us to drop everything and face the crisis. So, the difficulty with the climate crisis (and other planetary challenges) is that for most of us the fight or flight hormones are not kicking in. Additionally, that crisis is a wicked problem that tends to leave us overwhelmed (“what can little me do about such a big problem?”), uncertain if we can make a difference at all, and if so, how?
In this workshop, we will focus on the professional life of agile leaders and testers in their organizations and will present a strategy for creating necessary internal and external connections that can help us better react NOW to this slow crisis in our everyday work. Furthermore, we will explore how to overcome the helplessness many people feel with such a wicked problem and explore specific sustainable testing strategies you can use in your day-to-day work. We will not only create small experiments that we all can specifically do as agile leaders and testers but also as a group we will organize a way to get feedback on these experiments from the whole conference. This way, the whole conference can start to hear the “silent scream of the planet” and both the participants of the workshop and the whole conference can mutually benefit from these experiments.
Agile Sustainability: You can be more – socially, environmentally, and econom...Jutta Eckstein
According to one forecast, IT will account for 21% of global energy consumption by 2030. If we don't change the way we implement software, we will contribute to increasing the carbon footprint. So, it's time to examine how agility can help to reduce energy consumption and ensure greater - environmental, social & economic - sustainability. The point is not to pursue sustainability for altruistic reasons, but to understand that over time, sustainability is also becoming a key factor that determines the success of companies, both in the search for talent and for customers and markets.
In this session, inspect real data and gain a holistic perspective of your team’s or company’s current situation regarding agile sustainability. Comparative Agile Sustainability is an approach that we created in a small team with the support of data analysts that serves to anchor and promote the awareness of sustainability in an (agile) team and/or company. The evaluation was published under creative commons and is therefore freely available to all interested parties. By using the results of this validated assessment, agile teams and organizations can better understand how they can increase their own effectiveness and contribute to increasing sustainability across the industry.
Let’s get more – social, environmental, and economic – sustainability based o...Jutta Eckstein
The world is on fire! None of our improvements in software development will matter at all if we can’t change the course of the climate crisis. The software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. So, it's time to examine how agility can help to reduce energy consumption and ensure greater - environmental, social & economic - sustainability. The point is not to pursue sustainability for altruistic reasons, but to understand that over time, sustainability is also becoming a key factor that determines the success of companies, both in the search for talent and for customers and markets.
In this session, inspect real data to gain a holistic perspective of your team or company’s current situation regarding agile sustainability. Comparative Agile Sustainability is an approach that we created in a small team with the support of data analysts that serves to anchor and promote the awareness of sustainability in an (agile) team and/or company. The evaluation was published under creative commons and is therefore freely available to all interested parties. By using the results of this validated assessment, agile teams and organizations can better understand how they can increase their own effectiveness and contribute to increasing sustainability across the industry.
Let’s get more – social, environmental, and economic – sustainability based o...Jutta Eckstein
The world is on fire! None of our improvements in software development will matter at all if we can’t change the course of the climate crisis. The software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. So, it's time to examine how agility can help to reduce energy consumption and ensure greater - environmental, social & economic - sustainability. The point is not to pursue sustainability for altruistic reasons, but to understand that over time, sustainability is also becoming a key factor that determines the success of companies, both in the search for talent and for customers and markets.
In this session, inspect real data to gain a holistic perspective of your team or company’s current situation regarding agile sustainability. Comparative Agile Sustainability is an approach that we created in a small team with the support of data analysts that serves to anchor and promote the awareness of sustainability in an (agile) team and/or company. The evaluation was published under creative commons and is therefore freely available to all interested parties. By using the results of this validated assessment, agile teams and organizations can better understand how they can increase their own effectiveness and contribute to increasing sustainability across the industry.
Increasing Productivity by Uncovering Costs of Delay Jutta Eckstein
Fred Brooks once stated so wisely "How does a project get to be a year late? … One day at a time." Lean Development and queuing theories offer help so that this won't happen. The suggested remedy is to implement a steady flow in order to achieve maximum productivity. However, most teams and organizations are far from reaching that goal and moreover, it is often unclear which approach leads to what kind of delay. In-depth examination shows how generally accepted concepts such as Definition of Ready, Clean Code, or experts in a team can lead to costs of delay. In this session, Jutta presents simple tools and methods for uncovering hidden costs of delay. These tools and methods can be applied in various contexts: In small and large teams as well as in co-located and distributed teams. Using an agile approach will help to make these costs visible.
The Planet sends an S.O.S. – Taking Responsibility for our Carbon FootprintJutta Eckstein
The world is on fire! None of our improvements in software development will matter at all if we can’t change the course of the climate crisis. The software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. However, the environmental aspect is not the only one we need to focus on. If we take our task seriously, we have to take a holistic view of software development in the sense of the so-called triple bottom line from all three sustainability perspectives: social, economic, and ecological.
In this session, I want to broaden our horizon on having this holistic perspective on our responsibility for sustainability that comes with software development. I will share both ideas about possibilities and examples from companies who make already an effort in implementing this holistic perspective because sustainability becomes more and more a success factor for every company: For finding and keeping both clients as well as talent. Thus, this session is about raising awareness of our contribution to sustainability and understanding the (first) steps we can take to make a difference.
“For the Future—Agile Practice Must Make a Difference for the Earth and Susta...Jutta Eckstein
This is an emergency.
None of our Agile improvements in product development will matter at all if we can’t change the course of the climate crisis. Like everyone we feel overwhelmed to confront a problem as wickedly complex as the climate crisis, and we’ll show you that Agile practitioners have many skills and methods at our fingertips to make a difference in the future.
Many hands make lighter work. So, let’s do this!
Agile for Future: Mit dem Agilen Manifest zu mehr Nachhaltigkeit! Jutta Eckstein
Das Agile Manifest erschließt „bessere Wege, Software zu entwickeln“. Könnte dieser bessere Weg auch den CO2-Fußabdruck der Software berücksichtigen? Einer Prognose zufolge wird die IT bis 2030 21% des weltweiten Energieverbrauchs ausmachen. Ändern wir die Art und Weise wie wir Software implementieren nicht, werden wir zur Erhöhung des CO2-Fußabdrucks beitragen. Es ist also Zeit zu prüfen, wie agile Entwicklung dazu beitragen kann, den Energieverbrauch zu senken und für mehr – ökologische, soziale & wirtschaftliche – Nachhaltigkeit zu sorgen.
Can we leverage the Agile Manifesto to reduce our Carbon footprint?Jutta Eckstein
Do you know that some forecasts project that in 2030 IT will account for 21% of all energy consumption? So, if we do not change the way we implement software, we will contribute to the increase in the carbon footprint. This means it is about time to take another look at how agile development can help decrease energy consumption.
In this workshop, we'll explore how the agile principles can guide us to more sustainability, and we'll provide you with concrete ideas for increasing sustainability in your product development.
Software Sustainability: Wake-Up Call for Taking ResponsibilityJutta Eckstein
The increase of digitalization means that software is a key driver for society and the economy. However, this means we can’t keep creating products and without taking the responsibility for the impact of the software. For example, IT is predicted to account for 21% of global energy consumption by 2030. If we don't change the way we implement software, we will add to our carbon footprint. So, it is time to examine how software development can help reduce energy consumption and ensure more - ecological, social & economic - sustainability.
In this keynote, I want to broaden our horizon on having a more holistic perspective on our responsibility for sustainability. I will share both ideas about possibilities and examples from companies who make already an effort in implementing this holistic perspective, because sustainability becomes more and more a success factor for every company: For finding and keeping both clients as well as talent. Thus, this session is about raising the awareness of our contribution to more sustainability and hopefully being a wake-up call for taking responsibility.
Addressing Complexity by Learning fast with BOSSA novaJutta Eckstein
The pandemic is a stark example of the volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in and this world asks for company-wide agility. By synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility, BOSSA nova is one approach to company-wide agility. Yet it is often unclear, where and how to start implementing this approach. As pointed out by the so-called Fearless Change Patterns, it doesn’t help to wait for the perfect moment when you have the resources and knowledge you think you need; instead, take the first baby step and start learning. Thus, for living in the VUCA world an open mindset to learning is essential that can be approached by the concept called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, I will share both the concept and some examples of probes implemented by different companies that can guide the probing in your company to establish a learning organization.
We often find ourselves in complex situations without recognizing what makes them complex. Yet, only understanding the context will help us to either benefit from the complex situation (yes, it can also be beneficial) or know how to reduce the complexity.
In this workshop, we will introduce a simple tool (the difference matrix of Human Systems Dynamics, HSD in short) that helps to see the differences and exchanges that at the same time make a situation complex and provide hints for reducing the complexity. Using a case study, participants will experience in small groups (using breakout rooms) how they can use the difference matrix by example.
Agile Comes with a Responsibility for Sustainability: Are You Aware of it?Jutta Eckstein
Agility and sustainability are intertwined and define more and more the success factor for every company: For finding and keeping both clients as well as talent.
Have you ever wondered about the responsibility that comes with “being agile”? If you, your team, or your organization claim to be agile people expect you, for example, to embrace diversity & inclusion, to satisfy your customers without any bias, and even to protect your environment. In this session, I want to broaden our horizon on having a more holistic perspective on our responsibility for sustainability that comes with being agile. I will share both ideas about possibilities and examples from companies who make already an effort in implementing this holistic perspective. Thus, this session is about raising the awareness of our contribution to more sustainability and understanding how the principles of the agile manifesto can be leveraged to change our actions.
What's the Impact of the Agile Manifesto on our Carbon Footprint?Jutta Eckstein
The Agile Manifesto captures "better ways of developing software" yet, could this better way also take the carbon footprint of your software into account? Some forecasts project that in 2030 IT will account for 21% of all energy consumption. Software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. If we do not change the way we implement software, we will contribute to the increase of the carbon footprint. This means it is about time to take another look at how agile development can help decrease energy consumption.
So, this session tries to provide the first answers to "how can the agile community and the agile principles contribute to or guide sustainability?" In this workshop, we want to examine how the principles of the Agile Manifesto can provide guidance for implementing sustainability in IT. In order to do so, we will explore how the principles can contribute to sustainability, and how a greater awareness can change our current way of working for providing our contribution to addressing climate change.
In this keynote I want to attempt to broaden our horizon to a more holistic one. So, open your mind and explore with me our societal responsibility within the agile community and beyond.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
Beyond KPIs and OKRs: Creating an environment for high-performing, innovative teams that leads to true effectiveness
1. @AgileBossaNova | agilebossanova.org1@JuttaEckstein | @johnabuck
Jutta Eckstein | @juttaeckstein
John Buck | @johnabuck
http://agilebossanova.org
@AgileBossaNova | #agilebossanova
Beyond KPIs and OKRs:
Creating an environment for high-performing,
innovative teams that leads to true effectiveness
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova
2. @AgileBossaNova | agilebossanova.org2@JuttaEckstein | @johnabuck
Goal for the Workshop
■ Learn how to use something more effective than OKRs &
KPIs how:
– To use BOSSA nova for enabling people to use their full
capacity with passion.
– Trust unleashes a greater performance than control systems
that use top-down measurement.
– To get the full buy-in for necessary changes and thus faster
delivery of the change.
– To get top management buy-in by proving rather than asking!
3. @AgileBossaNova | agilebossanova.org3@JuttaEckstein | @johnabuck
Agenda
■ Welcome & set the stage
■ Defining the context
■ Challenges for high-performing innovative teams
■ Values for company-wide agility as enablers for
innovative teams
■ A new perspective
■ Using probes
■ Next steps & wrap-up
4. @AgileBossaNova | agilebossanova.org4@JuttaEckstein | @johnabuck
Discuss & Note
■ In pairs/triples clarify your understanding of KPIs &
OKRs (feel free to search the internet)
– What are they?
– How are they used? (In theory & possibly in your
experience)
– How do they differ?
■ Note on the jamboard
6. @AgileBossaNova | agilebossanova.org6@JuttaEckstein | @johnabuck
Discuss & Note
■ In your pairs/triples reflect, discuss & and note
– How do KPIs & OKRs fit into the VUCA times?
• What are your experiences with them (if at all)?
• What are the advantages & disadvantages of each?
• What assumptions underlie the use of KPIs & OKRs?
7. @AgileBossaNova | agilebossanova.org7@JuttaEckstein | @johnabuck
What Really Supports High Performance?
■ Find out what has supported or hindered creating an
environment for high-performing, innovative teams
– Individually: reflect on what has supported or hindered….
(5min)
– In small groups: share the insights and common themes and
come up with key challenges (15min)
■ Share in plenary
11. @AgileBossaNova | agilebossanova.org11@JuttaEckstein | @johnabuck
Gaining & Sharing Knowledge
■ In groups based on previous knowledge, the principles, your internet
search, …
– Choose one of the following topics:
• Beyond Budgeting (Breakout Room 1)
• Open Space (Breakout Room 2)
• Sociocracy (Breakout Room 3)
– Study how the topic supports high-performing, innovative teams. As a
group (on the jamboard):
• List 5-10 facts about the topic
• Write a summary statement
• Come up with max 3 questions you have about the topic
12. @AgileBossaNova | agilebossanova.org12@JuttaEckstein | @johnabuck
Self-Organization
■ Accenture:
– Frequent conversations (“check-ins”)
– Realign goals to respond to change
– Conversations focus on both reflection and future. The latter is stressed
more
■ Equinor (former Statoil)
– Individual performance goals can be changed by the teams but
• They have to coordinate the change with other teams &
• Big approvals require approval one level up
13. @AgileBossaNova | agilebossanova.org13@JuttaEckstein | @johnabuck
Transparency
■ Endenburg Electrotechniek (Electrical Engineering)
– 360 degree review in person
• Not anonymous comments collected by a manager
• In a circle: your supervisor, a peer to you, a couple of people
reporting to you
• Like a retrospective,
– each person (starting with you) offers things you’re doing well (& the system
is doing well)
– each person (starting with you) offers improvements
• Everyone consents to your development plan (and changes needed
in the system)
• The plan is approved by full circle
14. @AgileBossaNova | agilebossanova.org14@JuttaEckstein | @johnabuck
Constant Customer Focus
■ Connect everyone’s work with customer needs; avoid conflicts of interest
– “The purpose of business is to create a customer...” (Peter Drucker, 2006)
– Everything done in an organization should add value for the customer, thus:
• How does the performance support creating customer value?
• Does the performance inspire others to create customer value?
– As a team create a value stream and discuss:
• How effectively are we creating customer value?
• Where do we see conflicts of interests in our work e.g. selling to the customer instead of serving the
customer’s needs?
15. @AgileBossaNova | agilebossanova.org15@JuttaEckstein | @johnabuck
Continuous Learning
■ Cox Automotive
– Framing goals to promote cross-functional collaborative teamwork
– Learning and adapting goals throughout the year
– Getting feedback on goals and development
– A manager’s role in your Enterprise Agile ecosystem
■ Equinor (former Statoil)- Analogy of 100 meter sprinter
– How you ran is different than the time you got.
– The outcome is different from your process.
■ Link appraisal conversations to team retrospectives (Source: Agile People)
– Invite team members to evaluate their contribution to the sprint
21. @AgileBossaNova | agilebossanova.org21@JuttaEckstein | @johnabuck
Is Trust Cheaper?
■ Background:
– Traditional travel expense procedures are burdensome
and assume people can’t be trusted.
■ Hypothesis:
– Such procedures cost more than they save and are
demoralizing.
■ Experiment:
– Pre-survey and audit. Try for three months in a few units
with other units as controls. Post-survey and audit.
22. @AgileBossaNova | agilebossanova.org22@JuttaEckstein | @johnabuck
Can peer decision-making about promotion
support alignment?
■ Background:
– Even very egalitarian companies have hierarchies that require a promotion system.
■ Hypothesis:
– If we use peer decision making to make decisions about promotions, we can separate
performance review from decisions such as promotion that have an element of
competition.
■ Experiment:
– Pre-survey to assess opinion on promotion policy
– Try with a group consent decision making for deciding on bonuses.
– Collect spontaneous feedback and post-survey after 3 months. If satisfaction
improved, extend to other groups.
24. @AgileBossaNova | agilebossanova.org24@JuttaEckstein | @johnabuck
Reflect On Your Situation
■ Choose the group with the key challenge, you’re most interested in
and take time to reflect on your situation.
– How are we thinking about our situation?
• E.g., what are we assuming?
• What would it be like if we didn’t make that assumption?
– In general, don’t focus on something broad and big - if you make a
probe on something small it’s more likely it will be useful (both for
yourself and for others).
– What is your challenge and what is it not?
– What might be the source of the difference?
■ Be sure to keep notes
25. @AgileBossaNova | agilebossanova.org25@JuttaEckstein | @johnabuck
Definition of a Probe
■ Probes are defined by small, safe-to-fail experiments
based on hypotheses derived from reflection on the
current situation as well as on theory.
29. @AgileBossaNova | agilebossanova.org29@JuttaEckstein | @johnabuck
Design of a Probe
■ Name of the Probe:
– <A question that reflects your hypothesis, your curiosity>
■ Background:
– <Define the context of your situation>
■ Hypothesis:
– <Define what you expect to happen>
– <Observable impact>
■ Safe-to-fail experiment:
– <Define what do you want to try and how you can (dis) prove the
hypothesis>
30. @AgileBossaNova | agilebossanova.org30@JuttaEckstein | @johnabuck
Hypothesis & Experiments
■ The hypothesis
– Should be an assumption / a statement about
• What you expect to happen
• Under such and such conditions
■ The experiment(s):
– Its purpose is to test your assumption stated in the hypothesis
– Need some kind of measurement (pre-/post) or comparisons
with control groups
– Need to be actionable by the author
31. @AgileBossaNova | agilebossanova.org31@JuttaEckstein | @johnabuck
Create a Probe for a Key Challenge
■ In pairs/triples select a challenge and create a probe for
that challenge
– Background
– Hypothesis
– A plan for an experiment
32. @AgileBossaNova | agilebossanova.org32@JuttaEckstein | @johnabuck
Measurement & Control
■ Video on controlled experiments:
https://www.youtube.com/watch?v=VhZyXmgIFAo
■ Without comparison you won’t know what you learned
– Pre- and post-measure for comparing results:
• Measure your observation (stated in the background)
• Use the same measurement after conducting the experiment
– Controls for comparing results - if possible
• Use two (or more) comparable groups
• One group conducts the experiment the other (control group)
does not
33. @AgileBossaNova | agilebossanova.org33@JuttaEckstein | @johnabuck
Importance of Publication
■ Collaborative learning depends on sharing
learnings
■ Publishing also contributes to the author’s
learning
– as an author you need to reflect and look
at your learning from a different
perspective
37. @AgileBossaNova | agilebossanova.org37@JuttaEckstein | @johnabuck
Thank you so much and… Stay in Touch:
Jutta Eckstein | @juttaeckstein
John Buck | @johnabuck
http://agilebossanova.org
https://www.agilebossanova.com/book/
@AgileBossaNova | #agilebossanova
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova