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Company Culture under Pressure | Growing Business changes Behaviour
The document presents insights on how the growth of a company's size affects its culture and employee behavior, emphasizing the importance of open communication, self-organization, and trust within teams. It discusses challenges related to traditional management styles and highlights the need for adaptive processes in agile environments. Additionally, the talk explores the impact of corporate culture on employee interactions and the significance of learning and introspection in fostering a positive work atmosphere.
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Company Culture under Pressure | Growing Business changes Behaviour
- 1. BERATUNG JUDITH ANDRESEN Growing business changesbehaviour | Talk Agile on the Beach | September 06, 2013 COMPANY CULTURE UNDER PRESSURE
- 2. Project Coaching Consulting Project Audits judithandresen.com @janosch007 BERATUNG JUDITH ANDRESEN BERATUNGJUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE2 | More Presentations REMARKS LINKS
- 3. BERATUNG JUDITH ANDRESENCOMPANY CULTURE UNDER PRESSURE3 RULES FOR THIS TALK _ Tweet @janosch007 _ Ask, if you have questions _ Coaching
- 4. BERATUNG JUDITH ANDRESENCOMPANY CULTURE UNDER PRESSURE WHO IS THIS TALK FOR? _ Dan North: „Agile doesn‘t scale“ _ „We used to be a wonderful company. That‘s gone.“ 4 Understand how growing company size impacts your behaviour and deal with it
- 5. How do webehave in groups Typical tacit assumptions about work What to Do BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE6 @janosch007
- 6. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN We have always organized ourselves in groups 7
- 7. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN 3 8 Information flow Decisions Roles
- 8. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN _ Cross functional, open communication _ No explicite processes _ No hierarchy* (but: alpha-, beta-, omega-voices) 9 IN THE BEGINNING Managing Organizing *Last decision through founder
- 9. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN _ Sharing a common goal _ Frequent, informal meetings & offers of help 10 TRACK & TARGET
- 10. _ Members share we-feeling. _There is an atmosphere of trust. _ Team members aim to a shared goal. _ The goal of the team is more important than personal goals. _ Team members know tasks, roles and status of each other COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN A PERFECT TEAM 11
- 11. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN 8 12
- 12. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN The best architectures, requirements, and designs emerge from self-organizing teams. 13 11TH PRINCIPLE | Agile Manifesto
- 13. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN SOME MATHEMATICS IN RELATIONSHIPS 14 2 employees / 1 Relationship 5 employees / 10 Relationships 10 employees / 45 Relationships 20 employees / 190 Relationships We need structure! We need responsibilities! n(n-1)/2
- 14. A new role:team leader* * Invent a role title COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN15
- 15. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN 25 16
- 16. Organizing COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN Group Organization 17 Managing
- 17. Processes Policies Practices COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN18
- 18. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN Us against them 19 | Who do we trust? Beware of your brain, Linda Rising
- 19. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN20 SCIENTIFIC MANAGEMENT (TAYLORISM) I. Seperates "Plan" / "Work" (white / blue collar) II. Specialists for discrete, unambiguous work III. Different payment (piece rate) IV. Time & motion studies V. Definition of the daily workload
- 20. Scientific Mangement focuseson planning* *Stop Thinking! COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN21
- 21. INTERDISCIPLINARY SUCCESS OFPROJECTSBERATUNG JUDITH ANDRESEN22 AGILE MOVEMENT | http://www.morguefile.com/archive/display/682878 Cross functional Self reflecting / Feedback Transparency Self Organizing
- 22. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN 80? 23
- 23. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN A lot of organizations grow up to this size 24 | Who do we trust? Beware of your brain, Linda Rising 8 x 8 + 8 + Y
- 24. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN I. Goal setting through the board II. Task management by the board III. Micro management 25 COMMAND & CONTROL | Agile Manifesto
- 25. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN MOTIVATION KILLER #1 MOVING TARGET & CONTROL 26
- 26. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN 147.5 27
- 27. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN Dunbar's number is a suggested cognitive limit to the number of people with whom one can maintain stable social relationships. These are relationships in which an individual knows who each person is and how each person relates to every other person. 28 | Dunbar's number
- 28. How do webehave in groups Typical tacit assumptions about work What to Do BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE29 @janosch007
- 29. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN30 „This is how we do things around here“ | D. Bright und B. Parkin (1997), Human Resource Management – Concepts and Practices
- 30. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN31 3 LEVELS OF COMPANY CULTURE Values Support "Fast"Loyalty Artifacts Rituals ProductsUniforms Tacit assumptions Nature BusinessHuman beings | http://en.wikipedia.org/wiki/Organizational_culture (Schein‘s Model) Physical artifacts Behaviour (Rituals, Stories) We can talk about it!
- 31. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN32 The corporate culture is deeply rooted in corporate behaviour. It is based on the tacit assumptions of all employees.
- 32. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN Every (new) employee‘s thoughts and assumptions affect the company culture 33
- 33. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN34 #01 The founder has the right to change any process at any time
- 34. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN35 #02 It worked for two years. It‘s a perfect process. We just need to follow the rules
- 35. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN36 #03 If we did { SCRUM | Kanban | XP } as it is described in the textbook, the process would succeed
- 36. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN37 #04 We are doing a great job. The client is an idiot
- 37. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN38 #05 I am not professional when I share my emotions
- 38. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN39 #06 We need to grow
- 39. How do webehave in groups Typical tacit assumptions about work What to Do BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE40 @janosch007
- 40. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN TALK ! 41 Processes Practices Policies
- 41. panic learning COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN DISCOVER THE LEARNING ZONE _We prefer to stay in the comfort zone _Organizations need to enter the learning zone _We fall back to old habits in the panic zone 42 comfort Zone | http://sethsandler.com/productivity/3-zones/
- 42. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN Introspect your team / company behaviour in retrospectives 43
- 43. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN OPEN SPACE MEETINGS 44
- 44. _ Follow theagile path _ transparency _ self organization _ feedback _ Open Daily Meeting _ Open Priority Meeting _ Monthly Vision Meeting _ Quarterly Company Meeting _ Meta KanbanBoard for the company COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN45 META COMMUNICATION
- 45. COMPANY CULTURE UNDERPRESSUREBERATUNG JUDITH ANDRESEN IN A NUTSHELL 46 | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/ Organizational change: groups with a max. of 8 persons Check & change: processes, practices, policies Define information flow + communication between groups
- 46.