How to use systems thinking for scaling agility at enterprise level

1. ENTERPRISE AGILE COACHES ARE
SYSTEM THINKER
CHANDAN LAL PATARY

2. AGENDA
• Mindset change for systems thinking
• Applicability of systems thinking

3. PROBLEM WITH CURRENT APPROACH
Teams are transforming in silos
Once team transform other parts of the non transformed team
influence the transformed, sustainability is a question mark
Mental model change need deeper thinking
Cultural transformation at scaling level need different thinking
Silos breaking need special skill

4. BARRIER TO IMPLEMENT SYSTEMS THINKING
• Compartmentalization at the organization level
• Goals design based on silos
• Competition among departments
• Missing organizational learning as a whole
• No reward to implement systems thinking
• Missing value communication

5. WE ARE LIVING IN
INTERCONNECTED
WORLD
 Whole systems are composed
of systems, the basic unit,
which comprise several
entities (e.g. policies,
processes, practices and
people) and may be broken
down into further sub-
systems.
 Most of the projects in an
organization some of the other
way they depend each others.
 We Can not ignore the whole
and focus on parts

6. SYSTEMS OF
SYSTEMS
 look at wholes instead of parts,
at processes instead of
substances.
 Look at the boundary and how
they effect each other
 Systems are more than total of
parts

7. ANTI SYSTEMS
THINKING
 Need to think as a whole not in
parts
 Through parts we can not
transform the whole without
understanding the whole
 The emphasis should be on
Whole

8. SEEING THE
BEYOND
 Using the principles of systems
thinking will offer us new ways
of seeing and of interpreting
what we see

9. SILOS BREAKING
AND BUILDING
COMMON RELEASE
 Think like whole systems, we
can not think only about the
parts
 Create a collaborative problem
solving approach so that high
impact interventions can be
developed

10. SYSTEM THINKING
FOLLOW GROWTH
MINDSET
 Coaches are flexible to change
the mindset as an when they
foresee changes
 Increase Teamwork and group
problem solving. No more “My
"job, “Our” job

11. BREAKING
ORGANIZATIONAL
SILOS
 Thinking for others

12. ORGANIZATION AS A
LARGE SYSTEM
 Individual behaviors co-evolve
as individuals interact with
system dynamics.
 If we want to change individual
or local behaviors, we have to
tune into these system-wide
influences

13. CHANGING THE
MENTAL MODELS
 Organizational culture,
including beliefs, values,
norms, symbolic action, and
management style.
 Organizational paradigm,
including “meta-rules” or
underlying assumptions that
shape perceptions, procedures,
and behavior.

14. CHECKLIST TO
IMPROVE SYSTEMS
THINKING
 Look at the systems and all its inter
connected parts
 Understand the structure to change the
system behavior
 System behavior is a emergent
 Look at the flow and feedback loop
 Go deeper into the organizational
culture to change the mental model
 Build a learning organization