How Agile coaches are different from Enterprise Agile coaches? Why we need to know systems thinking for scaling agile at enterprise level agile transformation.

1. ENTERPRISE AGILE
COACHES ARE
SYSTEM THINKER
Chandan lal patary

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4. Business agility or Extinct
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5. Automation, artificial intelligent takes
away most of the job
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Is Your Job ‘Routine’? If So, It’s Probably
Disappearing

6. Problem with current transformation
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
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7. Challenges? World is changing
very fast…..
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9. Organizational silo is a killer for business
agility, we have built enough silos
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10. 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
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11. Think about this system , interdependent cards.
What will happen when one card lose its
current position?
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13. 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
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14. We are living in complex world: “We are
all interdependent with each other.”
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15. Why systems thinking?
• Systems thinking can help you tame the complexity
of real-world problems by providing a structured way of
balancing a broad, complete view with the selection of the
right level of detail.
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16. 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.
 The system's overall behavior
depends on its entire structure
(not the sum of its various parts).
 We Can not ignore the whole and
focus on parts
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17. 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
 A high-functioning system
continually exchanges
feedback among its various
parts to ensure that they
remain closely aligned and
focused on achieving the
goal of the system.
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18. 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
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19. 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.
 Event – what is
visible(13%), (Process-
How – Below surface,
structure – Mental model
– 87%)
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20. 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
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22. 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
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26. 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
 Focus on the interfaces and interactions
 Go deeper into the organizational culture to change the mental
model
 Avoid local optimization
 Build a learning organization
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27. Please ask question?
Question?
Question?
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