How I accidentally joined an agile company - Jens Wedin
•
2 likes•145 views
How I accidentally joined an agile company - Jens Wedin
Recommended
Recommended
More Related Content
What's hot
What's hot (18)
Similar to How I accidentally joined an agile company - Jens Wedin
Similar to How I accidentally joined an agile company - Jens Wedin (20)
More from agilemaine
More from agilemaine (20)
Recently uploaded
Recently uploaded (20)
How I accidentally joined an agile company - Jens Wedin
- 1. How I accidentally joined an agile company Jens Wedin jens@seventyoneconsulting.se @jenswedin 1
- 2. Hej!Hello
- 4. Models for change 8 Steps for Leading Change Dr. Kotter Design Thinking Kelly, Moggridge, Sanders & Brown etc System Thinking Complexity Theory Meadows, Snowden, Berger & Checkland etc
- 5. ”Customer needs over our products” – Jan Wallander, Handelsbanken Decentralisation-why and how to make it work
- 6. The vision and how to get there The Handelsbanken Culture
- 7. The assessment An understanding of the current state
- 9. Companies need to be good at three things Discovery Delivery Culture
- 10. A new type of culture Responsive organizations The Old way Profit Hierarchy Control Plan Privacy The New way Purpose Networks Empower Experiment Transparency
- 11. 1 Chapter I ”The experiment” Aug 2016 2 Chapter II ”Go! or…” Nov 2016 3Chapter III ”Scale & transform” Aug 2017
- 12. Chapter I - The experiment
- 13. Chapter I - Impact Happier & prouder colleagues More satisfied stakeholders & business owners Lots of learnings, agile teams is not the hard thing from ”me" to ”we” More efficient delivery Projects wanted specific colleagues What is happening in the teams? HR wanted more control How do we handle business requirements? Some roles and functions got scared Confusion over new terminology
- 14. Chapter II - Go! or…
- 15. Chapter II - Impact There is joy & experimentations Managers starts to think about their role Old structures start to crumble Agile competence and experience is spreading Tough to train and coach lots of people Team Change should handle ”everything” Hard to communicate roadmap when management Is not in sync The organization is waking up. What is going on?
- 16. Chapter III - Scale & transform
- 17. Team Change People & Culture Eduction & training Physical environment Digital environment Leadership & Management Agile way of work Design Thinking & Service Design Finance Strategy & portfolio Capabilities & processes Communication Operations & DevOps
- 18. Chapter III - Impact Steering group adds a business perspective Team Change adds all the functions that is needed We got an aligned vision Organizational rhythm Train people takes time Change management from the top might not get peoples minds Creating value streams is a power struggle Communications is hard and takes time Scaling framework can create different camps Moving people is tricky Creating a new physical working environment takes time Everyone agreed on a roadmap and a scaling framework
- 19. Organize around the customers needs DURING Customer Journey ”Buying a home” AFTERBEFORE SystemsS1 S2 S4 S5 Organization & peopleT1 T2 T3 Processes & capabilities P1 C1 C2 P2 C3 C4 ArchitectureA1 A2 A3 A4
- 20. Organizational rhythm Year Q2 Q3Q1 Q4 S1 S2 S3 S4 S1 S2 S3 S4 S1 S2 S3 S4 S1 S2 S3 S4
- 21. Structure by creating value and support by competence Competence X Competence Y Competence Z Team 1 Team 2 Team 3 Team 4 Team 5 Team 6
- 22. Chapter III - Scale & transform
- 23. Internt Make use of current values and principles
- 25. Have a simple story to tell that is visual & aligned
- 26. Internt Create a strong task force Clear mission, diverse competences, time & passion
- 27. Internt Think big but start small
- 28. Internt Train your employees and leaders for the future
- 29. Do not establish the changes too quickly. But when you do, use already formalized structures.
- 30. Be humble and have a human perspective. To create change you need empathy to understand motivations and needs
- 31. Thank you! Please connect Jens Wedin jens@seventyoneconsulting.se @jenswedin