SlideShare a Scribd company logo
How I accidentally joined an
agile company
Jens Wedin
jens@seventyoneconsulting.se
@jenswedin
1
Hej!Hello
How I accidentally joined an agile company - Jens Wedin
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
”Customer needs over our products”
– Jan Wallander, Handelsbanken
Decentralisation-why and how to make it work
The vision and how to get there
The Handelsbanken Culture
The assessment
An understanding of the current state
SLOW
RIGID
CONTROL
ZOMBIES
Companies need to be good at
three things
Discovery Delivery
Culture
A new type of culture
Responsive organizations
The Old way
Profit
Hierarchy
Control
Plan
Privacy
The New way
Purpose
Networks
Empower
Experiment
Transparency
1 Chapter I
”The experiment”

Aug 2016
2 Chapter II
”Go! or…”

Nov 2016
3Chapter III
”Scale & transform”

Aug 2017
Chapter I - The experiment
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
Chapter II - Go! or…
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?
Chapter III - Scale & transform
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
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
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
Organizational rhythm
Year
Q2 Q3Q1 Q4
S1 S2 S3 S4 S1 S2 S3 S4 S1 S2 S3 S4 S1 S2 S3 S4
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
Chapter III - Scale & transform
Internt
Make use of current
values and principles
Create experiments
Have a simple story to tell
that is visual & aligned
Internt
Create a strong task force
Clear mission, diverse competences, time & passion
Internt
Think big but start small
Internt
Train your
employees and
leaders for the
future
Do not establish the changes too quickly.
But when you do, use already formalized
structures.
Be humble and have a human
perspective. To create change you
need empathy to understand
motivations and needs
Thank you!
Please connect
Jens Wedin
jens@seventyoneconsulting.se
@jenswedin

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How I accidentally joined an agile company - Jens Wedin

  • 1. How I accidentally joined an agile company Jens Wedin jens@seventyoneconsulting.se @jenswedin 1
  • 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
  • 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