FORWARD-THINKING AFRICAN EMPLOYERS ARE MOVING AWAY FROM ‘LEGACY THINKING’ TOWARDS ‘AGILE THINKING’. BUT WHAT EXACTLY DOES THIS MEAN? HOW CAN YOU MAKE THE MOVE TOWARDS AGILE WORK PROCESSES?  LEARN ABOUT WHAT IT MEANS TO WORK IN AN AGILE WAY, INCLUDING: Principles of lean thinking and agile methodologies in HR  How can HR support IT departments to be more agile and vice versa?  Driving adaptability, innovation, collaboration and speed in your organisation

1. Copyright © 2018 IQbusiness
HOW IT AND TALENT CAN WORK
TOGETHER TO DRIVE ORGANISATIONS
TO BE MORE AGILE
Presented by Biase De Gregorio
@Biased77
BLEND HR&IT SYMPOSIUM

2. Copyright © 2018 IQbusinessCopyright © 2017 IQbusiness 2
FORWARD-THINKING AFRICAN EMPLOYERS ARE
MOVING AWAY FROM ‘LEGACY THINKING’ TOWARDS
‘AGILE THINKING’. BUT WHAT EXACTLY DOES THIS
MEAN? HOW CAN YOU MAKE THE MOVE TOWARDS
AGILE WORK PROCESSES?
LEARN ABOUT WHAT IT MEANS TO WORK IN AN AGILE WAY, INCLUDING:
• Principles of lean thinking and agile methodologies in HR
• How can HR support IT departments to be more agile and vice versa?
• Driving adaptability, innovation, collaboration and speed in your organisation
Copyright © 2018 IQbusiness

3. Copyright © 2018 IQbusiness
THE HISTORY OF MANAGEMENT –
THE INDUSTRIAL AGE
Adam Smith – Wealth of Nations (1776) @Biased77Pin Factory

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FWTaylor–
ScientificManagement(1908)
Douglas McGregor
Theory X and Theory Y
1960’s
THE HISTORY OF MANAGEMENT –
SCIENTIFIC MANAGEMENT
@Biased77

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THE HISTORY OF MANAGEMENT –
KNOWLEDGE AGE / AGE OF EMPATHY
EMPATHY: “The ability to understand
and share the feelings of another “–
Oxford Dictionary
KNOWLEDGE AGE: “period in human history
characterised by the shift from industrial production
to one based on information and computerisation"-
Wikipedia
@Biased77

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WHY IS THERE A NEED FOR A CHANGE?
Volatile
Uncertain
Complex
Ambiguous
@Biased77

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WHAT IS THE NEW WAY OF WORKING?
LEAN
AGILE
DIGITAL
(DESIGN
THINKING &
CXM)
DEVOPS / SW
ENGINEERING
@Biased77

8. Copyright © 2018 IQbusiness
SOFTWARE IS EATING THE WORLD –
Marc Andreesen (2011)
@Biased77

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Agile is a set of Values and Principles
Scrum and Kanban are examples of
Practices and Tools which can be used
to apply Agile
• Increase Customer Value
• Ability to change direction
Full version at http://spine.wiki/
Tools & Techniques
Needs
Values
Principles
Practices
AGILE IS NOT AN OUTCOME
9
@Biased77

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http://www.agilemanifesto.org/

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We are uncovering better ways of developing an engaging
workplace culture by doing it and helping others do it. Through
this work we have come to value:
Collaborative networks over hierarchical structures
Transparency over secrecy
Adaptability over prescriptiveness
Inspiration & engagement over management & retention
Intrinsic motivation over extrinsic rewards
Ambition over obligation
That is, while there is value in the items on the right, we value the items on the
left more.
http://www.agilehrmanifesto.org/
AGILE HR MANIFESTO
@Biased77

12. Copyright © 2018 IQbusiness
We follow these principles:
Support people to engage, grow, and be happy in their workplace.
Encourage people to welcome change and adapt when needed.
Help to build and support networks of empowered, self-organising and collaborative teams.
Nourish and support the people’s and team’s motivation and capabilities, help them build the
environment they need, and trust them to get the job done.
Facilitate and nurture personal growth, to harness employee’s different strengths and talents.
PRINCIPLES BEHIND THE AGILE
HR MANIFESTO
@Biased77

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WHAT IMPACT DOES IT HAVE ON PEOPLE?
Cross-FunctionalT-Shaped
Self-organised Transparency / Courage / Trust
@Biased77

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WHAT IMPACT DOES IT HAVE ON HR?
@Biased77

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JOB DESIGN & CAREER PATHS
DON’T create highly defined and structured jobs
DON’T create discomfort with exceptions or experiments
DON’T promote people past level of competence (Peter Principle)
DO provide career path for technical roles with same level of seniority
DO provide opportunity for mastery
DO provide more job specifications focused on behaviour and culture fit
DO allow staff to design own roles and responsibilities
DO allow for self-selection on engagements
DO allow for fluid movement to different roles
@Biased77

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DON’T measure performance based on defined tasks included in rigid job descriptions
DON’T measure on annual cascading performance objectives
DO pay people based on skills & value rather than on job titles
DO obtain frequent feedback mechanisms from a variety of sources
DO extend performance management through value chain (Attraction, On-boarding,
talent management & exit)
DO move from individual performance to team-based
DO recognise value delivered rather than time spent
DO focus on intrinsic drivers
PERFORMANCE MANAGEMENT
@Biased77

17. Copyright © 2018 IQbusiness
DON’T fall into the trap of “We’ve always done it this way”
DON’T follow defined processes
DO allow for personalised HR – based on empirical and grounded analytics
DO use an Agile approach to running HR programmes
DO execute simultaneous experiments to improve feedback
DO focus on creating lean processes for the Value chain
DO build an enabling environment to build collaborative, fluid environment
HR PROGRAMMES AND
CHANGE MANAGEMENT
@Biased77

18. Copyright © 2018 IQbusiness
Resource as defined by Oxford:
“A stock or supply of money, materials, staff, and other assets that can be drawn on
by a person or organization in order to function effectively.”
Perhaps we should stop calling people Resources and start calling them
People
“Improving people’s performance through enablement and
partnership”
@Biased77

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Backward bicycle
https://youtu.be/MFzDaBzBlL0

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@Biased77

21. Copyright © 2018 IQbusinessCopyright © 2017 IQbusiness
Biase De Gregorio
@Biased77
QUESTIONS?
Great books:
• Leaders Guide to Radical Management – Steve Denning
• Drive – Daniel Pink (surprising truth at what motivates us)
• Work Rules - Laszlo Bock
• Age of Agile – Steve Denning
• Complexity and Organizational Reality – Ralph D. Stacey
• Reinventing Organizations – Frédéric Laloux