ELABOR8 LUNCH AND LEARN BRISBANE MEETUP Robert Bratusa Brant: Introduction of Agile into business - De Bono's Six Thinking Hats® Workshop

1. Introduction of Agile into business
De Bono's Six Thinking Hats® Workshop
Prepared by
Robert B Brant
Brisbane, 27 June 2017
ELABOR8 LUNCH AND LEARN BRISBANE

2. 0. Intro
2

3. Agenda
0. Intro
1. De Bono's Six Thinking Hats
2. Group Split & Business Case
3. Group Work
4. Group Presentations
5. Conclusion
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4. About Me – Worked with various companies
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5. 1. De Bono's Six Thinking Hats®
5

6. Six Different Hats
Process
Managing
Information
Objective
Emotions
Intuitive
Negative
Pessimistic
Positive
Optimistic
Possibilities
Creative
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7. De Bono's Six Thinking Hats®
▪ Author Dr Edward de Bono
▪ Parallel thinking for groups
▪ A detailed and cohesive way of more effective problem solving.
▪ Methodology:
▪ The human brain thinks in a number of distinct ways
▪ A structured approach to identify six distinct directions of brain thinking
▪ Challenge the different ways of brain thinking.
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8. 8COMMERCIAL IN CONFIDENCE

9. Blue Hat – Process, Managing
• Defining the Focus
• What are we thinking about?
• What is our goal?
• Setting the Agenda
• Maintaining Discipline
• Noting Conclusions
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10. Hat – Objective, Information
• Information That We Have
• Information That We Would Like to Have
• Information That We Need
• Information That is Missing
• Sources for Getting any Missing Information
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11. Red Hat – Emotions, Intuitive
• Signalling feelings
• Considering Feelings in Decision Making
• Recognising a Range of Feelings
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12. Black Hat – Negative, Pessimistic
• Exploring Lack of Fit
• Looking at Faults
• Scanning for Potential Problems
• Assessing Yellow Hat Output
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13. Yellow Hat – Positive, Optimistic
• Values and Benefits
• Reasons for Optimism
• Feasibility
• Concepts
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14. Green Hat – Possibilities, Creative
• The Green Hat as a Formal Signal
• Expecting Creative Effort
• Adopting a Creative Attitude
• Green Hat Thinking in Problem Solving
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15. Examples of Six Thinking Hat Applications
▪ Initial Ideas -
▪ Choosing between alternatives -
▪ Identifying Solutions -
▪ Quick Feedback -
▪ Strategic Planning -
▪ Process Improvement -
▪ Solving Problems -
▪ Performance Review -
15
Process
Managing
Information
Objective
Information
Objective
(other people)
Positive
Optimistic
Negative
Pessimistic
Possibilities
Creative
Emotions
Intuitive
Process
Managing
Process
Managing
Information
Objective
Possibilities
Creative
Emotions
Intuitive
Positive
Optimistic
Negative
Pessimistic
Possibilities
Creative
Process
Managing
Process
Managing
Emotions
Intuitive
Information
Objective
Positive
Optimistic
Negative
Pessimistic
Possibilities
Creative
Emotions
Intuitive
Process
Managing
Process
Managing
Information
Objective
Possibilities
Creative
Positive
Optimistic
Negative
Pessimistic
Emotions
Intuitive
Process
Managing
Process
Managing
Negative
Pessimistic
Possibilities
Creative
Process
Managing
Process
Managing
Information
Objective
Negative
Pessimistic
Possibilities
Creative
Process
Managing
Process
Managing
Positive
Optimistic
Negative
Pessimistic
Information
Objective
Process
Managing
Possibilities
Creative
Process
Managing
Process
Managing
Information
Objective
Possibilities
Creative
Process
Managing

16. Examples of Six Thinking Hat Applications
▪ Initial Ideas -
▪ Choosing between alternatives -
▪ Identifying Solutions -
▪ Quick Feedback -
▪ Strategic Planning -
▪ Process Improvement -
▪ Solving Problems -
▪ Performance Review -
16
Process
Managing
Information
Objective
Information
Objective
(other people)
Positive
Optimistic
Negative
Pessimistic
Possibilities
Creative
Emotions
Intuitive
Process
Managing
Process
Managing
Information
Objective
Possibilities
Creative
Emotions
Intuitive
Positive
Optimistic
Negative
Pessimistic
Possibilities
Creative
Process
Managing
Process
Managing
Emotions
Intuitive
Information
Objective
Positive
Optimistic
Negative
Pessimistic
Possibilities
Creative
Emotions
Intuitive
Process
Managing
Process
Managing
Information
Objective
Possibilities
Creative
Positive
Optimistic
Negative
Pessimistic
Emotions
Intuitive
Process
Managing
Process
Managing
Negative
Pessimistic
Possibilities
Creative
Process
Managing
Process
Managing
Information
Objective
Negative
Pessimistic
Possibilities
Creative
Process
Managing
Process
Managing
Positive
Optimistic
Negative
Pessimistic
Information
Objective
Process
Managing
Possibilities
Creative
Process
Managing
Process
Managing
Information
Objective
Possibilities
Creative
Process
Managing

17. 2. Group Split & Business Case
17

18. Group Split
▪ Please move your positions and split into 3 Groups
▪ Group 1 (Equal or more members)
▪ Group 2
▪ Group 3
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19. Business Case
1. Stakeholder Interest
19

20. Business Case
2. Change Management and Transformation
▪ Business Transformation
▪ We need more communication and negotiation efforts to
introduce business changes.
▪ Digital Transformation
▪ Technology helps in the most cases to introduce changes easier.
▪ Still need for communication, but a technology change is an
excellent and strong argument in negotiation.
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21. Business Case
2. Digital and Business Transformations
▪ Most of the Business Transformations are also Digital
Transformations.
▪ In one transformation we are changing the business transformation
component and the digital transformation component at the same
time.
▪ It’s difficult to strictly limit the digital transformation part or strictly
the digital transformation part.
▪ We achieve additional synergies with combining both parts parallel.
21

22. Business Case
3. Transformation, Product & Profitability
22
Business
Transformation
▪ Market Analysis and
Benchmarking
▪ Business Planning
▪ Strategic Planning
▪ Business Model Redefinition
▪ International Business
Development
▪ New business Development
in Australia
▪ Cost Optimisation
▪ Independent business review
▪ Controlling and management
accounting
▪ Working Capital Optimisation
▪ PMO Project Management
▪ Interim management
▪ Process Improvement
▪ Operational Restructuring
▪ IT Business Transformation
▪ Human Resources
Development
▪ Strategy implementation
▪ Group Restructuring
Product
Development
Profitability
Improvement
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23. Business Case
4. HR: Previous Open Offices vs Agile Work Space
23

24. Business Case
4. New Digital (Sales) Channel
▪ We need Digital Transformation for the introduction of a digital
channel
▪ Examples of insufficient introductions of a new digital channel
without complete digital transformation could be:
▪ Collection of digitally/automatically generated orders via internet
portal and copy into another system
▪ Part of the processing is manual
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25. Business Case
5. Your Group Tasks
▪ You are part of the Advisory Group which provides professional internal support
for the Steering Committee.
▪ You have to provide Quick Written Feedback about the introduction of the Agile
practice into First Home Buyer Product – My Own Home.
▪ Choose the most likely scenario
▪ Sources:
▪ Presentation
▪ Business Case
▪ Internet
▪ Your experience and knowledge
▪ Relevant Assumptions
▪ 10 minutes work + 5 minutes presentation to other groups
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26. 3. Group Work
26

27. Group Work
▪ Schedule
▪ 10 min: Internal Group Work
- Group 1: Blue Hat – Process, Managing
- Group 2: Black Hat – Negative, Pessimistic
- Group 3: Green Hat – Possibilities, Creative
▪ 5 min Group 1: Blue Hat – Process, Managing
▪ 5 min Group 2: Black Hat – Negative, Pessimistic
▪ 5 min Group 3: Green Hat – Possibilities, Creative
▪ 5 min Group 1: Blue Hat – Process, Managing (Summary)
▪ We achieve additional synergies with combining both parts parallel.
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28. 10 Minutes Group Work
▪
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29. 4. Group Presentations
29

30. Quick Feedback:
Group 1 Group 2 Group 3 Group 1
30
Process
Managing
Negative
Pessimistic
Possibilities
Creative
Process
Managing

31. 5 Minute Group Presentation
Blue Hat – Process, Managing
• Defining the Focus
• What are we thinking about?
• What is our goal?
• Setting out the Agenda
• Maintaining Discipline
• Noting Conclusions
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32. 5 Minute Group Presentation
Black Hat – Negative, Pessimistic
• Exploring Lack of Fit
• Looking at faults
• Scanning for Potential Problems
• Assessing Yellow Hat Output
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33. Green Hat – Possibilities, Creative
• The Green Hat as a Formal Signal
• Expecting Creative Effort
• Adopting a Creative Attitude
• Green Hat Thinking in Problem Solving
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34. 6. Conclusion
34

35. 5 Minute Group Conclusion
Blue Hat – Process, Managing
• Defining the Focus
• What are we thinking about?
• What is our goal?
• Setting out the Agenda
• Maintaining Discipline
• Noting Conclusions
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36. Open Questions
36

37. Resources
▪ Edward de Bono: Six Thinking Hats
Little Brown and Company, 1985, ISBN 0-316-17791-1
▪ Digital Transformation is Business Transformation - J.D. Meier's Blog
https://blogs.msdn.microsoft.com/jmeier/2016/03/08/digital-transformation-is-business-
transformation/
▪ Moving from digitization to digitalization
https://www.i-scoop.eu/information-management/moving-digitization-digitalization/
▪ Digital Transformation By Mark Baker, 2014, ISBN 978-1500448486
▪ Westerman, G. Bonnet, D., McAfee, A. (2014). Leading Digital: Turning technology into business
transformation. Harvard Business Press.
▪ Kane, Gerald; Palmer, Doug; Nguyen Phillips, Anh; Kiron, David; Buckley, Natasha.
"Strategy, not Technology, Drives Digital Transformation". MIT Sloan Management Review. Retrieved
2016-01-18.
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38. Contacts
38
Robert Brant
Email:
robert@brants.com.au
LinkedIn:.
linkedin.com/in/robertbrt
Twitter:
@Robert_Brant

39. Print
39

46. Blue Hat – Process, Managing
• Defining the Focus
• What are we thinking about?
• What is our goal?
• Setting the Agenda
• Maintaining Discipline
• Noting Conclusions

47. Hat – Objective, Information
• Information That We Have
• Information That We Would Like to Have
• Information That We Need
• Information That is Missing
• Sources for Getting any Missing
Information

48. Red Hat – Emotions, Intuitive
• Signalling feelings
• Considering Feelings in Decision Making
• Recognising a Range of Feelings

49. Black Hat – Negative, Pessimistic
• Exploring Lack of Fit
• Looking at faults
• Scanning for Potential Problems
• Assessing Yellow Hat Output

50. Yellow Hat – Positive, Optimistic
• Values and Benefits
• Reasons for Optimism
• Feasibility
• Concepts

51. Green Hat – Possibilities, Creative
• The Green Hat as a Formal Signal
• Expecting Creative Effort
• Adopting a Creative Attitude
• Green Hat Thinking in Problem Solving