Lean Agile London Talk 2024 May - Andrea Darabos v1.pdf

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If your organisation is working to become more customer centric, digital-enabled and agile, this talk is for you. I present the pitfall of many such transformations - we increasingly work in cross-functional teams, aligned to customer or business outcomes. This team focus is great, but we should not lose sight of the forest from the trees... Based on client case studies, where we actually managed to become more siloed the more agile teams we had... I show an alternative future, in which we 1. form an assumption around the desired state of organisational collaboration in our context 2. measure the status quo with the tools and techniques of organisational network analysis (ONA) 3. reflect on the results of the assessment and co-create interventions that enable us to reach the required density of the organisation's social network, increase diversity and trust level among peers. I call the required behaviors that bridge siloes - informal leadership - and this is based on research into many innovative organisations like NASA, Pfizer and others. I leave you with a few books for initial reading - but also, do not hesitate to reach out for a demo into ONA and a pilot project to see how we can help you improve your organisation's network's fabric and business outcomes as a result.

Business

NETWORKED COLLABORATOR
Top 5 behaviors to master for the
creative age
LEAN AGILE LONDON 2024
Andrea Darabos
21/05/2024
LEAN ADVANTAGE LTD. PRESENTED BY
All slides under Copyright (c) of Andrea Darabos 2024.

LEAN AGILE LONDON 2024
LEAN ADVANTAGE LTD. (C) ANDREA DARABOS
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The Formal
Organisation
FORMALLY AUTHORIZED LEADERS
FEELS ORDERLY
DECISION-MAKING IS A FIXED PROCESS
LEAN ADVANTAGE LTD. (C) ANDREA DARABOS
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The Informal
Organisation
INFORMAL LEADERSHIP
FEELS MORE COMPLEX
DECISION-MAKING IS DYNAMIC
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Team- vs Business Agility
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Space: STRUCTURED vs ORGANIC
Time: SCHEDULED vs FLUID
Growth: COMPOUNDING vs SPORADIC
Decisions: CALCULATED vs INTUITIVE
Orderly vs Chaotic
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Informal Leader
Informal leadership refers to individuals who influence and guide their
peers without holding a formal leadership position.
These leaders emerge naturally based on their expertise, social skills, or
charisma rather than official authority.
Definition: P2P Foundations wiki
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Importance of
Informal Leaders
They earned their social respect and trust
Are well-connected, can mobilize people in change initiatives
Can leverage their networks and find solutions to problems quickly
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5 KEY INFORMAL
LEADERHSIP
BEHAVIORS ?
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5 KEY INFORMAL
LEADERHSIP
BEHAVIORS
OFFER CRITIQUE AND HELP
HAVE A BIAS FOR ACTION
INVITE PEOPLE TO JOIN
BE ON A QUEST
ASK FOR HELP
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Be on a Quest
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Invite people to join
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Ask for help

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Have a bias for action
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Offer both critique and help
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Find your
informal leaders
ONA - Organisational Network Analysis
To what extent colleagues are trusted by
others?To what extent they are
communicating, collaborating, with whom?
How are they organising collaboration?
Any overlap to formal leaders?
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LEAN AGILE LONDON 2024
LEAN ADVANTAGE LTD. (C) ANDREA DARABOS

Nurture them
Informal leadership is vital in fostering trust, encouraging
creativity, and enhancing problem-solving capabilities.
As a formal leader with formal authority - recognise and
nurture these leaders, and encourage informal leadership
behaviours with open invite / volunteering opportunities
Avoid overloading them
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LEAN AGILE LONDON 2024
LEAN ADVANTAGE LTD. (C) ANDREA DARABOS

Avoid Burnout
Measure the workload of your networked
collaborators, informal leaders (with regards to
information flow, advice flow, Nr of connections)
Avoid always going to your “go-to-person”
Rely more and more on your 2nd circle of informal
leaders to distribute workload and opportunity
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LEAN ADVANTAGE LTD. (C) ANDREA DARABOS

Further
Reading
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LEAN ADVANTAGE LTD. (C) ANDREA DARABOS

Andrea Darabos
andrea@leanadvantage.co
www.leanadvantage.co
LEAN AGILE LONDON 2024
LEAN ADVANTAGE LTD. (C)

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