Uploaded byTimo Punkka
(Lean Finland Management Event, 2018) Team-Based Organization
This document discusses the evolution of a team-based organization at Schneider Electric, emphasizing the importance of supporting end-to-end business value chains through agile development methods. It outlines the benefits and challenges faced in implementing a structured governance system, including transparency in value and capacity understanding, while also addressing misconceptions and a lack of clear authority. Additionally, it highlights practices such as bi-weekly meetings and cross-functional teams aimed at continuous improvement in agile product development.
(Lean Finland Management Event, 2018) Team-Based Organization
- 1. Team-Based Organization Timo Punkka,Schneider Electric
- 2. Case organization “Organization maycomprise of marketing, product management, development, operations and support for a single product or a certain business unit. What is important is their ability to support complete, end-to-end business value chains.” (Arell,Coldewey and Hesselberg, 2012) 60 180 000
- 3. First Agile Development team 20082010 2009 2013 2014 2015 2012 2011 Agile Hardware Development ISO9001 for Agile product development Whole Product Development using Agile Development methods Synchronized releases across the company First Nordic-Baltic Release Planning - event Scaled Agile Framework First Innovation Days –event Lean Startup - method Whole product development using Agile Development methods Brief history
- 4. Surfacing Symptoms: • Misconceptions •No clear authority • Where are the decisions made, how? • Lacking / not aligned understanding of big picture / priority • Confusing meetings, no focus CEO Moving on... Portfolio & Roadmap Leadership 3P
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- 6. Need Value Operational valuestream Development value stream Defining an organization using value streams Organization
- 7. Need Value Organization Team Team Team Team Team Team Team Definingan organization using value streams
- 8. Organization Team Role Name: SocialMedia Purpose: We are attractive and innovative at social media with our offer. Domains: Company social media accounts Accountabilities: Producing material like messages and updates. Publishing and updating. Fractals in Team-Based Organization
- 9. Current governance (27.9.2018) 2 Years 12Teams 114 Roles
- 10. All teams visibleto everyone
- 11. Project – Outcomeoriented Tensions – Always a bit better Next-actions towards the outcome Outcome to be fullfilled (=Project) A possible state Current observed reality = ”A Tension” Projects and/or Next-Actions ”A feeling of a gap between what is and what could be” Phrased in past tense; ”Pricing information updated.” Two primary duties of a role assignee
- 12. Check-In Round Checklists andMetrics Project Updates Agenda Building Processing tensions Closing Round Check-In Round Administrative Concerns Agenda Building Process Agenda Closing Round Doing Work Tactical Meeting Governance Meeting Sensing Tensions Focused meetings around purpose
- 13. 2. Bi-Weekly GovernanceMeetings Meeting type Week 1 Week 2 Week 1 Week 4 Tactical Meeting Governance Meeting Issue Specific Meeting (as needed) Four weeks in a life of a team
- 14. Key findings Benefits sofar: • Value becomes transparent • Company-wide understanding of capacity • Operative structure supports the change Current challenges: • Behavior strongly anchored in institution • Moving beyond critical mass • Getting the Governance to truly work
- 15. Agile Product Development New Team One TeamFirst (Close proximity to Agile teams) Technical Support Product Management Development Cross-Functional Clear authority (role definitions) Fixed meeting practices Outcome oriented work management Work is transparent Continuous improvement How to experiment – ”start with one” -approach
- 16.