[sv] Presentation at Agile HR Sweden conference 2013-11-27. In a multi-team Agile-minded organisation, how do we gain synergy effects (like a common architecture or sharing same process) without violating team autonomy? A trip down history to Taylor's work reveal the assumptions behind why we think there should be a "cheif architect", and rebut those assumptions in light of e g Drive a la Daniel Pink. Instead we point to a possible way to "distill de facto standards" as shown by an example from the work at Swedish public service media company SVT.

1. Ledarskap i agile-sinnade
organisationer
Om andra ordningens Agile,
ansvarsfull autonomi
och att destillera en process
Agile HR Sweden
Dan Bergh Johnsson, Omegapoint
#agilehrsweden @danbjson

2. Agile HR Swedens manifest
/…/But in order to fully succeed, you need to
create more agile organizations where the
values lived by all employees in all functions
are changed. This includes not least HR
processes in line with the agile approach –
for example, performance management,
compensation, recruitment and leadership
development.
#agilehrsweden @danbjson

3. Agile har en annan form

4. Process-kontoret på SVTi
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5. Manifesto for Agile Software Development
Individuals and interactions
over
processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
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6. Frederick Winslow Taylor
(1856 - 1915)
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([1904]1911 – still going
strong)

7. Taylors antaganden
There is no question that the tendency of the average man (in all walks
of life) is toward working at a slow, easy gait, and that it is only after
a good deal of thought and observation on his part or as a result of
example, conscience, or external pressure that he takes a more
rapid pace. [s 6]
And the further illustrations to be given will make it clear that in almost
all of the mechanic arts the science which underlies each workman's
act is so great and amounts to so much that the workman who is
best suited actually to do the work is incapable (either through lack
of education or through insufficient mental capacity) of
understanding this science. [s 14]
And whenever the workman succeeds in doing his task right, and within
the time limit specified, he receives an addition of from 30 per cent
to 100 per cent to his ordinary wages. [s 13]
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8. Taylors metod
First. They develop a science for each element of a man's work, /…/
Second. They scientifically select and /…/train, /…/ the workman, /…/
Third. They heartily cooperate with the men so as to insure all of the
work being done in accordance with the principles of the science /
…/
Fourth. There is an almost equal division of the work and the
responsibility between the management and the workmen. The
management take over all work for which they are better fitted
than the workmen, while in the past almost all of the work and the
greater part of the responsibility were thrown upon the men. [s 12]
"Well, /…/ you will do exactly as this man tells you tomorrow, from
morning till night. When he tells you to pick up a pig and walk, you
pick it up and you walk, and when he tells you to sit down and rest,
you sit down. You do that right straight through the day. And what's
more, no back talk. ” [s 16]
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9. Business Process Improvement (1991)
Process Owner
The process owner is responsible for designing the
processes necessary to achieve the objectives of
the business plans
Operational Manager
Do: The operational manager is responsible to teach
process operators how to perform the processes
(work).
Process Operators
Do: Process operators are responsible to learn the
processes (work) that they are to perform.
http://en.wikipedia.org/wiki/Business_process_improvement
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10. Drive á la Daniel Pink
Purpose
Mastery
Autonomy
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11. ἐκκλησία - ansvarsfull autonomi
http://www.flickr.com/photos/robwallace/6950767/
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12. SVTi: ecclesia + double loop learning
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13. Första, andra, tredje
ordningens Agile
1:a team
commit-baserat, iterativt, retrospektiver
2:a organisation
idéutbyte, organisatoriskt lärande, samordning
3:e ledning/styrning
finansiering, portföljförvaltning, beyond budgeting
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14. Boktips
LESS! Essays on
Business
Transformations
Principles of Scientific
Management
The Human Side of
Enterprise
Drive
Implementing Beyond
Budgeting

15. Take-away
Person  Samarbete
Standard  De facto
Diktat  Diskurs
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