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LKNA19 - Beyond Cross Functionality
- 1. SquirrelNorth SQUIRRELNORTH Beyond Cross Functionality The Skill Liquidity Maturity Model (SLiMM) @martinaziz Martin Aziz, KCP, AKT martin@squirrelnorth.comSquirrelNorth SQUIRRELNORTH S Q U I R R E L N O R T H . C O M
- 2. SquirrelNorth SQUIRRELNORTH Blocked Again!? Why aren’t the skills we need always available? We have enough people!
- 3. SquirrelNorth SQUIRRELNORTH People are unique and can adapt. But they are not very liquid. We can overcome this if we organize effectively. Are people liquid when it comes to skills?
- 4. SquirrelNorth SQUIRRELNORTH Volatility, Uncertainty, Complexity, and Ambiguity VUCA
- 5. SquirrelNorth SQUIRRELNORTH In considering the Kanban Maturity Model Organizing for skill liquidity is a question of appropriateness linked to maturity.
- 6. SquirrelNorth SQUIRRELNORTH The Skill Liquidity Maturity Model (SLiMM) 5 Levels aligned with KMM maturity SLiMM v0.5 Skill Liquidity Maturity Model ML1 Multi-Skilled Individuals ML2 Cross Functional Teams ML3 ML4 Service Liquidity ML5 ML6 Organizational Liquidity MLO Skill Specialization Managed Service Specialists T-Shaped Individuals Cross- Functional Teams Enterprise Services Management Kanban Maturity Model
- 7. SquirrelNorth SQUIRRELNORTH The Corporate Reorg The moment your liquidity strategy goes into bankruptcy SquirrelNorth SQUIRRELNORTH Common sign of a skill liquidity breakdown.
- 8. SquirrelNorth SQUIRRELNORTH Maturity Level 0 – Skill Specialization Pikemen Cavalry ArchersAs seen in Game of Thrones The Battle of the B@$t@&)s SquirrelNorth SQUIRRELNORTH
- 9. SquirrelNorth SQUIRRELNORTH Maturity Level 0 – Skill Specialization SquirrelNorth SQUIRRELNORTH Good things about it: • Straightforward Hiring Process • Opportunity for personal craftsmanship • Deep competency developed Limitations • Over time imbalanced type and volume of skills • Imbalance tends to over-allocated bottleneck resources Immediate short-term benefits but very fragile to unevenness in market demand on your business over time.
- 10. SquirrelNorth SQUIRRELNORTH Maturity Level 0: At some point, hiring this guy made sense. SquirrelNorth SQUIRRELNORTH
- 11. SquirrelNorth SQUIRRELNORTH SLiMM v0.5 Skill Liquidity Maturity Model ML1 Multi-Skilled Individuals ML2 Cross Functional Teams ML3 ML4 Service Liquidity MLO Skill Specialization Managed Service Specialists T-Shaped Individuals Cross- Functional Teams Maturity Level 1 – Multi-Skilled Individuals
- 12. SquirrelNorth SQUIRRELNORTH SquirrelNorth SQUIRRELNORTH Maturity Level 1 – Multi-Skilled Individuals The Mounted Archer One key advantage of the Mongolian army SquirrelNorth SQUIRRELNORTH
- 13. SquirrelNorth SQUIRRELNORTH SquirrelNorth SQUIRRELNORTH Good things about it: • Reduce the frequency of requests for other specialties, eliminating potential delays • Pathways for individual skill development Limitations • More complicated hiring. Looking for people with ability and interest to develop adjacent skills • Bottlenecks still exist as access to specialists is still required and may go unmanaged These “T-Shaped” individuals offer some reduction in frequency of delays. Maturity Level 1 – Multi-Skilled Individuals
- 14. SquirrelNorth SQUIRRELNORTH SquirrelNorth SQUIRRELNORTH Multi-Skilled Individuals May not be right for everyone. “Damn it Jim! I’m a doctor not a ….” SquirrelNorth SQUIRRELNORTH
- 15. SquirrelNorth SQUIRRELNORTH SLiMM v0.5 Skill Liquidity Maturity Model ML1 Multi-Skilled Individuals ML2 Cross Functional Teams ML3 ML4 Service Liquidity MLO Skill Specialization Managed Service Specialists T-Shaped Individuals Cross- Functional Teams Maturity Level 2 – Cross-Functional Teams
- 16. SquirrelNorth SQUIRRELNORTH Maturity Level 2 – Cross-Functional Teams Forward Observer Squad Leader Medic Modern Military Squads SquirrelNorth SQUIRRELNORTH Radio Operator
- 17. SquirrelNorth SQUIRRELNORTH SquirrelNorth SQUIRRELNORTH Pooling of skills take place within encapsulated units called “teams”. Delays are managed by increasing the combination of work types a unit can support, reducing the frequency of outside requests. Maturity Level 2 – Cross-Functional Teams
- 18. SquirrelNorth SQUIRRELNORTH SquirrelNorth SQUIRRELNORTH ML2 XF Teams Fewer Sources of Delay Team 1 Team 2 Team 3 Specialist Teams Cross-Functional Teams Team 1 Output 2 Team Handoffs No team Handoffs Source of delay Source of delay Cross-Functional teams can reduce the frequency of hand-offs that would have been experienced by specialist teams.
- 19. SquirrelNorth SQUIRRELNORTH SquirrelNorth SQUIRRELNORTH ML2 XF Teams More Possibilities Teams can produce more combinations of possible work. It provides organizations with increased flexibility with what work they can offer to the market. Team 1 Team 2 Team 3 Cross-Functional Teams Team 1 Team 2 Team 3 Output Possibilities (1 per team) 1 combination of 3 10 combinations of 3 Team 1 Team 2 Team 3 Cross-Functional Teams Team 1 Team 2 Team 3 Output Possibilities (1 per team) 1 combination of 3 10 combinations of 3 Specialist Teams
- 20. SquirrelNorth SQUIRRELNORTH So how come the re-organization continues? SquirrelNorth SQUIRRELNORTH
- 21. SquirrelNorth SQUIRRELNORTH Team Backlog ML2 XF Teams A route for low-value work Team Backlog Org Needs 1. 2. 3. 4. 5. 6. Forced to wait Poor business option Team 1 Team 2
- 22. SquirrelNorth SQUIRRELNORTH ML2 XF Teams Delivery is not about a single team Customer Customer “We are so fast!” Delay Delay Commonly the largest sources of delay exist outside of a single team. Accumulating delays as work moves between various groups. “This was so slow!”
- 23. SquirrelNorth SQUIRRELNORTH Maturity Level 2 – Cross-Functional Teams SquirrelNorth SQUIRRELNORTH “Marines do not move forward into machine gun fire because they think that this would make their President happy. They do it because they know their buddies would do the same for them.” - Don Reinersten
- 24. SquirrelNorth SQUIRRELNORTH SLiMM v0.5 Skill Liquidity Maturity Model ML1 Multi-Skilled Individuals ML2 Cross Functional Teams ML3 ML4 Service Liquidity ML5 ML6 MLO Skill Specialization Managed Service Specialists T-Shaped Individuals Cross- Functional Teams Enterprise Services Management Kanban MaMaturity Level 3,4 – Service Liquidity
- 25. SquirrelNorth SQUIRRELNORTH Maturity Level 3,4 – Service Liquidity SquirrelNorth SQUIRRELNORTH Dump Trucks at a Construction Site 60 required to keep one digger from stopping
- 26. SquirrelNorth SQUIRRELNORTH Maturity Level 3,4 – Service Liquidity SquirrelNorth SQUIRRELNORTH Customer Customer Dynamic Team supporting entire service Shared service Teams with loose coupling Pool of Shared Services Pool of Skill Capabilities Boundariesaround teams are very porousallowing for dynamic configuration. The service acts as the new solid boundary. The service acts as the new solid boundary.
- 27. SquirrelNorth SQUIRRELNORTH Maturity Level 3,4 – Service Liquidity Top Priorities 1. 2. 3. 4. 5. 6. Team A Backlog Team B Backlog Lower value waits Teams have dynamically reconfigured to support the priorities of the service.
- 28. SquirrelNorth SQUIRRELNORTH ML3,4 Feedback Loops Required Feedback loops need to encompass the entire work flow for a service. The means scope of visibility will be required across multiple teams, multiple departments and potentially business units. Customer Customer Scope of visibility for feedback loops Value
- 29. SquirrelNorth SQUIRRELNORTH ML3,4 Political Resistance should be considered The flow of work may cut across existing functional and political boundaries. Access to the right skills can be subordinated to local agendas. Value Customer Customer Marketing Finance AnalyticsSales IT Support
- 30. SquirrelNorth SQUIRRELNORTH ML3,4 Mature Service Delivery Reviews Required SquirrelNorth SQUIRRELNORTH
- 31. SquirrelNorth SQUIRRELNORTH SLiMM v0.5 Skill Liquidity Maturity Model ML1 Multi-Skilled Individuals ML2 Cross Functional Teams ML3 ML4 Service Liquidity ML5 ML6 Organizational Liquidity MLO Skill Specialization Managed Service Specialists T-Shaped Individuals Cross- Functional Teams Enterprise Services Management Kanban Maturity Model Maturity Level 5,6 – Organizational Liquidity
- 32. SquirrelNorth SQUIRRELNORTH Maturity Level 3,4 – Organizational Liquidity SquirrelNorth SQUIRRELNORTH Maturity Level 5,6 – Organizational Liquidity The Grocery Store Aisle Tradeoffs are made on what to offer
- 33. SquirrelNorth SQUIRRELNORTH Customer Customer Customer Service with highest allocation. Service with lowest allocation. Service with allocated capacity. Value Value Value Customer Customer Customer Maturity Level 5,6 – Organizational Liquidity At any given time end-to-end services differ in importance in fulfilling an organization’s strategy. Critical services are given “thicker pipes” along with more access to critical skill allocation.
- 34. SquirrelNorth SQUIRRELNORTH ML5,6 Priority Visualization Visualizing Enterprise wide priorities against strategy. Allows for visualizing what has been committed to across all services along with capacity limits aligning to strategy. Ideas (∞) In Market Observations (∞) Options (160) Market Role StrategicSegment Table Stakes & Cost Reducers Spoilers Differentiators In Progress EnthusiastsMajorityLaggards (35) (20) (10) (25) (25) (25) (20) (20) (30)
- 35. SquirrelNorth SQUIRRELNORTH ML5,6 Organizing for enterprise priorities The boundaries for your pool of skill capabilities has now moved to encompass multiple services; potentially all services in the organization. Very few permanent teams remain in favour of dynamic organization. Pool of Skill Capabilities Customer Customer Customer Customer Customer Customer Dynamic Team supporting entire service Team supporting across multiple services Skills applied to areas of priority Shared services
- 36. SquirrelNorth SQUIRRELNORTH ML5,6 Mature Strat & Ops Reviews Required SquirrelNorth SQUIRRELNORTH
- 37. SquirrelNorth SQUIRRELNORTH The Skill Liquidity Maturity Model (SLiMM)SLiMM v0.5 Skill Liquidity Maturity Model ML1 Multi-Skilled Individuals ML2 Cross Functional Teams ML3 ML4 Service Liquidity ML5 ML6 Organizational Liquidity MLO Skill Specialization Managed Service Specialists T-Shaped Individuals Cross- Functional Teams Enterprise Services Management Kanban Maturity Model Appropriateness Try not to pursue adoption to the highest level, but to reflect on how your organization aligns to each level. Determine what level would be appropriate for your organization that makes sense for your market challenge and is reasonably achievable from where you are at today.
- 38. SquirrelNorth SQUIRRELNORTH The Skill Liquidity Maturity Model (SLiMM) 5 Levels aligned with KMM maturity SLiMM v0.5 Skill Liquidity Maturity Model ML1 Multi-Skilled Individuals ML2 Cross Functional Teams ML3 ML4 Service Liquidity ML5 ML6 Organizational Liquidity MLO Skill Specialization Managed Service Specialists T-Shaped Individuals Cross- Functional Teams Enterprise Services Management Kanban Maturity Model
- 39. SquirrelNorth SQUIRRELNORTH Beyond Cross Functionality The Skill Liquidity Maturity Model (SLiMM) SquirrelNorth SQUIRRELNORTH THANK YOU! S Q U I R R E L N O R T H . C O M @martinaziz Martin Aziz, KCP, AKT martin@squirrelnorth.com