A successful organization must be good at delivering value to customers. There are two sides to this equation.
First the organization needs to understand what value is. This is related to market dynamics and the identification of the target groups associated with a specific market segment. Identifying what is valuable to a target group is a process that requires validation, not an assumption to be made on the fly or within the organization's own echo chambers.
Second the organization needs to understand how to create value more effectively. Under high levels of uncertainty and volatility, the concept of value can shift significantly within a short timeframe. This is why delivering effectively and establishing fast feedback loops between the market and the organization is of vital importance.
Continuing the series on ORGANIC agility, in this webinar we will explore Principle #3 Focus on Value Creation. We will briefly touch some of the tools we use for discovering the value stream as well as how you can design an organization to deliver on a value stream.
ORGANIC agility webinar - Archetypes: mapping organization, culture and leade...Giuseppe De Simone
The empirical evidence agile42 has got from multiple client engagements supports the theory that ideal characteristics of a leader are based on archetypes, ideal types of what an organization should look like and their underlying culture, and has led us to observe a very strong relationship between leadership attitude, organizational design, and organizational culture. The idea behind ORGANIC leadership is that there isn’t any right or wrong leadership behavior, but rather there are behaviors that one can master, and can be appropriately called upon in specific situations within a specific culture: if a leadership behavior doesn’t correspond to the cultural expectations of the people involved, will very likely cause a negative emotional response, and potentially increase motivational debt.
In this webinar I provided an overview of different Archetypes that are expressed under specific conditions and bring leadership behavior, organizational design and organizational culture together. We also explored some methods within the ORGANIC agility framework, that allow to recognize the Archetype to which an organization can be mapped at a given moment in time, and provide guidance for transitioning to a different archetype, while increasing coherence between culture, organizational design and leadership behaviors.
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not about implementing a model or another…
It feels like someone presented scaling as the ultimate solution to solve every problem… and now everybody wants to buy it, it really feels like an old story. Way to often the focus about scaling agile lands on the delivery of projects, and explicitly on the operational model behind that. Every true Agilist would know that agility is about continuous improvement and excellence as much as it is about delivery of value. The real challenge lays in how to make an organization learn continuous improvement and embed it into its own culture.
ORGANIC agility - beyond the mass production of agile at scaleLasse Ziegler
ORGANIC agility is an evolutionary approach to organizational agility and resilience that has been developed by working with hundreds of companies around the world. This presentation covers the five key principles of ORGANIC agility and explains how they provide the scaffolding for change.
ORGANIC agility - Beyond the mass production of agile at scaleGiuseppe De Simone
The document discusses agile42, an agile coaching company. It provides information on who they are, their experience helping companies transition to agile, and how they achieve results through a "results pyramid". It also discusses principles of increasing cultural awareness and coherence, and situational decision making using the Cynefin framework.
The document discusses reasons why Agile transitions often fail in organizations. It notes that transitions fail when organizations treat themselves like machines that can be commanded, want pre-packaged solutions without adapting to their unique context and culture, and do not take an incremental approach to validate changes. The document is presented by Giuseppe De Simone of agile42, an Agile coaching company that helps organizations transition to Agile through leadership coaching, team training, and practical tools.
The document discusses Agile transformation at a telecommunications company called sipgate with assistance from agile42. It provides background on agile42, describing them as an international group of passionate people focused on making workplaces more livable and engaging. It then discusses how in 2010, sipgate realized they were doing Agile but it was not really working for them. The rest of the document discusses agile42's approach to helping sipgate transform to Agile successfully, focusing on principles like validating changes in small increments and focusing on delivering value to customers.
A successful organization must be good at delivering value to customers. There are two sides to this equation.
First the organization needs to understand what value is. This is related to market dynamics and the identification of the target groups associated with a specific market segment. Identifying what is valuable to a target group is a process that requires validation, not an assumption to be made on the fly or within the organization's own echo chambers.
Second the organization needs to understand how to create value more effectively. Under high levels of uncertainty and volatility, the concept of value can shift significantly within a short timeframe. This is why delivering effectively and establishing fast feedback loops between the market and the organization is of vital importance.
Continuing the series on ORGANIC agility, in this webinar we will explore Principle #3 Focus on Value Creation. We will briefly touch some of the tools we use for discovering the value stream as well as how you can design an organization to deliver on a value stream.
ORGANIC agility webinar - Archetypes: mapping organization, culture and leade...Giuseppe De Simone
The empirical evidence agile42 has got from multiple client engagements supports the theory that ideal characteristics of a leader are based on archetypes, ideal types of what an organization should look like and their underlying culture, and has led us to observe a very strong relationship between leadership attitude, organizational design, and organizational culture. The idea behind ORGANIC leadership is that there isn’t any right or wrong leadership behavior, but rather there are behaviors that one can master, and can be appropriately called upon in specific situations within a specific culture: if a leadership behavior doesn’t correspond to the cultural expectations of the people involved, will very likely cause a negative emotional response, and potentially increase motivational debt.
In this webinar I provided an overview of different Archetypes that are expressed under specific conditions and bring leadership behavior, organizational design and organizational culture together. We also explored some methods within the ORGANIC agility framework, that allow to recognize the Archetype to which an organization can be mapped at a given moment in time, and provide guidance for transitioning to a different archetype, while increasing coherence between culture, organizational design and leadership behaviors.
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not about implementing a model or another…
It feels like someone presented scaling as the ultimate solution to solve every problem… and now everybody wants to buy it, it really feels like an old story. Way to often the focus about scaling agile lands on the delivery of projects, and explicitly on the operational model behind that. Every true Agilist would know that agility is about continuous improvement and excellence as much as it is about delivery of value. The real challenge lays in how to make an organization learn continuous improvement and embed it into its own culture.
ORGANIC agility - beyond the mass production of agile at scaleLasse Ziegler
ORGANIC agility is an evolutionary approach to organizational agility and resilience that has been developed by working with hundreds of companies around the world. This presentation covers the five key principles of ORGANIC agility and explains how they provide the scaffolding for change.
ORGANIC agility - Beyond the mass production of agile at scaleGiuseppe De Simone
The document discusses agile42, an agile coaching company. It provides information on who they are, their experience helping companies transition to agile, and how they achieve results through a "results pyramid". It also discusses principles of increasing cultural awareness and coherence, and situational decision making using the Cynefin framework.
The document discusses reasons why Agile transitions often fail in organizations. It notes that transitions fail when organizations treat themselves like machines that can be commanded, want pre-packaged solutions without adapting to their unique context and culture, and do not take an incremental approach to validate changes. The document is presented by Giuseppe De Simone of agile42, an Agile coaching company that helps organizations transition to Agile through leadership coaching, team training, and practical tools.
The document discusses Agile transformation at a telecommunications company called sipgate with assistance from agile42. It provides background on agile42, describing them as an international group of passionate people focused on making workplaces more livable and engaging. It then discusses how in 2010, sipgate realized they were doing Agile but it was not really working for them. The rest of the document discusses agile42's approach to helping sipgate transform to Agile successfully, focusing on principles like validating changes in small increments and focusing on delivering value to customers.
What the presentation is not about:
- Explaining why self-organized teams
- Explaining what a self-organized team is
- Explaining what a team is
- Explaining the boundaries and conditions to make self-organization to happen
What the presentation is about:
- Show an structured way of supporting self-organization throw my personal experience.
For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.
Xebia provides Agile consulting and training services to help organizations transform to Agile. Their vision is to be a preferred partner for customers undergoing Agile transformations by 2015. They offer solutions like transformation consulting, Agile trainings, and coaching services to help organizations adopt Agile practices in areas such as software development, banking, retail, and other industries. Their transformation approach involves evaluating an organization's needs, suggesting workshops, piloting solutions, and mainstreaming Agile practices.
How shifting thinking about an organisation as a biological, natural systems, opens significant options about how to design a better organisation. Using Nassim Taleb Antifragility concept, combined with the Cynefin Framework from Dave Snowden, it is possible to identify principles which will allow to design a better and more Resilient, possibly Antifragile organisation. In this presentation I am sharing the 6 Design Principles for an agile organisation that are at the core of the agile42 Enterprise Transition Framework (ETF). There are concrete examples from some of the companies that allowed us to share pictures.
Lisa Duty - The 7 Steps to Enterprise Business Agility, Leveraging the collec...Agile Impact Conference
The document outlines 7 elements of enterprise business agility: 1) delivery frameworks and agile mindset, 2) customer seat at the table, 3) lean portfolio management, 4) organizational structure and design, 5) leadership and culture, 6) technical transformation, and 7) make it stick. It discusses how business agility has evolved from agile teams to enterprise-wide transformation. The 7 elements provide a model for organizations to transform and become more adaptable to change.
What and What Not, Portfolio Lead Retrospects (In Enterprise Agile context)yashasree
Being agile enables the software development groups in Enterprises to deliver high value and high quality software with speed. However legacy applications along with the overall Enterprise landscape pose their own challenges that are outside of the scrum framework to solve. Multiple small scrum teams though working on separate applications need to be cohesive with a big picture. As a portfolio lead, who owns multiple applications and teams related to a portfolio within an Enterprise is a Chicken in scrum terminology. The expectation from the role is that of leader, scrum master as well as an Architect providing technical and functional oversight to the teams within the portfolio.
This session is about a retrospective of our work life as a Portfolio Lead who takes care of multiple scrum teams, and applications. We would like to speak about the top 3 challenges faced such as Scaling Production Support / Knowledge Retention for applications delivered through Scrum, Impact of Organizational Transformation initiatives on the scrum teams, and Multiple Stakeholder Expectations / Conflict Management through real life examples of our work. We would retrospect what we did, and discuss and debate what worked well, and what did not.
The session would focus on top 3 challenges faced:
Production Support / Knowledge Retention for applications delivered through Scrum
Impact of Organizational Transformation initiatives on the scrum teams
Multiple Stakeholder Expectations / Conflict Management
HR Initiatives is a HR consulting firm that provides innovative HR solutions to continually exceed customer expectations. It offers a wide range of HR services including consulting, training and development, surveys and diagnostics, outsourcing, and recruitment. The company follows a participative consulting methodology aimed at building competencies within client organizations and ensuring implementability of solutions. It has experience across industries and provides both standardized and customized training modules.
Although Technology received the maximum attention, the only sustainable competitive advantage in today's environment are People. How to effectively manage human resources has become the key challenge for the leader, not only in terms of his ability to compete, but to survive.
When formalized training and development is required to implement your business goals, Team Productivity Consultants offer an Indian experience of having trained more than 185,000 delegates of over 200 Blue Chip Indian corporations. TPCL is a pioneer in soft skill training in India.The business was started in 1985. Established offices across India. TPCL trained people in India, Malaysia, Singapore, Indonesia, Nepal, Saudi Arabia, Bahrain, Dubai, Mauritius, Sri Lanka and Philippines.
At TPCL, we recognize your need to understand and effectively develop people who would be the key to build the 21st Century Corporation and as a part of integrated human resources development, we offer training and consulting to help you develop effective training solutions linked to your corporate strategy and business goals. TPCL brings you an extensive range of training programs which are built around principles proven in the real world of business and guarantee results oriented training that will transform your business.
The document discusses organization development and human resource management topics. It provides information on organization development, training, psychometric testing, and human resource audits. It defines each topic and describes processes, objectives, methods, and key aspects. For organization development, it outlines the OD process, training objectives and methods, and steps in the training process. It also discusses psychometric tests, popular tests, and how to design test questions. Finally, it defines HR audits and their purpose and describes common methods like individual interviews, group interviews, workshops, and questionnaires.
The document discusses HR analytics and its importance. It outlines the objectives of HR analytics which include responding to business needs proactively, improving organizational performance through data-driven talent decisions, optimizing the talent supply chain, and serving as a competitive advantage. The document also discusses quantitative and qualitative analytics, different levels of HR analytics maturity, common HR data sources, benefits of HR analytics, and challenges in implementing HR analytics.
Adhocracy, holacracy, sociocracy or idiotcracy. We are constantly talking about changing our culture in organizations.
At the same time the majority of people just want to be left alone and get on with their work.
So how do we know what our culture was to begin with? A survey once a year asking if you are collaborating isn’t really a good way to “measure” culture.
On the Christmas party the leadership holds a great motivational speech on how we are now self-organizing and tell you to go and self-organize. How do we know that today we have a different culture from yesterday?
Telling people to change isn’t working. Putting up motivational posters don’t magically change our culture. So how do we get to a different culture?
In this session we will explore culture, ways to quantify culture in real time and ways how to grow and influence instead of “change" culture.
ABC Consultants Private Limited is an Indian professional services firm founded in 1969 that provides employment agencies, human resource consulting and outsourcing services. It operates out of eight locations in India and one in Dubai, employing over 570 recruitment consultants across 16 industries. As one of the oldest and most prominent HR companies in India, ABC Consultants pioneered organized placement services and now operates four group businesses specializing in different types of recruitment.
Government PO What to expect when they are expectingsparkagility
The document discusses the product owner role in an agile context, particularly for government organizations. It describes the traditional product owner responsibilities of managing the product backlog. However, it notes that the role may need to evolve for government settings, where a "value team" approach with multiple stakeholders facilitating decision making could be more effective than a single product owner. The document explores how organizational structures and value team configurations may need to adapt for government agencies.
hrplex consulting provides one-stop human resources solutions through a federated network of top HR experts. Their main offerings include executive search and talent acquisition/integration, people development and coaching services, learning and development solutions, change/transition management, and HR functional excellence. They have professionals with deep experience from premier B-schools and top Indian and multinational companies who take a hands-on approach. Their federated expertise network model allows clients to access the best expertise.
The document presents a training and development programme at Godrej. It discusses Godrej's mission to operate reliable businesses that delight customers in India and abroad. It then outlines several training programmes Godrej implemented between 1995-2003, including Total Quality Management to develop a positive culture, Parivartan to motivate employees, Gallop to develop professionals, and English language programmes to improve skills. The training programmes aimed to develop attitudes, skills, knowledge, and bring strategic recommendations. Benefits included improved productivity, reduced absenteeism, and confidence for employees.
Organizational culture is the deciding factor for success or failure of a company. What kind of culture leads to success? How do you know if you have that culture? In this session you will learn what kind of different cultural types organizations have, how these affect the behavior of people and how to “measure” your culture.
TASMAC Management Training Resources (TMTR) Pvt. Ltd ‘TMTR’, based in Pune with 14 years of HR/ OD training experience, runs training programmes/ workshops across India on a daily basis with esteemed clients at reasonable prices throughout the country in various locations like Mumbai, Bangalore, Pune, Hyderabad, Chennai, etc with the best outcomes.
The document discusses teaching agile principles and Scrum in a primary school classroom. It describes setting up an experiment where students self-organized into a Scrum team to work on a project. The results showed that students enjoyed learning this way and gained skills in areas like collaboration, planning, and self-reflection that are difficult to learn in a traditional classroom setting. The conclusion is that teaching agile to children is feasible and can help them learn skills that will serve them well in the future.
Keynote stop scaling... start growing an agile organization!Andrea Tomasini
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.
What the presentation is not about:
- Explaining why self-organized teams
- Explaining what a self-organized team is
- Explaining what a team is
- Explaining the boundaries and conditions to make self-organization to happen
What the presentation is about:
- Show an structured way of supporting self-organization throw my personal experience.
For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.
Xebia provides Agile consulting and training services to help organizations transform to Agile. Their vision is to be a preferred partner for customers undergoing Agile transformations by 2015. They offer solutions like transformation consulting, Agile trainings, and coaching services to help organizations adopt Agile practices in areas such as software development, banking, retail, and other industries. Their transformation approach involves evaluating an organization's needs, suggesting workshops, piloting solutions, and mainstreaming Agile practices.
How shifting thinking about an organisation as a biological, natural systems, opens significant options about how to design a better organisation. Using Nassim Taleb Antifragility concept, combined with the Cynefin Framework from Dave Snowden, it is possible to identify principles which will allow to design a better and more Resilient, possibly Antifragile organisation. In this presentation I am sharing the 6 Design Principles for an agile organisation that are at the core of the agile42 Enterprise Transition Framework (ETF). There are concrete examples from some of the companies that allowed us to share pictures.
Lisa Duty - The 7 Steps to Enterprise Business Agility, Leveraging the collec...Agile Impact Conference
The document outlines 7 elements of enterprise business agility: 1) delivery frameworks and agile mindset, 2) customer seat at the table, 3) lean portfolio management, 4) organizational structure and design, 5) leadership and culture, 6) technical transformation, and 7) make it stick. It discusses how business agility has evolved from agile teams to enterprise-wide transformation. The 7 elements provide a model for organizations to transform and become more adaptable to change.
What and What Not, Portfolio Lead Retrospects (In Enterprise Agile context)yashasree
Being agile enables the software development groups in Enterprises to deliver high value and high quality software with speed. However legacy applications along with the overall Enterprise landscape pose their own challenges that are outside of the scrum framework to solve. Multiple small scrum teams though working on separate applications need to be cohesive with a big picture. As a portfolio lead, who owns multiple applications and teams related to a portfolio within an Enterprise is a Chicken in scrum terminology. The expectation from the role is that of leader, scrum master as well as an Architect providing technical and functional oversight to the teams within the portfolio.
This session is about a retrospective of our work life as a Portfolio Lead who takes care of multiple scrum teams, and applications. We would like to speak about the top 3 challenges faced such as Scaling Production Support / Knowledge Retention for applications delivered through Scrum, Impact of Organizational Transformation initiatives on the scrum teams, and Multiple Stakeholder Expectations / Conflict Management through real life examples of our work. We would retrospect what we did, and discuss and debate what worked well, and what did not.
The session would focus on top 3 challenges faced:
Production Support / Knowledge Retention for applications delivered through Scrum
Impact of Organizational Transformation initiatives on the scrum teams
Multiple Stakeholder Expectations / Conflict Management
HR Initiatives is a HR consulting firm that provides innovative HR solutions to continually exceed customer expectations. It offers a wide range of HR services including consulting, training and development, surveys and diagnostics, outsourcing, and recruitment. The company follows a participative consulting methodology aimed at building competencies within client organizations and ensuring implementability of solutions. It has experience across industries and provides both standardized and customized training modules.
Although Technology received the maximum attention, the only sustainable competitive advantage in today's environment are People. How to effectively manage human resources has become the key challenge for the leader, not only in terms of his ability to compete, but to survive.
When formalized training and development is required to implement your business goals, Team Productivity Consultants offer an Indian experience of having trained more than 185,000 delegates of over 200 Blue Chip Indian corporations. TPCL is a pioneer in soft skill training in India.The business was started in 1985. Established offices across India. TPCL trained people in India, Malaysia, Singapore, Indonesia, Nepal, Saudi Arabia, Bahrain, Dubai, Mauritius, Sri Lanka and Philippines.
At TPCL, we recognize your need to understand and effectively develop people who would be the key to build the 21st Century Corporation and as a part of integrated human resources development, we offer training and consulting to help you develop effective training solutions linked to your corporate strategy and business goals. TPCL brings you an extensive range of training programs which are built around principles proven in the real world of business and guarantee results oriented training that will transform your business.
The document discusses organization development and human resource management topics. It provides information on organization development, training, psychometric testing, and human resource audits. It defines each topic and describes processes, objectives, methods, and key aspects. For organization development, it outlines the OD process, training objectives and methods, and steps in the training process. It also discusses psychometric tests, popular tests, and how to design test questions. Finally, it defines HR audits and their purpose and describes common methods like individual interviews, group interviews, workshops, and questionnaires.
The document discusses HR analytics and its importance. It outlines the objectives of HR analytics which include responding to business needs proactively, improving organizational performance through data-driven talent decisions, optimizing the talent supply chain, and serving as a competitive advantage. The document also discusses quantitative and qualitative analytics, different levels of HR analytics maturity, common HR data sources, benefits of HR analytics, and challenges in implementing HR analytics.
Adhocracy, holacracy, sociocracy or idiotcracy. We are constantly talking about changing our culture in organizations.
At the same time the majority of people just want to be left alone and get on with their work.
So how do we know what our culture was to begin with? A survey once a year asking if you are collaborating isn’t really a good way to “measure” culture.
On the Christmas party the leadership holds a great motivational speech on how we are now self-organizing and tell you to go and self-organize. How do we know that today we have a different culture from yesterday?
Telling people to change isn’t working. Putting up motivational posters don’t magically change our culture. So how do we get to a different culture?
In this session we will explore culture, ways to quantify culture in real time and ways how to grow and influence instead of “change" culture.
ABC Consultants Private Limited is an Indian professional services firm founded in 1969 that provides employment agencies, human resource consulting and outsourcing services. It operates out of eight locations in India and one in Dubai, employing over 570 recruitment consultants across 16 industries. As one of the oldest and most prominent HR companies in India, ABC Consultants pioneered organized placement services and now operates four group businesses specializing in different types of recruitment.
Government PO What to expect when they are expectingsparkagility
The document discusses the product owner role in an agile context, particularly for government organizations. It describes the traditional product owner responsibilities of managing the product backlog. However, it notes that the role may need to evolve for government settings, where a "value team" approach with multiple stakeholders facilitating decision making could be more effective than a single product owner. The document explores how organizational structures and value team configurations may need to adapt for government agencies.
hrplex consulting provides one-stop human resources solutions through a federated network of top HR experts. Their main offerings include executive search and talent acquisition/integration, people development and coaching services, learning and development solutions, change/transition management, and HR functional excellence. They have professionals with deep experience from premier B-schools and top Indian and multinational companies who take a hands-on approach. Their federated expertise network model allows clients to access the best expertise.
The document presents a training and development programme at Godrej. It discusses Godrej's mission to operate reliable businesses that delight customers in India and abroad. It then outlines several training programmes Godrej implemented between 1995-2003, including Total Quality Management to develop a positive culture, Parivartan to motivate employees, Gallop to develop professionals, and English language programmes to improve skills. The training programmes aimed to develop attitudes, skills, knowledge, and bring strategic recommendations. Benefits included improved productivity, reduced absenteeism, and confidence for employees.
Organizational culture is the deciding factor for success or failure of a company. What kind of culture leads to success? How do you know if you have that culture? In this session you will learn what kind of different cultural types organizations have, how these affect the behavior of people and how to “measure” your culture.
TASMAC Management Training Resources (TMTR) Pvt. Ltd ‘TMTR’, based in Pune with 14 years of HR/ OD training experience, runs training programmes/ workshops across India on a daily basis with esteemed clients at reasonable prices throughout the country in various locations like Mumbai, Bangalore, Pune, Hyderabad, Chennai, etc with the best outcomes.
The document discusses teaching agile principles and Scrum in a primary school classroom. It describes setting up an experiment where students self-organized into a Scrum team to work on a project. The results showed that students enjoyed learning this way and gained skills in areas like collaboration, planning, and self-reflection that are difficult to learn in a traditional classroom setting. The conclusion is that teaching agile to children is feasible and can help them learn skills that will serve them well in the future.
Keynote stop scaling... start growing an agile organization!Andrea Tomasini
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.
Process and Structure can be changed overnight. Mindsets can'tGaetano Mazzanti
The document discusses why change initiatives often fail and provides guidance on successfully driving organizational change. It notes that change initiatives usually fail due to predefined targets and underestimating organizational culture. It recommends assessing the current and desired culture, running small experiments to learn quickly, and focusing on enabling constraints rather than rigid rules or best practices given the complexity of organizations. Continuous learning through experiments and adapting based on results is key to guiding emergent cultural change.
Being a Scrum Master can be a daunting task: making sure Scrum is well understood by the team and the organization, mentoring the team on making Scrum events effective, coaching the Product Owner how to keep a visible and clear Product Backlog, facilitating self-organization and nudging the team and the company culture towards Scrum values. And all this by being a servant leader and leading without authority!
Stop scaling... Start growing an Agile Organization!Andrea Tomasini
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
The Team Assessment is a key part of the Team Coaching Framework used by agile42 to coach Agile teams. This workshop has been presented by Niels Verdonk and Konrad Pogorzala at agile42 Connect in Berlin, November 2015.
Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)
Agile Testing is nonsense, because Agile is about testing!Andrea Tomasini
Testing is an attitude which brings us to trust results based on the fact that we can validate them. Testing is an approach which allows us to think about how to verify we did the right thing even before starting. Testing is a practice which allows us to write effective tests that can be repeated indefinitely while systematically producing consistent results.
Agile is built around the idea of managing complex projects, recognizing the importance of emerging results and verifying in a very disciplined way the assumptions and hypothesis we make as often and as thoroughly as possible. This means testing everything we do, every day ... So if you are truly Agile, you are living testing in every second of your life!
This document discusses principles of organic change and agility. It argues that agility cannot be bought or copied, but must emerge through an evolutionary approach tailored to each organization's unique context. Five principles of organic change are outlined: 1) increase cultural awareness, 2) use situational decision making, 3) focus on value creation, 4) validate changes in small increments, and 5) optimize end-to-end flow. Leadership must be dynamic and distributed. Agility results from culture, behaviors and ongoing adaptation rather than rigid frameworks.
The Good Shepherd - the Role of BAs in AgileDave Sharrock
Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.
Measuring What Matters in Your Agile TransformationBrad Swanson
So you’ve decided to “go Agile”. Why? How can you clearly articulate the business goals of your agile transformation, and how can you effectively measure your progress and success?
We will show how to use the Agile Strategy Map™ to define your Agile transformation strategy, and give real-world examples of strategies used successfully by many organizations. Participants will get practice using the Strategy Map and identifying some metrics that matter.
Before starting the journey to becoming an agile organization, it’s critical to define your business objectives: quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or whatever challenges you need to address. To make those goals real, they need to be measurable. Because the journey may be long, you need both leading indicators to know if you’re going in the right direction, and lagging indicators to tell if your goals have been met.
The document discusses principles for organizational change and transitioning to agile practices. It presents four principles: 1) focus on small incremental changes, 2) focus on value and organize accordingly, 3) decentralize control whenever possible, and 4) avoid synchronization of flows unless necessary. Traditional change management focuses on standardization before stabilization, while agile change management focuses on stabilization with emergent standardization through fast, incremental changes in periods of less than 12 weeks.
Team Member to Mgr: “Now I’m in a self-organized team, what do you do exactly?” Mgr: “Um, good question. Come to the talk and find out.”
Learning Objectives:
* Be able to answer the question “What do you do as a manager of an Agile team?”
* Understand the difference between line management, functional management and program management.
* Learn how to influence behavior through visible progress and expectations management rather than telling teams what to do.
* Discover why a focus on flow and value delivery is critical to Agile leadership.
* Bring Dilbert cartoons into your management style without everyone calling you “the pointy haired boss.”
The agile reading glasses: foundation principles and history being agile appr...Andrea Tomasini
A quick journey through the foundation of agile and the history behind it. Starting from the process control theory, moving forward through iterative and incremental approach, and the pull principle. Moving on to the continuous improvement focus, stemming from the Lean Thinking and the work done by the fore runners of the Toyota Production System (TPS). Finally discussing how agile thinking can help establishing self-organization and focus on customer value, motivating both the workers and the clients, by establishing healthier short-feedback cycle, with collaboration focused on learning faster together.
The document advertises an Agile Fluency Workshop that aims to help business leaders, coaches, and teams unlock their value proposition through Agile transformations and develop fluency in Agile skills. The workshop will apply the Agile Fluency Model to determine the best Agile approaches, model how teams develop proficiency in Agile skills, and explain how skills and practices may change as fluency increases. It provides learning objectives, workshop details, testimonials, information on the Agile Fluency Model and its developers, and background on the workshop facilitator.
What Is The Process Of Becoming A Professional Agile Coach?Advance Agility
An agile coach is a member of project management whose role is to motivate individuals, groups and teams of an organization to adopt agile values and 12 principles of agile methodology. Basically, a majority of agile coaches come from a background of IT, project management, product management and software development.
STATIK: Systems Thinking Approach to Introducing KanbanBrad Swanson
The document describes the STATIK framework for introducing Kanban. STATIK stands for Systems Thinking Approach To Introducing Kanban. It involves 6 steps: 1) understanding fitness for purpose and sources of dissatisfaction, 2) demand and capability analysis, 3) modeling the workflow, 4) discovering classes of service, 5) designing the Kanban system, and 6) creating a rollout plan. Introducing Kanban requires understanding the current system and making changes gradually to avoid resistance. Classes of service and limiting work-in-progress are key parts of designing an effective Kanban system.
Similar to Meet The Coach Event - What is Coaching (20)
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.