Real Cross-functional teams for Creating real and better Products

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co-presentation with Maryse Meinen. At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs, etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market. If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality, the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream. Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.

Business

@leanarchitect | @JuttaEckstein
1
1
Jutta Eckstein | @JuttaEckstein
www.JEckstein.com
Maryse Meinen | @leanarchitect
www.agileforlife.org
Real Cross-functional Teams for Creating Real
and Better Products

@leanarchitect | @JuttaEckstein
4
Inclusive Products?
■ Map apps that fail to account for women’s desire
for ‘safest’ in addition to ‘fastest’ routes
■ Virtual reality headsets that are too big for the
average woman’s head
■ Microphones that require either a waistband or
substantial pockets to attach to
■ Artificial intelligence?

@leanarchitect | @JuttaEckstein
7
An organization produces a design
that reflects the organization's
biases.
Eckstein’s Law

@leanarchitect | @JuttaEckstein
8
Differences & Exchanges
Source:
https://www.hsdinstitute.org/resources/difference-matrix.html
high
low
Exchanges
Differences
low high

@leanarchitect | @JuttaEckstein
9
Changing Differences & Exchanges
high
low
Exchanges
Differences
Emerging
◼ Decrease exchanges:
• Reflection
• Separation
• Rest
Uncoupling
◼ Decrease differences:
• Identifying similarities
• Creating common group
stories
Reinforcing
◼ Increase differences:
• Identifying differences
• Asking for opinions
Belonging
◼ Increase exchanges:
• Using questions and
stories
low high
Source:
https://www.hsdinstitute.org/resources/difference-matrix.html

@leanarchitect | @JuttaEckstein
10
Chat Storm
■ What are your recommendations for cross-functional
teams?

@leanarchitect | @JuttaEckstein
11
Our Recommendations for Cross-functional Teams
■ Ask for different perspectives within the team
■ Ask for anonymous feedback
■ Consent decision-making
■ Explicitly use inclusive techniques to hear all voices

@leanarchitect | @JuttaEckstein
12
Consider (a Spectrum of) Personas
Source:
©David
Dame,
Microsoft,
https://bit.ly/3EYNdXk

@leanarchitect | @JuttaEckstein
13
Inclusive Language
■ Personal characteristics only when relevant
■ Gender inclusive practices
■ Careful with expressions or metaphors

@leanarchitect | @JuttaEckstein
14
Thank you!
Jutta Eckstein, @JuttaEckstein
Jutta@JEckstein.com
http://JEckstein.com
Maryse Meinen, @leanarchitect
marysemeinen@xs4all.nl
www.agileforlife.org

At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.

Real Cross-functional Teams for Creating real and better Products

Jutta Eckstein

At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market. Too many products have been developed that serve one kind of client only. The reason is that the composition of the teams leads (subconsciously) to the development of products that serve only people that resemble the people in the team. One “famous” example is the soap dispenser that only works if your hands are white. If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream. Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.

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Das Agile Manifest erschließt „bessere Wege, Software zu entwickeln“. Könnte dieser bessere Weg auch den CO2-Fußabdruck der Software berücksichtigen? Einer Prognose zufolge wird die IT bis 2030 21% des weltweiten Energieverbrauchs ausmachen. Ändern wir die Art und Weise wie wir Software implementieren nicht, werden wir zur Erhöhung des CO2-Fußabdrucks beitragen. Es ist also Zeit zu prüfen, wie agile Entwicklung dazu beitragen kann, den Energieverbrauch zu senken und für mehr – ökologische, soziale & wirtschaftliche – Nachhaltigkeit zu sorgen.

Can we leverage the Agile Manifesto to reduce our Carbon footprint?

Jutta Eckstein

Do you know that some forecasts project that in 2030 IT will account for 21% of all energy consumption? So, if we do not change the way we implement software, we will contribute to the increase in the carbon footprint. This means it is about time to take another look at how agile development can help decrease energy consumption. In this workshop, we'll explore how the agile principles can guide us to more sustainability, and we'll provide you with concrete ideas for increasing sustainability in your product development.

Software Sustainability: Wake-Up Call for Taking Responsibility

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The increase of digitalization means that software is a key driver for society and the economy. However, this means we can’t keep creating products and without taking the responsibility for the impact of the software. For example, IT is predicted to account for 21% of global energy consumption by 2030. If we don't change the way we implement software, we will add to our carbon footprint. So, it is time to examine how software development can help reduce energy consumption and ensure more - ecological, social & economic - sustainability. In this keynote, I want to broaden our horizon on having a more holistic perspective on our responsibility for sustainability. I will share both ideas about possibilities and examples from companies who make already an effort in implementing this holistic perspective, because sustainability becomes more and more a success factor for every company: For finding and keeping both clients as well as talent. Thus, this session is about raising the awareness of our contribution to more sustainability and hopefully being a wake-up call for taking responsibility.

Addressing Complexity by Learning fast with BOSSA nova

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The pandemic is a stark example of the volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in and this world asks for company-wide agility. By synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility, BOSSA nova is one approach to company-wide agility. Yet it is often unclear, where and how to start implementing this approach. As pointed out by the so-called Fearless Change Patterns, it doesn’t help to wait for the perfect moment when you have the resources and knowledge you think you need; instead, take the first baby step and start learning. Thus, for living in the VUCA world an open mindset to learning is essential that can be approached by the concept called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, I will share both the concept and some examples of probes implemented by different companies that can guide the probing in your company to establish a learning organization.

A Simple Approach for Managing Complexity

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We often find ourselves in complex situations without recognizing what makes them complex. Yet, only understanding the context will help us to either benefit from the complex situation (yes, it can also be beneficial) or know how to reduce the complexity. In this workshop, we will introduce a simple tool (the difference matrix of Human Systems Dynamics, HSD in short) that helps to see the differences and exchanges that at the same time make a situation complex and provide hints for reducing the complexity. Using a case study, participants will experience in small groups (using breakout rooms) how they can use the difference matrix by example.

What's the Impact of the Agile Manifesto on our Carbon Footprint?

Jutta Eckstein

The Agile Manifesto captures "better ways of developing software" yet, could this better way also take the carbon footprint of your software into account? Some forecasts project that in 2030 IT will account for 21% of all energy consumption. Software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. If we do not change the way we implement software, we will contribute to the increase of the carbon footprint. This means it is about time to take another look at how agile development can help decrease energy consumption. So, this session tries to provide the first answers to "how can the agile community and the agile principles contribute to or guide sustainability?" In this workshop, we want to examine how the principles of the Agile Manifesto can provide guidance for implementing sustainability in IT. In order to do so, we will explore how the principles can contribute to sustainability, and how a greater awareness can change our current way of working for providing our contribution to addressing climate change.

Beyond KPIs & OKRs: How “measuring from below” enables innovation and true ef...

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“Measuring from above” traditionally means measuring against a standard set in the past - against a set of assumptions based on customer research. The unstated assumption is that the customer data will be valid for at least some period of time in the future. OKRs and KPIs then give feedBACK against targets set based on management’s picture of what customers want. What is needed in our VUCA world, however, is feedFORWARD. That is, we must build a model of what customers will want in the future and act now against that model. Too often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top-down OKRs and KPIs. Moreover, “measuring from above,” tends to measure only the output of production. However, in the VUCA world, we’re living in right now, measuring the output of production is not enough for companies that need to survive and thrive on disruption. Although OKRs and KPIs have served the business world well in the past, in the future, companies need to focus on the truly important outcome: what is really making a difference for our customers and therefore for our company. However, in a VUCA world, we cannot assume any sort of stability - the model of the future must change often if it is to be sensitive to changing conditions. The “view from below” is very likely to be more attuned to such changes than the view from the top, which necessarily operates at a more abstract, longer-term level. Without measurement from below, the measurement from the top is likely to become “old-fashioned” very quickly. Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches.

Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...

Jutta Eckstein

Business Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex. The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity. (BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile.) This presentation provides examples of probing your perspectives on the organigram.

What if the world is our customer?

Jutta Eckstein

Probe your Organization – How you can implement a Learning Organization with ...

Jutta Eckstein

The volatile, uncertain, complex, and ambiguous (short VUCA) world we currently live in asks for company-wide agility. Yet, agility in the literal sense that means companies need to be adaptive, responsive, fast, and nimble. Thus, although already created in the 90ies, the original idea of a learning organization, that is a company that facilitates the learning of its members and continuously transforms itself, is more relevant than ever. Yet, how can such a learning organization come to life? BOSSA nova is one approach to company-wide agility by synthesizing Beyond Budgeting, Open Space, Sociocracy & Agility. The key to its success are so-called probes – small, safe-to-fail experiments based on hypotheses derived from reflection on the current situation as well as on theory. In this session, I will share various probes implemented by different companies that can guide the probing in your company to establish a learning organization.

Dance the BOSSA nova! - How Beyond Budgeting, Open Space & Sociocracy enable ...

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Business Agility needs to address the company’s structure, strategy, and processes, all of which depend upon and influence each other. This insight means the simple view that structure follows process follows strategy is wrong; in fact, everything follows everything and in repeated small steps. Thus, the relationship between strategy, structure, and process is complex. The patterns in the relationship can’t be pinned down logically or, in other words, there is no logical entry point. The BOSSA nova approach recommends using probes to make these emergent patterns more visible and to leverage this complexity. BOSSA nova synthesizes (B)eyond Budgeting, (O)pen (S)pace, (S)ociocracy, and (A)gile. This presentation provides examples of probing your perspectives on the organigram.

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1. @leanarchitect | @JuttaEckstein 1 1 Jutta Eckstein | @JuttaEckstein www.JEckstein.com Maryse Meinen | @leanarchitect www.agileforlife.org Real Cross-functional Teams for Creating Real and Better Products

2. @leanarchitect | @JuttaEckstein 2

3. @leanarchitect | @JuttaEckstein 3 Can the product team on the left build for the user population on the right? © https://guidestudio.com/ideas/developing-a-brand-for-diverse-audiences/

4. @leanarchitect | @JuttaEckstein 4 Inclusive Products? ■ Map apps that fail to account for women’s desire for ‘safest’ in addition to ‘fastest’ routes ■ Virtual reality headsets that are too big for the average woman’s head ■ Microphones that require either a waistband or substantial pockets to attach to ■ Artificial intelligence?

5. @leanarchitect | @JuttaEckstein 5

6. @leanarchitect | @JuttaEckstein 6

7. @leanarchitect | @JuttaEckstein 7 An organization produces a design that reflects the organization's biases. Eckstein’s Law

8. @leanarchitect | @JuttaEckstein 8 Differences & Exchanges Source: https://www.hsdinstitute.org/resources/difference-matrix.html high low Exchanges Differences low high

9. @leanarchitect | @JuttaEckstein 9 Changing Differences & Exchanges high low Exchanges Differences Emerging ◼ Decrease exchanges: • Reflection • Separation • Rest Uncoupling ◼ Decrease differences: • Identifying similarities • Creating common group stories Reinforcing ◼ Increase differences: • Identifying differences • Asking for opinions Belonging ◼ Increase exchanges: • Using questions and stories low high Source: https://www.hsdinstitute.org/resources/difference-matrix.html

10. @leanarchitect | @JuttaEckstein 10 Chat Storm ■ What are your recommendations for cross-functional teams?

11. @leanarchitect | @JuttaEckstein 11 Our Recommendations for Cross-functional Teams ■ Ask for different perspectives within the team ■ Ask for anonymous feedback ■ Consent decision-making ■ Explicitly use inclusive techniques to hear all voices

12. @leanarchitect | @JuttaEckstein 12 Consider (a Spectrum of) Personas Source: ©David Dame, Microsoft, https://bit.ly/3EYNdXk

13. @leanarchitect | @JuttaEckstein 13 Inclusive Language ■ Personal characteristics only when relevant ■ Gender inclusive practices ■ Careful with expressions or metaphors

14. @leanarchitect | @JuttaEckstein 14 Thank you! Jutta Eckstein, @JuttaEckstein Jutta@JEckstein.com http://JEckstein.com Maryse Meinen, @leanarchitect marysemeinen@xs4all.nl www.agileforlife.org

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