This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Making Work Better for Everyone - An introduction to organisational agilityEduardo Nofuentes
This is the pack used by Eduardo Nofuentes and Bia Affonso from The Agile Eleven during our talk on Thursday 13th of June 2019 as part of our Eleven Nights Series event in Hobart.
Transforming your Contact Centre into a Lean and Agile environmentEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Wednesday 18th of October 2017 about using Lean and Agile to transform Contact Centres at Campari House in Melbourne and organised by Smart Recruitment.
7 steps to coaching agile non software development teamsEduardo Nofuentes
This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
Siraj Sirajuddin is an experienced consultant for enterprise agility and leadership transformation, with over 25 years of experience observing organizational change. He is the founder of Temenos+Agility, a global consulting firm specializing in Lean-Agile transformations and enterprise agility. Temenos applies proven methods, models, tools, and approaches to help organizations successfully undergo transformation initiatives.
The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.
Making Work Better for Everyone - An introduction to organisational agilityEduardo Nofuentes
This is the pack used by Eduardo Nofuentes and Bia Affonso from The Agile Eleven during our talk on Thursday 13th of June 2019 as part of our Eleven Nights Series event in Hobart.
Transforming your Contact Centre into a Lean and Agile environmentEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Wednesday 18th of October 2017 about using Lean and Agile to transform Contact Centres at Campari House in Melbourne and organised by Smart Recruitment.
7 steps to coaching agile non software development teamsEduardo Nofuentes
This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
Siraj Sirajuddin is an experienced consultant for enterprise agility and leadership transformation, with over 25 years of experience observing organizational change. He is the founder of Temenos+Agility, a global consulting firm specializing in Lean-Agile transformations and enterprise agility. Temenos applies proven methods, models, tools, and approaches to help organizations successfully undergo transformation initiatives.
The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.
The document discusses Fraedom's transition from a traditional organizational structure to a self-organizing model inspired by Spotify and Holacracy. Key aspects of the new model include overlapping functional practices rather than siloed departments, lightweight peer feedback, and minimal management hierarchy. The transition process involved training all employees and allowing self-selecting teams. While challenges emerged like not all roles fitting and lack of context for some, overall the model has led to quicker evolution and improvement at Fraedom though further changes remain ongoing.
Full-stack agile refers to implementing agile practices across an entire organization from top to bottom. The New Zealand Debt Management Office is implementing agile to better respond to changes and deliver business value sooner. They are using scaled agile framework (SAFE) principles but customizing it to their needs as a small team by having a single release train and integrated DevOps. Regular feedback loops, funding approvals in iterations, and focusing on delivering business value are part of their agile transformation.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
This document discusses an integral agile view of team health presented by Lyssa Adkins and Michael K. Spayd at AgileNZ 2015. It introduces an integral agile transformation framework with four quadrants - leadership and engagement, organizational culture and relationships, competencies products and technologies, and organizational architecture and structure. The framework is used to examine team health from an integral perspective focusing on the individual, team, environment and business agility. Key skills for developing team health including coaching, teaching, facilitation and using analysis tools are also discussed.
The document discusses whether agile will kill project management. It presents some key differences between traditional project management and agile approaches. While agile prioritizes adapting to change over stickling to a predefined plan, it does not eliminate project management but rather changes it. Agile still uses practices like planning at different levels from programs to sprints, but allows for more flexibility in scope to keep costs and time fixed. The document argues project managers still have an important role in agile, but with less command-and-control and more of a focus on leading and facilitating teams.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
The document discusses what it would take to have an agile enterprise. It describes how agile manifests differently depending on an organization's cultural attitudes, from tradition-driven agile to adaptive agile. It also maps agile approaches to Wilber's AQAL model quadrants and presents an integral agile transformation framework. The document aims to help readers understand the possibilities and evolution for agile in their own organizations.
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017AgileNZ Conference
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
This document discusses coaching an agile enterprise. It begins by outlining the basis of effective and ethical coaching as knowing your client, knowing your tools, and knowing yourself. It then discusses different types of organizational contexts and cultures that clients may have, and how agile practices may differ in each context. Next, it explores different types of clients and the change processes they may be undergoing. It provides examples of tools that are appropriate for different clients based on their cultural orientation. Finally, it emphasizes the importance for coaches of understanding their own preferences, motivations, training, and emotional intelligence. The overall message is that to effectively coach an agile enterprise, one must understand the client's organizational context and culture and select appropriate tools, while
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
This document discusses building cultural agility in organizations. It describes cultural agility as having norms where the organization is inherently agile or has become agile. It discusses three company tales that illustrate different levels of cultural agility: Company 1 had a command and control structure and progress was made by helping some teams use Scrum; Company 2 used agile terms but true adoption was fragile; Company 3 successfully rolled out Scrum but retained some waterfall practices until cross-functional collaboration and decision making was improved throughout the organization. The document provides tips for understanding an organization's culture, aligning changes to cultural values, removing blockers, and continuously improving to build cultural agility over time.
Respect for People - Lean's neglected pillarJon Terry
Respect for People is one of the pillars of Lean. If you read the Lean-Agile literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, Continuous Improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y.
That’s a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers.
This talk will explore some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. It will present a candidate set of seven principles to spell out Respect for People to match those for Continuous Improvement. And it will share some of the source material from which these ideas are derived.
The document provides guidance on making agile transformations stick within organizations. It emphasizes focusing on values, principles and behaviors over mechanics. Key steps include: getting leaders aligned on desired outcomes; training everyone in agile; allowing teams to start without too much tweaking; and watching for danger signs like too much process or role confusion and addressing them. The overall message is that genuine culture change takes time and organizations should fail fast, adapt often, and amplify successes.
Agile Mumbai 2020 Conference | Drive Business agility by building a responsiv...AgileNetwork
Session Title: Drive Business agility by building a responsive organization
Session Overview: Responsiveness is new reality. Transparency and visibility are new must have for leaders. Exploration and adaption of new technologies is new norm. How do we build such a responsive organization to drive business agility?
This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches.
Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement:
Understand the system
Manage the flow of value
Balance Demand and Capacity
Limit WIP to improve predictability
Find and address bottlenecks
Make Policies Explicit
Incremental improvement through experiment and measurement
Double loop learning (process improvement & product improvement)
Scale through the enterprise
More details:
https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset
Conference link: https://2019.agileindia.org
What learn by doing does not mean – Slides from the keynote delivered minutes ago by LEI CEO John Shook at the GBMP annual conference, Oct. 5, Worcester, MA.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Alternatives to scaling your agile process: valuing outcomes over outputAgileNZ Conference
This document discusses alternatives to simply scaling up agile processes. It argues that organizations should focus on continuously improving outcomes rather than just increasing output or volume. Some key points made include:
- Agile is about mindset and values, not processes, and scaling up risks losing those. Organizations should fix weaknesses before scaling.
- True scaling happens incrementally based on measuring business impacts, not just adopting more processes. Teams should regularly inspect and adapt.
- There are many ways to improve value, quality and productivity within existing teams, like improving technical practices and skills, before considering larger scale changes.
- Scaling is primarily a "people problem" - organizations should focus on building networks between self-organ
The document discusses Fraedom's transition from a traditional organizational structure to a self-organizing model inspired by Spotify and Holacracy. Key aspects of the new model include overlapping functional practices rather than siloed departments, lightweight peer feedback, and minimal management hierarchy. The transition process involved training all employees and allowing self-selecting teams. While challenges emerged like not all roles fitting and lack of context for some, overall the model has led to quicker evolution and improvement at Fraedom though further changes remain ongoing.
Full-stack agile refers to implementing agile practices across an entire organization from top to bottom. The New Zealand Debt Management Office is implementing agile to better respond to changes and deliver business value sooner. They are using scaled agile framework (SAFE) principles but customizing it to their needs as a small team by having a single release train and integrated DevOps. Regular feedback loops, funding approvals in iterations, and focusing on delivering business value are part of their agile transformation.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
This document discusses an integral agile view of team health presented by Lyssa Adkins and Michael K. Spayd at AgileNZ 2015. It introduces an integral agile transformation framework with four quadrants - leadership and engagement, organizational culture and relationships, competencies products and technologies, and organizational architecture and structure. The framework is used to examine team health from an integral perspective focusing on the individual, team, environment and business agility. Key skills for developing team health including coaching, teaching, facilitation and using analysis tools are also discussed.
The document discusses whether agile will kill project management. It presents some key differences between traditional project management and agile approaches. While agile prioritizes adapting to change over stickling to a predefined plan, it does not eliminate project management but rather changes it. Agile still uses practices like planning at different levels from programs to sprints, but allows for more flexibility in scope to keep costs and time fixed. The document argues project managers still have an important role in agile, but with less command-and-control and more of a focus on leading and facilitating teams.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
The document discusses what it would take to have an agile enterprise. It describes how agile manifests differently depending on an organization's cultural attitudes, from tradition-driven agile to adaptive agile. It also maps agile approaches to Wilber's AQAL model quadrants and presents an integral agile transformation framework. The document aims to help readers understand the possibilities and evolution for agile in their own organizations.
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017AgileNZ Conference
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
This document discusses coaching an agile enterprise. It begins by outlining the basis of effective and ethical coaching as knowing your client, knowing your tools, and knowing yourself. It then discusses different types of organizational contexts and cultures that clients may have, and how agile practices may differ in each context. Next, it explores different types of clients and the change processes they may be undergoing. It provides examples of tools that are appropriate for different clients based on their cultural orientation. Finally, it emphasizes the importance for coaches of understanding their own preferences, motivations, training, and emotional intelligence. The overall message is that to effectively coach an agile enterprise, one must understand the client's organizational context and culture and select appropriate tools, while
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
This document discusses building cultural agility in organizations. It describes cultural agility as having norms where the organization is inherently agile or has become agile. It discusses three company tales that illustrate different levels of cultural agility: Company 1 had a command and control structure and progress was made by helping some teams use Scrum; Company 2 used agile terms but true adoption was fragile; Company 3 successfully rolled out Scrum but retained some waterfall practices until cross-functional collaboration and decision making was improved throughout the organization. The document provides tips for understanding an organization's culture, aligning changes to cultural values, removing blockers, and continuously improving to build cultural agility over time.
Respect for People - Lean's neglected pillarJon Terry
Respect for People is one of the pillars of Lean. If you read the Lean-Agile literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, Continuous Improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y.
That’s a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers.
This talk will explore some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. It will present a candidate set of seven principles to spell out Respect for People to match those for Continuous Improvement. And it will share some of the source material from which these ideas are derived.
The document provides guidance on making agile transformations stick within organizations. It emphasizes focusing on values, principles and behaviors over mechanics. Key steps include: getting leaders aligned on desired outcomes; training everyone in agile; allowing teams to start without too much tweaking; and watching for danger signs like too much process or role confusion and addressing them. The overall message is that genuine culture change takes time and organizations should fail fast, adapt often, and amplify successes.
Agile Mumbai 2020 Conference | Drive Business agility by building a responsiv...AgileNetwork
Session Title: Drive Business agility by building a responsive organization
Session Overview: Responsiveness is new reality. Transparency and visibility are new must have for leaders. Exploration and adaption of new technologies is new norm. How do we build such a responsive organization to drive business agility?
This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches.
Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement:
Understand the system
Manage the flow of value
Balance Demand and Capacity
Limit WIP to improve predictability
Find and address bottlenecks
Make Policies Explicit
Incremental improvement through experiment and measurement
Double loop learning (process improvement & product improvement)
Scale through the enterprise
More details:
https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset
Conference link: https://2019.agileindia.org
What learn by doing does not mean – Slides from the keynote delivered minutes ago by LEI CEO John Shook at the GBMP annual conference, Oct. 5, Worcester, MA.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Alternatives to scaling your agile process: valuing outcomes over outputAgileNZ Conference
This document discusses alternatives to simply scaling up agile processes. It argues that organizations should focus on continuously improving outcomes rather than just increasing output or volume. Some key points made include:
- Agile is about mindset and values, not processes, and scaling up risks losing those. Organizations should fix weaknesses before scaling.
- True scaling happens incrementally based on measuring business impacts, not just adopting more processes. Teams should regularly inspect and adapt.
- There are many ways to improve value, quality and productivity within existing teams, like improving technical practices and skills, before considering larger scale changes.
- Scaling is primarily a "people problem" - organizations should focus on building networks between self-organ
Alternatives to scaling your agile process: valuing outcomes over outputEdwin Dando
This document discusses alternatives to simply scaling up agile processes. It argues that organizations should focus on continuously improving outcomes rather than just increasing output or volume. Some key points made include:
- Agile is about mindset and values, not processes, and scaling up risks losing those. Organizations should fix weaknesses before scaling.
- True scaling happens incrementally based on measuring business impacts, not just adopting more processes. Teams should regularly inspect and adapt.
- There are many ways to improve value, quality and productivity within existing teams, like improving technical practices and skills, before considering larger scale changes.
- Scaling is primarily a "people problem" - organizations should focus on building networks between self-organ
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
Customer Focus and an Agile Mindset to Navigate in ComplexityMia Kolmodin
Organizations today need to find new ways to organize to faster deliver customer and business value. In this presentation I share with you some of the symptoms you might see if your'e not organized for complexity and without a customer focus, why this happens and what you can do about it.
Discover how you can get organized around customer value instead of in silos and around systems and how much more value and happiness you can create then.
I also share some examples of activities and results from the clients we at Dandy People have been coaching the past years to do this transformation.
Target group: Curious Leaders, Management and Change Makers
This presentation in English was originally held at Agile Days Istanbul, April 2018, but its based on a Swedish presentation first presented at Sundsvall 42 in September 2017.
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
Avanza Case Study - Agile Transformation with Customer Focus Mia Kolmodin
Avanza transformed its development organization from siloed teams to a customer-focused structure with autonomous agile teams. The transformation was prompted by increasing lead times, cross-dependencies between teams, and declining team motivation. Avanza created 16 teams with end-to-end responsibilities aligned to customer journeys and value streams. This resulted in decreased time to market from 5.9 to 1.2 teams on average, increased strategic flexibility, and empowered employees who felt ownership of budgets and delivery.
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
Training Slides of Workshop on the Strategic Planning Model, discussing the importance of Strategic Planning.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
This document discusses key concepts of lean thinking and agile practices. It covers the history of lean principles, value thinking over productivity metrics, management focusing on coaching teams rather than command and control, forming cross-functional swarms instead of individual superstars or siloed teams, and how waste reduction can free up capacity equivalent to additional teams. Slack is discussed as necessary for learning and improvement rather than just maximizing output in the short-term. The document provides context around applying lean concepts from manufacturing to knowledge work and software development.
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Megan Torrance's presentation at mLearnCon 2015, Austin, TX. In this presentation, Megan discusses the cultures most likely to adopt Agile project management successfully (and LLAMA in particular), as well as the key cultural differences that an Agile approach to project management imply.
Talent Acquisition Tool helps you in designing, developing & sending online Competency Based job role based on-line test to all your candidates with just by one click.
Building High Performance Engineering Teams - Focus on People - Scrum Austral...Nicholas Muldoon
Twitter has grown from a handful of engineers to over a 1,000 in a few years. To be successful at such a scale requires finding the right people and making sure they are productive and solving valuable customer problems.
In this session Nicholas shares the techniques Twitter uses to hire amazing people, unleash their productivity, assess their performance, and improve the flock. Don't miss your chance to see how one of the fastest growing tech companies in Silicon Valley operates and retains the brightest talent.
P&P helps organizations achieve business results by activating change through processes and behaviors. They use a blended approach of interventions like training, coaching, workshops and tools. Their process involves designing interventions based on analyzing the current situation, creating a vision for the future, rolling out the design, measuring results and making adjustments. They focus on principles like incorporating multiple perspectives, encouraging learning and change, and building broad ownership of the change process.
This is a webinar presented by Ahmed Avais at the Agile Dialogue Mississauga. Here is a link to the recording- https://youtu.be/tT5PIB9ePU4
Framework or no framework? Focus on delivery or focus on learning? Go fast or go further? These and many more trade-offs are dependent on the team needs at a given moment. How do you know where to shift our focus? We know every team is unique, so how do you appreciate that uniqueness and find practices that are fit for purpose?
This document provides an overview of agile principles and practices. It begins with definitions of agility from experts in the field. It then outlines the evolution of agile approaches over the last 50 years. The core of agile is described as valuing individuals, interactions, working software, and responding to change over processes, tools, documentation, and following a plan. The 12 principles of agile are also summarized. Finally, it discusses agile as both a mindset and set of practices for developing software iteratively.
Similar to Revolutionise your team through lean and agile thinking (20)
The Agile Eleven organised a series of free webinars to help people and organisations move to a remote way of working. This is the pack we used for the "Leading Virtually" module.
The document discusses how to maintain strong virtual working relationships and stay socially connected as a remote team. It recommends scheduling formal connection times like daily check-ins and informal "watercooler" discussions. Teams should prioritize face-to-face calls over messages and make an effort to check in on each other emotionally. Individuals are encouraged to apply strategies like meditation, exercise, and changing routines to support their well-being while working remotely. Maintaining trust, sharing personal experiences, and focusing on relationships as well as tasks are keys to success.
This document contains extracts from various sources on the topics of growth, beliefs, human systems, and our role in shaping the future. It discusses how growth involves radical change and coming undone like a seed. It emphasizes focusing on controlling one's thoughts and actions. Several quotes discuss how impactful beliefs are and how pressing pause allows reconnecting with deeply held beliefs. The document contrasts the unconscious fast System 1 thinking with the deliberate slow System 2. It closes by emphasizing that we have the power to shape a better future.
Remote Ready Webinar Series - 3. Values and cultureEduardo Nofuentes
The Agile Eleven organised a series of free webinars to help people and organisations move to a remote way of working. This is the pack we used for the "Values and Culture" module.
The Agile Eleven organised a series of free webinars to help people and organisations move to a remote way of working. This is the pack we used for the "Keep the Work Moving" module.
Remote Ready Webinar Series - 1. tools and techniquesEduardo Nofuentes
The Agile Eleven organised a series of free webinars to help people and organisations move to a remote way of working. This is the first pack we used for the Tools and Techniques module.
This document discusses applying lean and agile mindsets. It introduces Eduardo Nofuentes and Catherine Russell as lean and agile coaches. Attendees are asked to think of an issue or process to use as a scenario for the workshop. The document then discusses agile principles from the Agile Manifesto, lean culture principles including eliminating waste and continuous improvement, and brave leadership qualities for agile transformations. Attendees are prompted with questions to apply these concepts to their scenario using tools like the improvement kata and A3 template.
The document discusses the principles and practices of agile methodology. It describes that agile values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan. It also discusses the mindsets of respect, truth, transparency, trust, and commitment. The key principles are outlined as satisfying the customer, frequent delivery, collaboration, motivated individuals, face-to-face communication, outcomes as progress measure, sustainability, simplicity, self-organizing teams, and continuous improvement. True customer focus, a lean culture, and brave leadership are presented as the three key ingredients for achieving organizational agility. Examples of agile practices like daily stand-ups, kanban
Since the publication of the Agile Manifesto in 2001, Agile has grown to be the standard practice for the software development industry and teams around the globe. Seeing the success of this approach, other areas of the business are looking to adopt it; but…how do you “run agile” in non-software development teams? How do you apply the Agile principles and tools to an Operations, Sales or an HR team? And more importantly, how does your business achieve Business Agility as a whole?
Agile and lean is breaking out of conventional software development teams. This is the back story of how a traditional call centre transformed itself into a happy, productive and customer centric place, where everyone loves to come to work. This is the pack used at LAST Conference in Melbourne 18th of September 2015.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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5. The agile manifesto (2001)
“We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individual 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.”
6. The agile manifesto (2001)
“We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individual 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.”
7. The agile manifesto (2001)
“We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individual 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.”
working
Outcomes
8. Agile is a mindset
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals -
Collaboration
9. The principles behind agile
DEFINING PRINCIPLES OF AGILE
• Our highest priority is to satisfy the customer.
• Deliver outcomes frequently.
• Business people must work together daily throughout the project.
• Build projects around motivated individuals.
• The most efficient and effective method of communication is face-
to-face.
• Outcomes are the primary measure of progress.
• Agile processes promote sustainable development.
• Simplicity is essential.
• The best outcomes emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
10. Guiding principles of agile
From the article “What is Agile “by Steve Denning – Image inspired by Ahmed Sidky
Agile is a
mindset
Described by
4 values
Defined by
12 principles
Manifested through an
Unlimited number of
practices
11. 3 waves of agile
The three Waves of Agile by Charlie Rudd – Solutions IQ
32. • The team loves using it
• 1-1s happen at the wall
• Meeting point
• It attracts new fans
• The bosses are happy about it
• It is self-explanatory
• Team driven
• Tailored
You have a great board if…
Ways of Working – Visualise the work
33. • Used for micromanagement
• They are Wall Decoration
• Management driven
• Work is pushed vs. pulled
• Duplicated in excel
• We don’t cancel other
meetings
• One-size fits all
• It becomes a chore
You don’t have a great board
if…
Ways of Working – Visualise the work
34. Ways of Working – Operating Rhythm
90 Days Planning, Daily Stand ups, Sprint Planning…
45. Lean Portfolio Management
1. What are the main objectives we are
trying to achieve?
2. Are we doing the right work to
achieve those objectives?
3. How are we measuring if we achieve
those objectives?
4. Is all the work we are doing for the
here and now?
52. System of Work
1. Are we thinking about the customer or
internally?
2. Are we managing customers or calls?
3. What are the constraints in the system
that stop us from delivering value to
the customer?
4. Do we really have a lean and agile
culture?
53. System of Work – True Customer Focus?
We must shift the focus of
companies back to the customer and
away from shareholder value.
Companies should place customers
at the center of the firm and focus on
delighting them, while earning an
acceptable return for shareholders.
“The only valid purpose of a firm is to create a customer ” Peter Drucker
54. System of Work - True customer focus?
Yes. It can happen!
56. System of Work – True Customer Focus?
Use a Systems Thinking or a
Design Thinking approach to
the way you structure your
teams and organisations
starting with the customer
first
“To manage an organisation as a system means understanding how work flows from
and to the organisation’s customers.” John Seddon
Departmental Silos
57. System of Work– Do we manage calls or
customers?
The Vanguard Guide to Transforming Contact Centres
58. System of Work– Value & Failure Demand
VALUE DEMAND:
Value Demand is the reason why the
Contact Centre exists. This is the
teams’ opportunity to deliver a
product or service that benefits the
customer
FAILURE DEMAND:
Failure Demand is where we have
failed the customer by not doing
something or by not doing it right the
first time. This can either be at the
Contact Centre or the Organisation
level.
59. System of Work– Constraints in the system
AGILE
TRADITIONAL
STRUCTURE
RECRUITMENT
TRAINING AND INDUCTION
QUALITY AND COACHING
ROSTERNG AND WFM
REPORTING AND METRICS
REWARD AND RECOGNITION
60. System of Work– Constraints in the system
AGILE
TRADITIONAL
STRUCTURE
• FLAT STRUCTURE
• NO
SPECIALISATION
• ONE QUEUE
• CLEAR CAREER
PROGRESSION
• HIERARCHICAL
• SILOS
• COMPLEX CALL-
ROUTING
• “US” vs. “THEM”
61. System of Work– Constraints in the system
AGILE
TRADITIONAL
• TEAM INVOLVED
• ATTITUDE AND
PERSONALITY OVER
SKILLS
• GROWTH MINDSET
• ALWAYS USE SMAART
RECRUITMENT!
• TEAM NOT INVOLVED
• SET CRITERIA
• SCRIPTED
INTERVIEWS
• SKILL OVER ATTITUDE
• EXPERIENCE OVER
BEHAVIOUR
RECRUITMENT
62. System of Work– Constraints in the system
AGILE
TRADITIONAL
• TEAM INVOLVEMENT
• ON-THE-JOB
TRAINING
• 2-WEEK INDUCTION
• CUSTOMER-
DEMAND TRAINING
• NO TEAM INVOLVEMENT
• CLASSROOM TRAINING
• INDUCTION 6-8 WEEKS
• PRODUCT-CENTRIC
TRAINING
TRAINING AND INDUCTION
63. System of Work– Constraints in the system
AGILE
TRADITIONAL
QUALITY AND COACHING
• SIDE-BY-SIDE
COACHING
• SIMPLE CRITERIA
• USED TO COACH
• QUALITY IS A KEY
FOCUS
• CUSTOMER
EXPERIENCE DRIVEN
• QUALITY EXTERNALLY
MONITERED
• COMPLEX CRITERIA
AND CHECKLISTS
• USED TO POLICE
• QUALITY IS NOT A KEY
FOCUS
• COMPLIANCE DRIVEN
64. System of Work– Constraints in the system
AGILE
TRADITIONAL
ROSTERING AND WFM
• TEAM DRIVEN
• FLEXIBLE
• CUSTOMER-CENTRIC
• TEAM TREATED AS
ADULTS
• DONE EXTERNALLY
• WFM IN CONTROL
• RIGID APPROACH
• TEAM TREATED AS
CHILDREN
65. System of Work– Constraints in the system
AGILE
TRADITIONAL
REPORTING AND METRICS
• OUTCOMES BASED
• TARGETS SET BY THE
TEAM
• LEADING INDICATORS
• TEAM KPIs
• QUALITY & CUSTOMER
EXPERIENCED BASED
• OUTPUTS BASED
• TOP DOWN TARGETS
• LAGGING INDICATORS
• INDIVIDUAL KPIs
• PRODUCTIVITY BASED
66. System of Work– Constraints in the system
TRADITIONAL
REWARD AND RECOGNITION
• REWARD TEAM
COLLABORATION
• BASED ON CUSTOMER
EXPERIENCE
• TEAM LED
• INCENTIVES LINKED TO
TEAM AND
ORGANISATION
PERFORMANCE
• REWARD INDIVIDUALS
• BASED ON PRODUCTIVITY
MEASURES
• LEADERSHIP DRIVEN
• INCENTIVES LINK TO
INDIVIDUAL
PERFORMANCE
AGILE
68. System of Work – A lean and agile culture
“Value is always defined by the customer”…”Any activity that is unproductive or
does not add to the value of product is waste” The Toyota System
Build a culture in your
organisation or team where the
focus of everyone is on
eliminating waste, adding value
for the customer and improving
flow of work
Waste, Flow and Value
69. “Everything should be made as simple as possible. But not simpler” Albert
Einstein
Build a culture where
SIMPLICITY is well regarded and
seen as a key competitive
advantage. Not only on the way
products or services are
designed, but also the way
internal processes, meetings,
and collaboration tools are
designed and run.
Simplicity
System of Work– A lean and agile culture
70. “Continuous Improvement is better than delayed perfection”
Mark Twain
True agility means that
teams are constantly
working to evolve their
processes to deal with their
particular obstacles they are
facing at any given time.
Design and
run
experiment
(do)
Study
results
(check)
Evolve
model and
implement
changes
(act)
Create
hypothesis
(plan)
The Deming
cycle
Continuous Improvement
System of Work– A lean and agile culture
71. The Results?
More Engaged Teams Increased Customer Satisfaction
Better Results Increased Operational Efficiency