The document discusses agile as a means to realize the future of organizations. It argues that organizations don't truly exist and are instead illusions produced in people's minds. It claims that organizations cannot be agile, but that humans can be. It also discusses four key notions: 1) Organizations don't exist, 2) Organizations are inside people rather than people inside organizations, 3) Only humans not organizations can be agile, and 4) The past and future are concurrent. The document advocates for organizing without organizations by changing conversations about how organizations are produced in people's minds.

1. Don’t believe everything you think
From Agile IT to Enterprise Agility
Brussels, February 23rd 2017
jaap.peters@delimes.nl
DeLimesDeLimes
@JaapPeters #scabru17

2. AGILE AS A MEANS TO REALIZE THE FUTURE
My hypothesis:

3. DeLimesDeLimes
How I spend my Hme
(next to my wife and three children)
& have wriPen 10 Management Books

4. Cube Farming25.000 copies sold

5. Ants are Agile (C.A.S.)

6. Humans are Agile

7. FOUR NOTIONS TO REMEMBER

8. NoAon 1: OrganizaAons don’t exist!
• OrganizaAons can’t be grasped, touched, tasted
or smelled;
• They are part of the illusion producAon /
process inside your head
• What is the illusion product of the OrganizaAon
inside your own head?
‘Your mind makes it real’ (The Matrix)

9. The Matrix (He’s beginning to believe)

10. More than 100 years Organization history
(1911-2017)
Before the reorganizaAon
Decision
making
Telling
them
Do what
you’re told
Telling
them
Do what
you’re told
Telling
them
Do what
you’re told
Thinking
for others
AUer the reorganizaAon
Desicion
making
Telling
them
Do what
you’re told
Telling
them
Do what
you’re told
Telling
them
Do what
you’re told
Thinking
for others

11. NoHon 2: OrganisaHons are inside people/
people aren’t in organisaHons!

12. NoHon 3: OrganisaHons cannot be Agile; Humans can!

13. Double Sigmoid Curve
NoHon 4: The past and future are concurrent.

14. NU
Time
The Ad Interim
(changes between tradition and future)

15. So? The Future must have started at some point in Hme?
• If an organisaHon is just an illusion in your
mind;
• What does this mean for the following
concepts:
– A teal organizaHon?
– A reorganizaHon?
– OrganizaHonal Change Management?

16. Onwards to organising without organisaHons.
(OrganisaHons you might have in mind throughout course of Hme)

17. Change
Changing the organizaHon
is changing the
conversaHon about the
organizaHon (how we
produce the organizaHon
in our head?).

18. AGILE FOR PROJECTS!
AGILE AS ORGANISATIONAL-MODEL?

19. From system- to social environment
from Organisa,on to Coopera,ve

20. The maximum, tradiHonal organisaHons offer

21. What ‘a client’ needs

22. Social
enviroment
(CooperaHve –
Terrace)
Client
Front Line
(waitress)
On Guided-Leadership
Other People

23. On the website of Agile ConsorHum
Read for ‘Organisms’ is the same as Complex Adap9ve People

24. Agile Enterprse = offline WhatsApp
Since 1848/1911: side view
= top-down & bo`om-up
Teams 2017: top view
= front line & rear line
Desicion
making
Telling
them
Do what
you’re told
Telling
them
Do what
you’re told
Telling
them
Do what
you’re told
Thinking
for others

26. Agile in which situaHon?
Two types of organisaHons: (1) American way and (2)
European way = The Rhineland way of organizing.
• OrganisaHons where skilled professionals are
accountable to managers (1.0 en 2.0): Agile
implemented, however sHll a delicate exercise unless
introduced as a pilot project.
• Skilled professionals who control and run the
organisaHon by themselves. (3.0 en 4.0): Agile is a
natural and effortless organic process (Complex AdapHve
People).

27. TO LEAD OR BEING LED, THAT IS THE QUESTION!
• Back Office drives the Front-Office (American way)
• Front Office drives the Back-Office (The Rhineland way)

28. Enterprise Agility
(Looks like the Rhineland Way)
front office steers the back office

29. April 25 ‘16 started with 2.300 individuals
as ‘Housekeeping Aids’
(aier TSN-thuiszorg went bankrupt )

30. Nine Months later
• Nearly 200 teams
• Break Even
• Sick leave reduced from 12% to 4,5%
• Full Occupancy rate 85%
• No issues worth menHoning
• (with the excepHon of City Government)
• It works! Agile by nature (organic)
• Agile = Autonomy = Bliss!

31. Complex AdapAve People See: lecture Ard Leferink how it is organized
in the back office (‘teal’ Buurtzorg inside)

32. What people are saying?
• “ I enjoy going to work 10 Hmes more than I did
before“
• “I really appreciate geong more informaHon, it
makes me understand my work a lot bePer”;
• “It is great to finally have colleagues to talk to and
discuss work with”.

33. Agile is only a rumor unHl it lives in the muscle

34. Don’t Worry, Be Agile

35. www.managementboek.nl
Ebook
8,99 euro

36. Links 2 YouTube
• Movie 1: Ants create a lifeboat =
hPps://www.youtube.com/watch?v=A042J0IDQK4
• Movie 2: Crossing street (Hanoi) =
hPps://www.youtube.com/watch?v=cx0n-SqK3is
• Movie 3: Terrace (welcome to paradise) by Lebbis =
hPps://www.youtube.com/watch?v=SSgyDvnm4wQ
• Movie 4: The strange bike =
hPps://www.youtube.com/watch?v=720fIScTZtI