The Emergence of the Agile Organization
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For most people, Agile is synonymous with software development. In the decades since it emerged in the field of Software, much has changed. We now see the emergence of Organizations that are following similar values and principles at the organizational level and seeing a similar sea change in results.
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The Emergence of the Agile Organization
- 1. Making Agile a Reality® agileforall.com The Age of Agile Peter Green peter.green@agileforall.com 425-785-
- 2. Making Agile a Reality® V U C A The World Today olatile High pace of change ncertain Outcomes are unpredictable omplex Many system variables mbiguous Meaning is unclear
- 3. Making Agile a Reality® Examples of VUCA in business
- 4. Making Agile a Reality® Examples of VUCA in business
- 5. Making Agile a Reality® Examples of VUCA in business
- 6. Making Agile a Reality® Examples of VUCA in business
- 7. Making Agile a Reality® Examples of VUCA in business
- 8. Making Agile a Reality® Examples of VUCA in business
- 9. Making Agile a Reality® Examples of VUCA in business
- 10. Making Agile a Reality® Causes? TECHNOLOGY
- 11. Making Agile a Reality® Solutions TECHNOLOGY Agile Software Development
- 12. Making Agile a Reality® Agile: 2001 http://agilemanifesto.org
- 13. Making Agile a Reality® Agile: 2001
- 14. Making Agile a Reality® Agile is… 4 VALUES 12 PRINCIPLES INFINITE PRACTICES …a mindset
- 15. Making Agile a Reality® Agile is… 1 5 1910s 1930s Organization as Military Unit Taylor’s Scientific Management 1950s Deming Cycle, McGregor’s Theory X/Y 1970s Toyota’s Lean Manufacturing 1990s Agile Software Development 2010s Agile Organizations LEAN …part of an evolution
- 16. Making Agile a Reality® Increasing VUCA 1 6 1910s 1930s Organization as Military Unit Taylor’s Scientific Management 1950s Deming Cycle, McGregor’s Theory X/Y 1970s Toyota’s Lean Manufacturing 1990s Agile Software Development 2010s Agile Organizations LEAN Low VUCA High
- 17. 1950s – 1970s
- 18. W. E. Deming Taiichi Ohno LEAN (Toyota Production System)
- 21. Takeuhci & Nonaka Jeff Sutherland Scrum
- 23. Making Agile a Reality® From Agile Software to Agile Organization 2 3 1990s Agile Software Development 2010s Agile Organizations
- 24. Making Agile a Reality® Agile Organizational Shift #1
- 25. Making Agile a Reality® Agile Organizational Shift #2
- 26. Making Agile a Reality® Agile Organizational Shift #3
- 27. Making Agile a Reality® Agile Organizational Shift #4
- 28. Making Agile a Reality® Agile Organizational Shift #5
- 29. Making Agile a Reality® Agile Organizational Shift #6
- 30. Making Agile a Reality® Agile Organizational Shift #7
- 31. Making Agile a Reality® Agile Organizational Shift #8
- 32. Making Agile a Reality® As you advise organizations: 3 2 Agile Software Agile Organizations • “Table steaks” • Mindset first • Structure Critical • Management Innovation • Experiment to Learn • Leadership is Bottleneck
- 33. We help create Agile workplaces that humanize work, unlock team capacity and support leaders to sustainably deliver business value. agileforall.comMaking Agile a Reality®
Editor's Notes
- In the second half of the last century, the big three auto makers dominated the market with massive workforces, inventories, and bottom lines. Toyota, a scrappy automated loom company in Japan was just entering the auto industry. There was no way they could afford to match the economies of scale of the U.S. manufactures. Their only competitive advantages could be speed and quality.
- The American expert W. Edwards Deming was working with several Japanese business leaders teaching them the Total Quality Management approach. A rising executive at Toyota named Taiichi Ohno embraced Demmings’ ideas and expanded upon them to create the Toyota Production System, what we now refer to as Lean Manufacturing.
- Three key concepts from Lean that are helpful in the Creative Economy are: 1. trusting the workers to decide how to do the work, rather than relying on managers to choose the process, 2. Focusing on continuous improvement over relying on prescribed best practices, and 3. Viewing value from the customer’s perspective, instead of from the company’s profit motive.
- Let’s fast forward to the 90s, and transition to the world of software. The Chaos reports from that time do a nice job of illustrating the somewhat disappointing state of the industry. The large majority of the features we were building were rarely or never used, and most projects were at least challenged and at worst completely failing to deliver on their stated goals.
- In 1984, two business professors published a paper sharing the results of their study of several lean companies that were getting great results. Jeff Sutherland combined their findings with ideas from Complexity science and other areas to give birth to scrum. Notice that Lean was a direct ancestor of agile. Scrum incorporates and builds on several lean concepts.
- Three key ideas from Scrum that are helpful in the Creative Economy are: 1. Focusing on building small, high performing, cross-functional teams, 2. Developing products incrementally, where each increment is potentially releasable so that we can get good feedback, and 3. A new type of role that uses a servant leader approach to help organizations to continuously improve.