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BE A POD OF DOLPHINS, NOT A DANCING ELEPHANT

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his talk will present the core concepts of Exponential Business Agility, or XBA. XBA is a set of patterns for organising value streams around self-organising, autonomous teams, and is part of the XSCALE approach to scaling agile. XBA combines the Spotify model with practice patterns drawn from the Iroquois Confederacy, the most successful and longest-lived holarchy in history.

Learn how Throughput Accounting optimises the contribution of each business function to top line throughput rather than blindly attempting to minimise operating expense.

And discover how Self-Propagating Transformation avoids pushing change into pre-existing teams, programs or silos, but generates agile capability by grafting the kernel of a new culture onto the trunk of the old.

Be a pod of dolphins, not a dancing elephant. Don’t try to scale agile. De-scale your organisation instead.

Published in: Technology
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BE A POD OF DOLPHINS, NOT A DANCING ELEPHANT

  1. 1. eXponential Simple Continuous Autonomous Learning Ecosystem A L L I A N C E Be a pod of dolphins Not a dancing elephant
  2. 2. Scaling Agile. It’s all the rage.
  3. 3. How can we really turn all the dials to 10
  4. 4. XSCALE
  5. 5. What’s the holdup?
  6. 6. “The problem is that we don’t understand the problem.” - Paul MacCready
  7. 7. Learning is the bottleneck
  8. 8. Scaling is an anti-pattern
  9. 9. The ideal team size is six
  10. 10. Getflow.com & Cyrus Molavi 2015 Workflow data says the most effective team size is 6.
  11. 11. The limiting factor in team productivity is not the number of bodies, but the number of relationships to maintain
  12. 12. Collaboration Loop Limit “The maximum number of conversations that have to happen for any two people in an organization to collaborate.”
  13. 13. Managed Team Team Size: 7 Collaboration Loop Limit: 4
  14. 14. Managed Program Team Size: 43 Collaboration Loop Limit: 8
  15. 15. Program/Portfolio Management Office (“PMO”) Team Size: 259 Collaboration Loop Limit: 12
  16. 16. Enterprise Project Management Office (“EPMO”) Team Size: 1,555 Collaboration Loop Limit: 16
  17. 17. “Putting an agile team into a non-agile organization is like giving a Ferrari to a bus driver.”
  18. 18. The people of the longhouse had a different solution What if there was another way. An older, more human way.
  19. 19. What if there was another way. An older, more human way.
  20. 20. A longhouse of tribes made a nation. The five nations as a longhouse: The Haudenosaunee Confederacy.
  21. 21. Each bead is a village of 500 – 1,000. Each chain is a tribe of 10 – 20,000 Haudenosaunee Confederacy Circa 1600
  22. 22. No centralized decision-making. Governance by peer to peer treaties Clans pick representatives at all levels.
  23. 23. Small meetings and Directly Responsible Individuals
  24. 24. Feature Squads Split management into three parts: Coach, Leader and Team. Coach maintains timeframe and ceremonies for making decisions. If and only if the Team isn’t unanimous, the Leader decides. Motivating trade-offs to achieve consensus without politics. The Leader role ensures decisions are always made in good time. BUILDLEARN MEASURE TESTS DATA CODE REFACTOR Leadership as a Service REFACTOR N P Designate different leaders for different responsibilities: DRIs
  25. 25. REFACTOR N P Squad: 4 - 8 people Chapter: 2 - 10 people Portfolio: 10 – 80 peopleArchitects/CXD Analysts Production Support Quality Automation Service Automation Product Leaders & Coaches Systems Squads Product Squads Feature Squads Testers Designers/UXD Developers Portfolio Leader Portfolio Coach PortfolioSquad DevOps SMEs Chapters Stakeholders Customer Reps Systems Leaders & Coaches © Peter Merel, 2016 Value Streams Chapter Leaders Maximum
  26. 26. Leadership Guild Coaching Guild Business & Technology Guilds Portfolio 2 Portfolio 3 … Architects/CXD Analysts Production Support Quality Automation Service AutomationSystems Squads Testers Designers/UXD Developers Portfolio Leader Portfolio Coach DevOps SMEs Stakeholders Customer Reps Systems Owners & Admins Organization Leader & Coach © Peter Merel, 2016 Portfolio Collaboration Loop Limit: 4 Autonomous Product Leaders & Coaches Product Squads Feature Squads Chapters Chapter Leaders PortfolioSquad Value Streams Squad: 4 - 8 people Chapter: 2 - 10 people Portfolio: 10 – 80 people
  27. 27. Leadership Guild Coaching Guild Business & Technology Guilds Portfolio 2 Portfolio 3 … Architects / CXD Analysts Production Support Quality Automation Service AutomationSystems Squads Testers Designers / UXD Developers Portfolio Leader Portfolio Coach PortfolioSquad DevOps Reps Stakeholders Customer Reps Systems Owners & Admins Organization Leader & Coach © Peter Merel, 2016 Value Streams Autonomous Product Leaders & Coaches Product Squads Feature Squads Chapters Chapter Leaders InnovationStream All streams prioritize features to lift bottlenecks. A stream in innovation mode prioritizes new markets. Squad: 4 - 8 people Chapter: 2 - 10 people Portfolio: 10 – 80 people
  28. 28. XSCALE doesn’t try to scale agile. It de-scales organization. But de-scaling doesn’t mean down-sizing. It means Self-directing portfolios of Self-managing streams of Self-organizing teams.
  29. 29. But how?
  30. 30. Does your agile transformation look like this?
  31. 31. Like a steel thread
  32. 32. Thank you! reachme@johnfergusonsmart.com @wakaleo eXponential Simple Continuous Autonomous Learning Ecosystem A L L I A N C E http://xscalealliance.org

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