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Lean Agile London - Hit Delete - unlocking organizational agility by unlocking executive agility one behavior at a time - John Coleman of Orderly Disruption

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Orderly Disruption
Orderly Disruption

Hit Delete talk by John Coleman of Orderly Disruption at Lean Agile London - unlock authentic sustainable organizational agility one behavior deletion at a time. Check out John's Xagility and Agility Island podcasts https://linktr.ee/johncolemanxagility #notlinear #lifeisnotsosimple #lifeiseasytotalk #lifeishardtodo

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"hit delete" john coleman @johncolemanirl AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY linktr.ee/johncolemanxagility
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY owns the strategy or sets the direction of travel justifies investment Executive (n): Person or group appointed and given the responsibility to manage the affairs of an organization and the authority to make decisions within specified boundaries. a person who:
SUPPORTS FOR SUPPORTS FOR SUPPORTS FOR AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY someone at CxO level, someone reporting to a CEO, a chairwoman a board member for a large organization (>1000 people). a regional president or one of her reports for an overall 100,000 person + organization. a board member of a Fortune 500 organization a government minister/secretary a chairwoman of a global non-profit organization an executive leader for a chunk of the organization a leader within a division of a large firm, a leader within a small/medium-sized firm her -1s her coach Executives for the context of this talk include:
SUPPORTS FOR SUPPORTS FOR SUPPORTS FOR AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY team team of teams agile role/accountability lean role/accountability product manager product leader manager leader agility coach agility trainer scaling practitioner/coach de-scaling practitioner/coach executive
HYPOTHESIS HYPOTHESIS HYPOTHESIS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY executive agility is a key to unlock organizational agility
HYPOTHESIS HYPOTHESIS HYPOTHESIS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY executive agility is a key to unlock organizational agility
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY "Deletion" in this context does not mean completely remove Deletion means far "less of" to an extent it's rare Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR HYPOTHESES FOR HYPOTHESES FOR DELETIONS DELETIONS DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Fixed price Fixed Scope internal Demands Lack of prioritization of the work within capacity AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning unpicking decisions delayed minutes Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Fixed price Fixed Scope internal Demands Lack of prioritization of the work within capacity AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning unpicking decisions delayed minutes without these deletions teams won't see the point of agility Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Fixed price Fixed Scope internal Demands AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning unpicking decisions delayed minutes where to start? immediate minutes regular forecasts review flow somehow 9 minutes @ 9am learning ask people what is frustrating them disagree and commit Lack of prioritization of the work within capacity try Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Growth constraint blindness Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
without these deletions it's one foot on the brake, one foot on the gas HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Growth constraint blindness Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts Passive risk management promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Growth constraint blindness Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts Passive risk management promoting "the old guard" where to start? recruit/promote with agility in mind listen, really listen let non-experts start work lead by example get more informed on complexity walk around regularly common understanding of how work flows get more informed on flow get more informed on sense-making Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Growth constraint blindness Fixed price Fixed Scope Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning promoting "the old guard" unpicking decisions delayed minutes Lack of prioritization of the work within capacity internal Demands Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Short lived teams Ruthlessness with people Push system Local optimization Imposition Short-term suppliers Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity Lack of goal orientation Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY without these deletions the environment lacks humanity Short lived teams Ruthlessness with people Push system Local optimization Imposition Short-term suppliers Commitment = Guarantee Lack of cognitive diversity Lack of goal orientation Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Short lived teams Ruthlessness with people Push system Local optimization Imposition Short-term suppliers Commitment = Guarantee Lack of cognitive diversity Lack of goal orientation where to start? let teams coordinate at value stream level product teams talk to customers/users regularly ruthless with value, compassionate with people invitation focus on aging intentional & thoughtful reteaming smaller outputs towards outcomes see what difference outputs make, tweak Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Short lived teams Decisions with perfect information Growth constraint blindness Ruthlessness with people Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Delusions of predictability Utilization hurting flow Imposition "Inflicting help" Focus on "star performers" Leader broadcasts Short-term suppliers Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity Complacency in relation to improvement & learning unpicking decisions delayed minutes Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Scaling Individual meritocracy Over-milking the cow "Build it and they will come" Big bet as the norm "customer/ consumer centric" bs Long-lived impediments AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Efficiency tunnel vision C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY People in the wrong seats on the bus Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Project teams Initiative budgets Scaling Individual meritocracy Over-milking the cow "Build it and they will come" Big bet as the norm "customer/consumer centric" bs Long-lived impediments Efficiency tunnel vision People in the wrong seats on the bus without these deletions it's a feature factory Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Managerial only career path Leaders pushing impediments back down to teams Data-less decisions Ill-suited processes/workflows 100/100 over 80/20 "Better Faster Cheaper" Lack of technical excellence without these deletions potential is limited because thinking is limited Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY without these deletions we lose customers New leadership positions Dependency management Thinking about the past Targets harming environment Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Backlogs Unsustainability Appreciation of ego Any hint of a lack of diversity & inclusion Transformations 5-day week without these deletions we lose our best employees Copyright © Orderly Disruption Limited 2022 - All rights reserved.
PACE PACE PACE AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY change at executive level - how slow/quick should it be? Copyright © Orderly Disruption Limited 2022 - All rights reserved.
PACE PACE PACE AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY window of oppportunity Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY executive Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY organization Copyright © Orderly Disruption Limited 2022 - All rights reserved.
Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Backlogs Individual meritocracy Managerial only career path Decisions with perfect information Growth constraint blindness Ruthlessness with people Annual budgets Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow Unsustainability Appreciation of ego New leadership positions Any hint of a lack of diversity & inclusion Delusions of predictability Utilization hurting flow Imposition Leaders pushing impediments back down to teams Transformations "Inflicting help" "Build it and they will come" Data-less decisions Focus on "star performers" Leader broadcasts Ill-suited processes/workflows Short-term suppliers Big bet as the norm 100/100 over 80/20 "customer/ consumer centric" bs Dependency management Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence Thinking about the past Targets Efficiency tunnel vision 5-day week Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes harming environment Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY elements were inspired by conversations with ... Angie Main, Andrzej Zińczuk, Andy Carmichael, Ben Maynard, bruce mccarthy, Bjarte Bognes, Brendan Wovchko, carolyn mumby, Charles Bradley, christiaan verwijs, Daniel Doiron, daniel russo, Daniel Vacanti, Dave Snowden, Dave West, David Dame, denise pereira carvalho, Don McGreal, Erich R. Bühler, Erik Weber, Fin Goulding, Haydn Shaughnessy(RIP), indi young, Jackie Thoms, jared spool, Jill Graves, Jim benson, joe justice, john carter, John Seddon, joshua seiden, klaus leopold, Kurt Bittner, Laurens Bonnema, Liz Keogh, Mark Noneman, Marshall Goldsmith, marty cagan, Mike Burrows, Nader Talai, pia-maria Thorén, Robert annis, rob kinnerfelt, Ron Eringa, ryan ripley, Steve Porter, steve tendon, and Thomas Power. and other wonderful leaders & coaches I worked with
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY check out the xagility podcast https://linktr.ee/johncolemanxagility Q&A
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Project teams Initiative budgets Scaling Individual meritocracy Over-milking the cow "Build it and they will come" Big bet as the norm "customer/consumer centric" Long-lived impediments Efficiency tunnel vision People in the wrong seats on the bus where to start? focus on fixing problems more regular funding cycles compassionate dissent discover to deliver get out of the building experiment when risk is high customer/user interviews self-designing teams Copyright © Orderly Disruption Limited 2022 - All rights reserved.
Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Individual meritocracy Decisions with perfect information Growth constraint blindness Ruthlessness with people Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow Delusions of predictability Utilization hurting flow Imposition "Inflicting help" "Build it and they will come" Focus on "star performers" Leader broadcasts Short-term suppliers Big bet as the norm "customer/ consumer centric" bs Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Efficiency tunnel vision Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Managerial only career path Leaders pushing impediments back down to teams Data-less decisions Ill-suited processes/workflows 100/100 over 80/20 AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Copyright © Orderly Disruption Limited 2022 - All rights reserved.
Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Individual meritocracy Managerial only career path Decisions with perfect information Growth constraint blindness Ruthlessness with people Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow Delusions of predictability Utilization hurting flow Imposition Leaders pushing impediments back down to teams "Inflicting help" "Build it and they will come" Data-less decisions Focus on "star performers" Leader broadcasts Ill-suited processes/workflows Short-term suppliers Big bet as the norm 100/100 over 80/20 "customer/ consumer centric" bs Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence Efficiency tunnel vision Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS New leadership positions Dependency management AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past Targets C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY harming environment Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Managerial only career path Leaders pushing impediments back down to teams Data-less decisions Ill-suited processes/workflows 100/100 over 80/20 "Better Faster Cheaper" Lack of technical excellence where to start? treat initiatives as bets data-informed decision making encourage technical coaches mob/swarm with teams de-scale processes & flows non-experts learning/doing crucial work amp up discover-to-deliver Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY New leadership positions Dependency management Thinking about the past Targets harming environment where to start? expand definition of the product/service leadership without being a position trends congruent purpose goals in multiple time horizons "slice of cake" teams Copyright © Orderly Disruption Limited 2022 - All rights reserved.
Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Individual meritocracy Managerial only career path Decisions with perfect information Growth constraint blindness Ruthlessness with people Annual budgets Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow New leadership positions Delusions of predictability Utilization hurting flow Imposition Leaders pushing impediments back down to teams "Inflicting help" "Build it and they will come" Data-less decisions Focus on "star performers" Leader broadcasts Ill-suited processes/workflows Short-term suppliers Big bet as the norm 100/100 over 80/20 "customer/ consumer centric" bs Dependency management Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence Thinking about the past Targets Efficiency tunnel vision Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes harming environment Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Backlogs Unsustainability Appreciation of ego Any hint of a lack of diversity & inclusion Transformations AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY 5-day week HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY where to start? Backlogs Unsustainability Appreciation of ego Any hint of a lack of diversity & inclusion Transformations 5-day week appreciation of compassion change & learning is part of what we do every day 4-day week authentic recruitment customer - what would you like next? focus on customer/user jobs Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY the big lie Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY "you are empowered" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY until you're not Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY if you're brilliant and talented you don't need this so just #ignore Copyright © Orderly Disruption Limited 2022 - All rights reserved.
HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY but do check out thought leaders acknowledged here ... Copyright © Orderly Disruption Limited 2022 - All rights reserved.

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Lean Agile London - Hit Delete - unlocking organizational agility by unlocking executive agility one behavior at a time - John Coleman of Orderly Disruption

  • 1. "hit delete" john coleman @johncolemanirl AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY linktr.ee/johncolemanxagility
  • 2. AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY owns the strategy or sets the direction of travel justifies investment Executive (n): Person or group appointed and given the responsibility to manage the affairs of an organization and the authority to make decisions within specified boundaries. a person who:
  • 3. SUPPORTS FOR SUPPORTS FOR SUPPORTS FOR AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY someone at CxO level, someone reporting to a CEO, a chairwoman a board member for a large organization (>1000 people). a regional president or one of her reports for an overall 100,000 person + organization. a board member of a Fortune 500 organization a government minister/secretary a chairwoman of a global non-profit organization an executive leader for a chunk of the organization a leader within a division of a large firm, a leader within a small/medium-sized firm her -1s her coach Executives for the context of this talk include:
  • 4. SUPPORTS FOR SUPPORTS FOR SUPPORTS FOR AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY team team of teams agile role/accountability lean role/accountability product manager product leader manager leader agility coach agility trainer scaling practitioner/coach de-scaling practitioner/coach executive
  • 5. HYPOTHESIS HYPOTHESIS HYPOTHESIS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY executive agility is a key to unlock organizational agility
  • 6. HYPOTHESIS HYPOTHESIS HYPOTHESIS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY executive agility is a key to unlock organizational agility
  • 7. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY "Deletion" in this context does not mean completely remove Deletion means far "less of" to an extent it's rare Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 8. HYPOTHESES FOR HYPOTHESES FOR HYPOTHESES FOR DELETIONS DELETIONS DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
  • 9. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Fixed price Fixed Scope internal Demands Lack of prioritization of the work within capacity AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning unpicking decisions delayed minutes Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 10. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Fixed price Fixed Scope internal Demands Lack of prioritization of the work within capacity AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning unpicking decisions delayed minutes without these deletions teams won't see the point of agility Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 11. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Fixed price Fixed Scope internal Demands AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning unpicking decisions delayed minutes where to start? immediate minutes regular forecasts review flow somehow 9 minutes @ 9am learning ask people what is frustrating them disagree and commit Lack of prioritization of the work within capacity try Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 12. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Growth constraint blindness Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 13. without these deletions it's one foot on the brake, one foot on the gas HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Growth constraint blindness Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts Passive risk management promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 14. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Growth constraint blindness Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts Passive risk management promoting "the old guard" where to start? recruit/promote with agility in mind listen, really listen let non-experts start work lead by example get more informed on complexity walk around regularly common understanding of how work flows get more informed on flow get more informed on sense-making Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 15. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Decisions with perfect information Growth constraint blindness Fixed price Fixed Scope Lack of (agility) discipline Delusions of predictability Utilization hurting flow "Inflicting help" Focus on "star performers" Leader broadcasts AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Complacency in relation to improvement & learning promoting "the old guard" unpicking decisions delayed minutes Lack of prioritization of the work within capacity internal Demands Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 16. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Short lived teams Ruthlessness with people Push system Local optimization Imposition Short-term suppliers Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity Lack of goal orientation Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 17. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY without these deletions the environment lacks humanity Short lived teams Ruthlessness with people Push system Local optimization Imposition Short-term suppliers Commitment = Guarantee Lack of cognitive diversity Lack of goal orientation Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 18. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Short lived teams Ruthlessness with people Push system Local optimization Imposition Short-term suppliers Commitment = Guarantee Lack of cognitive diversity Lack of goal orientation where to start? let teams coordinate at value stream level product teams talk to customers/users regularly ruthless with value, compassionate with people invitation focus on aging intentional & thoughtful reteaming smaller outputs towards outcomes see what difference outputs make, tweak Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 19. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Short lived teams Decisions with perfect information Growth constraint blindness Ruthlessness with people Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Delusions of predictability Utilization hurting flow Imposition "Inflicting help" Focus on "star performers" Leader broadcasts Short-term suppliers Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity Complacency in relation to improvement & learning unpicking decisions delayed minutes Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 20. Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Scaling Individual meritocracy Over-milking the cow "Build it and they will come" Big bet as the norm "customer/ consumer centric" bs Long-lived impediments AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Efficiency tunnel vision C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY People in the wrong seats on the bus Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 21. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Project teams Initiative budgets Scaling Individual meritocracy Over-milking the cow "Build it and they will come" Big bet as the norm "customer/consumer centric" bs Long-lived impediments Efficiency tunnel vision People in the wrong seats on the bus without these deletions it's a feature factory Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 22. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Managerial only career path Leaders pushing impediments back down to teams Data-less decisions Ill-suited processes/workflows 100/100 over 80/20 "Better Faster Cheaper" Lack of technical excellence without these deletions potential is limited because thinking is limited Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 23. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY without these deletions we lose customers New leadership positions Dependency management Thinking about the past Targets harming environment Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 24. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Backlogs Unsustainability Appreciation of ego Any hint of a lack of diversity & inclusion Transformations 5-day week without these deletions we lose our best employees Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 25. PACE PACE PACE AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY change at executive level - how slow/quick should it be? Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 26. PACE PACE PACE AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY window of oppportunity Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 27. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY executive Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 28. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY organization Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 29. Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Backlogs Individual meritocracy Managerial only career path Decisions with perfect information Growth constraint blindness Ruthlessness with people Annual budgets Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow Unsustainability Appreciation of ego New leadership positions Any hint of a lack of diversity & inclusion Delusions of predictability Utilization hurting flow Imposition Leaders pushing impediments back down to teams Transformations "Inflicting help" "Build it and they will come" Data-less decisions Focus on "star performers" Leader broadcasts Ill-suited processes/workflows Short-term suppliers Big bet as the norm 100/100 over 80/20 "customer/ consumer centric" bs Dependency management Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence Thinking about the past Targets Efficiency tunnel vision 5-day week Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes harming environment Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 30. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY elements were inspired by conversations with ... Angie Main, Andrzej Zińczuk, Andy Carmichael, Ben Maynard, bruce mccarthy, Bjarte Bognes, Brendan Wovchko, carolyn mumby, Charles Bradley, christiaan verwijs, Daniel Doiron, daniel russo, Daniel Vacanti, Dave Snowden, Dave West, David Dame, denise pereira carvalho, Don McGreal, Erich R. Bühler, Erik Weber, Fin Goulding, Haydn Shaughnessy(RIP), indi young, Jackie Thoms, jared spool, Jill Graves, Jim benson, joe justice, john carter, John Seddon, joshua seiden, klaus leopold, Kurt Bittner, Laurens Bonnema, Liz Keogh, Mark Noneman, Marshall Goldsmith, marty cagan, Mike Burrows, Nader Talai, pia-maria Thorén, Robert annis, rob kinnerfelt, Ron Eringa, ryan ripley, Steve Porter, steve tendon, and Thomas Power. and other wonderful leaders & coaches I worked with
  • 31. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY check out the xagility podcast https://linktr.ee/johncolemanxagility Q&A
  • 32. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Project teams Initiative budgets Scaling Individual meritocracy Over-milking the cow "Build it and they will come" Big bet as the norm "customer/consumer centric" Long-lived impediments Efficiency tunnel vision People in the wrong seats on the bus where to start? focus on fixing problems more regular funding cycles compassionate dissent discover to deliver get out of the building experiment when risk is high customer/user interviews self-designing teams Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 33. Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Individual meritocracy Decisions with perfect information Growth constraint blindness Ruthlessness with people Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow Delusions of predictability Utilization hurting flow Imposition "Inflicting help" "Build it and they will come" Focus on "star performers" Leader broadcasts Short-term suppliers Big bet as the norm "customer/ consumer centric" bs Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Efficiency tunnel vision Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 34. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Managerial only career path Leaders pushing impediments back down to teams Data-less decisions Ill-suited processes/workflows 100/100 over 80/20 AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 35. Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Individual meritocracy Managerial only career path Decisions with perfect information Growth constraint blindness Ruthlessness with people Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow Delusions of predictability Utilization hurting flow Imposition Leaders pushing impediments back down to teams "Inflicting help" "Build it and they will come" Data-less decisions Focus on "star performers" Leader broadcasts Ill-suited processes/workflows Short-term suppliers Big bet as the norm 100/100 over 80/20 "customer/ consumer centric" bs Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence Efficiency tunnel vision Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 36. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS New leadership positions Dependency management AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past Targets C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY harming environment Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 37. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Managerial only career path Leaders pushing impediments back down to teams Data-less decisions Ill-suited processes/workflows 100/100 over 80/20 "Better Faster Cheaper" Lack of technical excellence where to start? treat initiatives as bets data-informed decision making encourage technical coaches mob/swarm with teams de-scale processes & flows non-experts learning/doing crucial work amp up discover-to-deliver Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 38. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY New leadership positions Dependency management Thinking about the past Targets harming environment where to start? expand definition of the product/service leadership without being a position trends congruent purpose goals in multiple time horizons "slice of cake" teams Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 39. Project teams Initiative budgets HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Leader commits Scaling Short lived teams Individual meritocracy Managerial only career path Decisions with perfect information Growth constraint blindness Ruthlessness with people Annual budgets Push system Fixed price Fixed Scope Lack of (agility) discipline Local optimization Over-milking the cow New leadership positions Delusions of predictability Utilization hurting flow Imposition Leaders pushing impediments back down to teams "Inflicting help" "Build it and they will come" Data-less decisions Focus on "star performers" Leader broadcasts Ill-suited processes/workflows Short-term suppliers Big bet as the norm 100/100 over 80/20 "customer/ consumer centric" bs Dependency management Long-lived impediments Commitment = Guarantee AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY "Better Faster Cheaper" Lack of technical excellence Thinking about the past Targets Efficiency tunnel vision Passive risk management C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY Lack of cognitive diversity People in the wrong seats on the bus Complacency in relation to improvement & learning unpicking decisions delayed minutes harming environment Lack of goal orientation Lack of prioritization of the work within capacity internal Demands promoting "the old guard" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 40. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Backlogs Unsustainability Appreciation of ego Any hint of a lack of diversity & inclusion Transformations AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY 5-day week HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 41. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY where to start? Backlogs Unsustainability Appreciation of ego Any hint of a lack of diversity & inclusion Transformations 5-day week appreciation of compassion change & learning is part of what we do every day 4-day week authentic recruitment customer - what would you like next? focus on customer/user jobs Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 42. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY the big lie Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 43. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY "you are empowered" Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 44. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY until you're not Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 45. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY if you're brilliant and talented you don't need this so just #ignore Copyright © Orderly Disruption Limited 2022 - All rights reserved.
  • 46. HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS HYPOTHESES FOR DELETIONS AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY Thinking about the past C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY C-SUITE EXEC AGILITY but do check out thought leaders acknowledged here ... Copyright © Orderly Disruption Limited 2022 - All rights reserved.