In this presentation, we will report on our experience with new ways of teaching and coaching agility that explicitly aim to create viral change by instilling new ways of thinking not just changing practice. We will analyse the self-sealing logic of implementing agile methods to show 1) why change should be viral and how this differs from traditional or even evolutionary change, 2) why viral change needs new ways of teaching and coaching that go beyond the rational explanation of practices, and 3) why this new way of teaching and coaching is important to engage the entire organization. Consequently, we will discuss the importance of simulation as a way to address the intuitive as well as the rational brain. We will introduce integrative thinking as a way to overcome the differences between agile methods and to bridge the gap between organizational silos. We examine the role of networks, rather than hierarchies, as a way of organizing change that is congruent with 21st century business agility.

1. Think beyond methods© Patrick Steyaert, 2018 1
Think beyond methods
Agile Lean Ireland 2018
patrick.steyaert@okaloa.com
Create viral change

2. Think beyond methods© Patrick Steyaert, 2018 2
A thriving Agile industry
A Big European Win
For Agile: Spotify's
Wall Street Debut
Succeeds
- Forbes
Why agility pays
- McKinsey Quarterly
- State of Agile™ survey, VersionOne
98%
Success of
Agile projects
94%
Organizations
practicing agile

3. Think beyond methods© Patrick Steyaert, 2018 3
legitimate need for business agility
E.g. shorten the time to
market
E.g. what to build for
whom and why?
E.g. people working together
in autonomous teams

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(less legitimate) Bandwagon effect
a self-reinforcing loop that fuels the agile industry
Others are adopting
popular agile method.
We must adopt
popular agile method
also!
R

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Shallow agile
adopting practices without principles
practices
principles
gap between thinking
and doing

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The method lens*
Success breeds failure
*Kudos to Andy Carmichael for coming up with the lens and filters metaphor
Change requires to
see the world
differently; lean
and agile methods
provide us with a
lens to do so.
When a lens
becomes popular,
beliefs line up,
confirmation
bias kicks in and the
lens becomes
orthodoxy.
Orthodoxy blinds
from seeing what you
do not see. It limits
how you see the
world. It limits the
ability to change.
Kanban lens
Lean startup
lens
Scrum
lens

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Business agility
More of the same or different?
Lean Agile Methods combine
generic practices around specific
capabilities to meet generic goals
Generic practices
Specific capabilities
Business agility uniquely combines
core capabilities to meet specific
challenges with specific practices
Core capabilities (uniquely
combined)
Specific practices
Kanban Lean startup Holacracy Flow Learning Collaboration

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Core Capabilities combine
To meet specific challenges
Feedback
delay
R
Learning
Flow
Finishing
work
Work-In-
Progress (WIP)
Starting
work
O
Induced
work
Blocked
work
Idle time
R
Expedited
work
Wait time
(length & variability)
R
Capacity
utilization
C
O
Collaboration C
Division
of labor
B

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Core Capabilities scale
Through specific practices
SUPPLY
DEMAND
SHAPE
DEMAND
In order to make
better use of
(fixed) capability
IMPROVE
CAPABILITY
In order to better
meet (fluctuating)
demand
Work
Decide
Learn
From team to enterprise flow From team to network collaboration
From individual to organizational learning
experience experiment

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Firing on all cylinders
Thinking about doing
1
Flow enables
collaboration
Flow enables
learning
Flow
2
Collaboration
enables learning
Collaboration
enables flow
Collaboration
3
Learning enables
flow
Learning enables
collaboration
Learning

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The divided mind
Thinking about thinkingRational brain
The rider
Intuitive brain
The elephant
Rational reasoning is - SLOW - verbal
conscious thought using models and
logic
Thinking is intuitive as well as rational
Intuition is based on - FAST - pattern
matching with past experience
Jonathan Haidt, The Righteous Mind

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Intuitions first, Reasoning second*
Its hard to reason oneself into new behavior
Past
experience
intuition judgement reasoning1 2
3
4
Unfolding
events
*Jonathan Haidt, The Righteous Mind
1 2 Strong feedforward
3 4 Weak feedback

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Thinking is social, not just individual
Social intuition model*
A’s
intuition
A’s
judgement
A’s
reasoning
B’s
intuition
B’s
judgement
B’s
reasoning
1 2
56
3
4
*Jonathan Haidt, The Righteous Mind
Past
experience
Unfolding
events
Past
experience

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Using simulation as a bootstrap
Combine intuitive andrational learning in a richlearning experience

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Managing for virality
Success is defined by retention and referral
Acquisition
Retention
ResultsActivation
Referral
CHANGE
FACTORY
Traditional
Viral
Iterated
simulations
Infect other
people and
units

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Think beyond methods
Shallow agile
Agile practices
Rational individual thinking
Think beyond methods
Agile capabilities
Intuitive thinking
Scaled agile thinking
Agile capabilities at scale
Social intuition
1.
DOING
2.
THINKING
3.
Sharing
Create viral change
Core agile capabilities

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Thank you@PatrickSteyaert @OkaloaFlowlab
More info about Okaloa Flowlab at www.okaloa.com/flowlab

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CONTACT DETAILS t +32 473 56 50 98
t +32 477 79 12 98
arlette.vercammen@okaloa.com
patrick.steyaert@okaloa.com
@OkaloaFlowlab
@PatrickSteyaert