Agile Transformation & Humane Leadership

1. Dr. Marcus Raitner | 19. Juli 2019
Twitter: @marcusraitner
AGILE TRANSFORMATION & HUMANE LEADERSHIP
NEUE FÜHRUNG IM ZEITALTER DER DIGITALISIERUNG ENTLANG DER AGILEN REISE DER BMW GROUP IT

2. VVolatile Unpredictable
U Complex
C Ambiguous
A
FOUR LETTERS DESCRIBING OUR WORLD
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019 Page 2

3. Seite 3
VUCA: MORE THAN EVER!
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019

4. Seite 4
MANYNEW PLAYERS
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019

5. Seite 5
… SOGAR DIE POST!
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019

6. MOORESCHES GESETZ

7. THOUGHT EXPERIMENT: BACKTO THE FUTURE
1955
1985
1985
2015

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9. Page 9
LET‘S GO 100% AGILE!
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019

10. Seite 10
100% AGILE
WHAT‘S THAT
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019

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THE CORE OF OUR AGILE TRANSFORMATION: FROM PROJECTS TO PRODUCTS
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019
Project A
Project C
Project D
Focus on Projects
OPERATIONS
Project B
System
1
System
2
System
3
System
4
System
5
Backlog Backlog Backlog
Focus on Products
System 1
System 2
System 3
System 4
System 5
Lean Sync only if necessary
Product 1
System 1
System 2
Product 2
System 3
System 4
Product 3
System 5
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Implementation will exclusively be done within products. Projects are only for synchronization purposes – if required at all.

13. THE FOUR PILLARS OF OUR AGILE TRANSFORMATION.
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019
PROCESS TECHNOLOGY
STRUCTURE CULTURE
100%
Agile
Page 13

14. Self-organizing teams
with end-to-end
responsibility
The skills of each team
member is important and
appreciated
Continuous feedback and
transparent
communication
Managers trust their self-
organizing teams
Feedback and
confession of
failure require trust
Be open minded &
exchange best practices
and mistakes
CULTURE: APPRECIATION, TRUST, RESPONSIBILITY, OPENNESS AND
TRANSPARENCYENABLE A STRONG LEARNING CULTURE.
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019 Seite 14

15. Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019
AGILITYSTARTS WITH MINDSET AND CULTURE
Decisions
I pride myself on making as few
decisions as possible in a quarter.
(…)There are sometimes I can go a
whole quarter without making any
decisions.
Reed Hastings
Learning
We aimto make mistakes faster than
anyone else. But failure without
learning is just: Failure!
Daniel Ek
Leading
It doesn't make senseto hire smart
people andthentellthem what toto ,
We hire smart people sothey cantell
us what to do.
Steve Jobs
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16. STRUCTURE 2019: ONE STEP FURTHER
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17. Seite 17
AGILITYREQUIRES NEW LEADERSHIP
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019

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21. Erhältlich als Taschenbuch oder E-Book bei Amazon (DE) oder
als E-Book bei Leanpub (DE / EN)
THESE VALUES ARE IMPORTANTTO US:
Unleashing human potential
over employing human resources.
Diversity and dissent
over conformity and consensus.
Purpose and trust
over command and control.
Contributions to networks
over position in hierarchies.
Growing leaders
over leading followers.
Courageously exploring the new
over efficiently exploiting the old.
That is, while there is value in the items onthe right,
wevalue the items onthe left more.
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019
NEUE FÜHRUNG IM ZEITALTER DER
DIGITALISIERUNG
Seite 21

22. The big question is always, do we car
manufacturers learnto become tech
companies more quickly than atech
company learnsto be an automotive
player?
Peter Schwarzenbauer
Dr. Marcus Raitner, BMW Group IT | Agile Transformation & Humane Leadership | 19. Juli 2019 Page 22