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Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile Munich 2019 (Munich/DE)

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How to unleash consistent, company-wide self-organization
through invitation-based leadership & change

Publicado en: Liderazgo y gestión

Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile Munich 2019 (Munich/DE)

  1. 1. Agile Munich, Warm-up evening Munich, 08.05.2019 @NielsPflaeging #AgileMunich BetaCodex.org OpenSpaceBeta.com How to unleash consistent, company-wide self-organization through invitation-based leadership & change
  2. 2. Symptoms Problems
  3. 3. Culture
  4. 4. Knowledge Age Systemisch, lebendig Systemic, alive, market-driven Functionally integrated, team-based Work the work! Outside-in, led, socially dense, inviting change With-each-other-for-each-other Decentralized, complexity-robust Principles first, then method - Agile, Lean, Beta Industrial Age Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed; imposed change In parallel, in line Centralized, efficiency-oriented, stability-seeking Methods & frameworks as cortisone; tools for toolheads
  5. 5. Top Bottom
  6. 6. Outside Inside
  7. 7. Knowledge Age Systemisch, lebendig Systemic, alive, market-driven Functionally integrated, team-based Work the work! Outside-in, led, socially dense With-each-other-for-each-other Decentralized, complexity-robust Industrial Age Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking
  8. 8. Law Beta Alpha §1 Team autonomy: Connectedness with purpose, not dependency §2 Federalization: Integration into cells, not division into silos §3 Leaderships: Self-organization, not management §4 All-around success: Comprehensive fitness, not mono-maximization §5 Transparency: Flow intelligence, not power obstruction §6 Market orientation: Relative Targets, not top-down prescription §7 Conditional income: Participation, not incentives §8 Presence of mind: Preparation, not planned economy §9 Rhythm: Tact & groove, not fiscal-year orientation §10 Mastery-based decision: Consequence, not bureaucracy §11 Resource discipline: Expedience, not status-orientation §12 Flow coordination: Value-creation dynamics, not static allocations
  9. 9. Industry Retail Services Governmental/ NGOs It is possible
  10. 10. Insight No. 1 Change is not a fu*@ing journey. Instead, it is constant flipping.
  11. 11. Today Then Now New Now New Now New
  12. 12. Now New Now New Now New
  13. 13. Insight No. 2 There is no such thing as Resistance to Change - only smart responses to dumb methods The dumbest thing: trying to coerce people into self-organization
  14. 14. Insight No. 3 The problem is in the system - almost always So work that. Not people!
  15. 15. Insight No. 4 Org change is socially dense - technique is (almost) trivial But lots of technique, or method, is just abominable
  16. 16. as
  17. 17. accountable aim align(ment) allocate appraise bonus boss break down budget business area competence convince COO culture change department direct direct reports drive empower engage extra mile force forecast front-line goals hard skills head of headcount high performer high potential hit incentivize inspire journey key key account kick off lead leader leverage line low performer manage maturity milestones mindset mission motivate north star operations/operational oversight plan present purpose rank roll out sales scale soft skills star strategy/strategic status quo product mix synergy talent vision win …
  18. 18. Insight No. 5 There is no such thing as transformation - instead, everything´s an intervention We cannot “make change”. Plus we don´t have to: Change is nothing special!
  19. 19. Informal Structure Power: Influence Value Creation Structure Power: Reputation Formal Structure Power: Hierarchy
  20. 20. Informal Structure Power: Influence Value Creation Structure Power: Reputation Formal Structure Power: Hierarchy
  21. 21. Informal Structure Power: Influence Value Creation Structure Power: Reputation Formal Structure Power: Hierarchy
  22. 22. Principles of Very Fast Organizational Transformation Principle No. 1: Principled, not ambiguous Think Lean, TQM, Agile, Quick Response Manufacturing, Beta
  23. 23. Principles of Very Fast Organizational Transformation Principle No. 2: Time-boxed, not indefinite You want to iterate!
  24. 24. Principles of Very Fast Organizational Transformation Principle No. 3: Radically inviting, not imposing Let´s not commit the agilist´s mortal sin!
  25. 25. You are invited!
  26. 26. Principles of Very Fast Organizational Transformation Principle No. 4: Whole-system, not piece-meal You cannot turn an arm into a body.
  27. 27. Knowledge Age Systemisch, lebendig Systemic, alive, market-driven Functionally integrated, team-based Work the work! Outside-in, led, socially dense, inviting change With-each-other-for-each-other Decentralized, complexity-robust Principles first, then method - Agile, Lean, Beta Industrial Age Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed; imposed change In parallel, in line Centralized, efficiency-oriented, stability-seeking Methods & frameworks as cortisone; tools for toolheads
  28. 28. Principles of Very Fast Organizational Transformation Principle No. 5: All at once, not stacked Who deserves to be left behind?
  29. 29. experiments experimenting pilots hacking slicing culture change change management Let´s try Just do it readiness maturity models …
  30. 30. Knowledge Age Systemisch, lebendig Systemic, alive, market-driven Functionally integrated, team-based Work the work! Outside-in, led, socially dense, inviting change With-each-other-for-each-other Decentralized, complexity-robust Principles first, then method - Agile, Lean, Beta Industrial Age Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed; imposed change In parallel, in line Centralized, efficiency-oriented, stability-seeking Methods & frameworks as cortisone; tools for toolheads
  31. 31. Agile Munich, Warm-up evening Munich, 08.05.2019 @NielsPflaeging #AgileMunich BetaCodex.org OpenSpaceBeta.com How to unleash consistent, company-wide self-organization through invitation-based leadership & change

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