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20200421 Evolution of workplace and Future of work - London's Agile Evangelist community - Piotr Trojanowski

The deck of slides accompanying the webinar I led for London's Agile Evangelist community.

Brief:
The webinar provokes a human-centric view on the evolution of work and evolution of the purpose of work. It helps you out of the hamster wheel of the single loop learning and encourages a deeper reflection on the purpose of business.

It summarizes the evolution of work in recent decades and the state of Agility at the end of 2010s. In parallel, the webinar equips you with a set of tools that will be useful to design your own vision of the future (Wardley maps, for 2020double learning loop).

The webinar is for all people-oriented leaders and practitioners, including CEOs, Agile Coaches, HR officers that sense friction between how their companies function and needs of employees and societies.

For leaders who see limitations in how we work these days and look for inspiration for alternative ways of working: alternative ways of engaging people in their company’s mission, but also an alternative purpose of work in the first place.

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20200421 Evolution of workplace and Future of work - London's Agile Evangelist community - Piotr Trojanowski

  1. 1. Evolution of workplace & Future of work Piotr Trojanowski, piotr@resonate.company website: https://www.resonate.company blog: https://blog.resonate.company contact: info@resonate.company Follow #agile2020s Published: Mar, 16th 2020
  2. 2. CURRENT STATE 2. Drivers for change in 2020s (Kano model, systemic thinking) 3. Deepened reflection on the enablers of change in 2020s (learning) ASPIRATIONAL FUTURE 4. The current purpose of business (mental model, assumptions, principles) 5. Aspirational purpose of business (mental model, assumptions, principles) Agenda HISTORICAL PERSPECTIVE 1. Evolution of ways of working in the recent decades (Wardley maps, The Dude’s model)
  3. 3. How would you compare the Agile world 10 years ago and at present? What has changed systemically? What do you think about this direction? Is the direction good? How close it is to your heart? What you would do differently? Follow: #agile2020s Exercise 1
  4. 4. “The Dude’s Evo model” David Hussman introduced a perspective on evolution of how we delivered software products in early 2010s. ProductProject Method 20th century 1990-2000s Early 2010s Budget, Scope, Schedule Phased Governance Process Agile Delivery Framework Customer Centricity Product management User Experience
  5. 5. ValuechainInvisibleVisible Evolution Genesis Commodity (+utility)Custom Product (+rental) Process Budget, Scope, Schedule Agile Delivery Framework Customer Centricity Product Ecosystem Product What is next? Project Collaborative Culture Method @ Scale Phased Governance Evolution of workplace Servant Leadership Ego-less HR 3.0 Peer-to-peer Situational Leadership Customer Obsession Value chain expansion Operational Excellence Business Agility 20th century 2020s 1990-2 000s 2000s Innovation @ Scale Early 2010s Late 2010s Teamwork Product management User Experience Design Thinking Beyond Budgeting
  6. 6. CURRENT STATE 2. Drivers for change in 2020s (Kano model, systemic thinking) 3. Deepened reflection on the enablers of change in 2020s (learning) Agenda HISTORICAL PERSPECTIVE 1. Evolution of ways of working in the recent decades (Wardley maps, The Dude’s model) ASPIRATIONAL FUTURE 4. The current purpose of business (mental model, assumptions, principles) 5. Aspirational purpose of business (mental model, assumptions, principles)
  7. 7. Sources of obstacles to Agile adoptions vary from implementation faults to the very purpose of the business and economy today. Obstacles to Agile Adoption Residual obstacles Implementation faults “Orange” goals Purpose of business
  8. 8. What is the direction for Agile in the next 10 years? What systemic change will happen? Follow: #agile2020s Exercise 2
  9. 9. In 2020s the changes to workplace will arise from two main sources: commoditization and unsustainability Commoditization Unsustainability Human civilization has resulted in a huge amount of a “technical debt”. https://en.wikipedia.org/wiki/Kano_model
  10. 10. Unbalanced Sustainability: ● end of natural resources ● massive extinction of species (50% in 50 years, non-linear) ● climate change ● human population growth In parallel there have existed and have been developing a invisible unbalanced sustainability and human integrity issues, a.k.a. “technical debt of human civilisation” Unbalanced human integrity: ● Life-to-work push ● Life-work disintegration: disconnectedness of employees (86%) ● Materialistic reductionism ● Economic disproportions, aggregation of capital
  11. 11. ValuechainInvisibleVisible Evolution Genesis Commodity (+utility)Custom Product (+rental) Process Budget, Scope, Schedule Agile Delivery Framework Customer Centricity Product Ecosystem Product What is next? Project Collaborative Culture Method @ Scale ... Phased Governance Evolution of workplace Servant Leadership Ego-less HR 3.0 Peer-to-peer Situational Leadership Customer Obsession Value chain expansion Operational Excellence Business Agility 20th century 2020s 1990-2 000s 2000s Innovation @ Scale Early 2010s Late 2010s Teamwork Product management User Experience Design Thinking Drivers: Commoditization Unsustainability Beyond Budgeting
  12. 12. We are trapped in a “single loop” learning. There exists an invisible, underlying mental model that determines our actions and behaviours. https://en.wikipedia.org/wiki/Double-loop_learning
  13. 13. Components of change: how life conditions cause behaviour, Don Beck Life Conditions Priority Codes Beliefs and behaviours Problems and challenges of existence Value systems and world views Manifestations of the Priority Codes are met by translate into The interaction between the external Life Conditions and the internal Priority Codes creates what people think and what they do
  14. 14. Deeper change, aka “double loop” learning can only happen by changing the underlying mental model and decision making rules. https://en.wikipedia.org/wiki/Double-loop_learning
  15. 15. CURRENT STATE 2. Drivers for change in 2020s (Kano model, systemic thinking) 3. Deepened reflection on the enablers of change in 2020s (learning) Agenda HISTORICAL PERSPECTIVE 1. Evolution of ways of working in the recent decades (Wardley maps, The Dude’s model) ASPIRATIONAL FUTURE 4. The current purpose of business (mental model, assumptions, principles) 5. Aspirational purpose of business (mental model, assumptions, principles)
  16. 16. So what is the current invisible underlying mental model of the approach to human civilization development? What are its cardinal assumptions? Follow: #agile2020s Exercise 3: Characterize the current mental model
  17. 17. So what is the underlying invisible mental model? Careless exploit of natural resources and time of employees In the name of ROIC for anonymous, random investors Purpose of business: PROFIT Humankind is the greatest achievement of evolution, created by gods, Homo Sapiens owns the planet. Budget, Scope, Schedule Project Phased Governance 20th century Competition is the mechanism to exploit market inequalities
  18. 18. So what is the mental model for 2020s that will deal with the “technical debt”? It needs to provide 1. Sustainability and 2. Integrity. What are the cardinal assumptions of the mental model for 2020s? Follow: #agile2020s Exercise 4: Design the mental model for 2020s
  19. 19. So what is the mental model for 2020s that will deal with the “technical debt” and restore 1. Sustainability and 2. Integrity? Purpose of business: HARMONY In service to societies In service to develop individuals Guarding sustainability of the global ecosystem through corporate world Collaboration is the mechanism to approach shared evolutionary goals while
  20. 20. Double loop learning: accelerated transition into new mental model caused by: end of natural resource, massive extinction of species, climate change, disconnectedness of employees, economic disproportions, aggregation of capital Corporates as Good CITIZENS of the world ValuechainInvisibleVisible Evolution Genesis Commodity (+utility)Custom Product (+rental) Process Budget, Scope, Schedule Agile Delivery Framework Customer Centricity Product Ecosystem Product Project Collaborative Culture Method @ Scale ... Phased Governance Evolution of workplace Servant Leadership Ego-less HR 3.0 Peer-to-peer Situational Leadership Customer Obsession Value chain expansion Operational Excellence Business Agility 20th century 2020s 1990-2 000s 2000s Innovation @ Scale Early 2010s Late 2010s Teamwork Product management User Experience Design Thinking Business supporting fulfilment of individuals, in service to societies, guarding sustainability of the global ecosystem Eureka / Reflection: Profit-driven business is unsustainable, outdated model of corporate world ? ? ? Beyond Budgeting
  21. 21. Double loop learning: accelerated transition into new mental model caused by: end of natural resource, massive extinction of species, climate change, disconnectedness of employees, economic disproportions, aggregation of capital Corporates as Good CITIZENS of the world ValuechainInvisibleVisible Evolution Genesis Commodity (+utility)Custom Product (+rental) Process Budget, Scope, Schedule Agile Delivery Framework Customer Centricity Product Ecosystem Product Project Collaborative Culture Method @ Scale ... Phased Governance Evolution of workplace Servant Leadership Ego-less HR 3.0 Peer-to-peer Situational Leadership Customer Obsession Value chain expansion Operational Excellence Business Agility 20th century 2020s 1990-2 000s 2000s Innovation @ Scale Early 2010s Late 2010s Teamwork Product management User Experience Design Thinking Evolutionary Purpose Self-management Metaphor of a Living System Wholeness: Life - Work integrity Business supporting fulfilment of individuals, in service to societies, guarding sustainability of the global ecosystem Eureka / Reflection: Profit-driven business is unsustainable, outdated model of corporate world ... Follow #agile2020s Published: Mar, 16th 2020 Beyond Budgeting
  22. 22. Piotr Trojanowski, piotr@resonate.company website: https://www.resonate.company blog: https://blog.resonate.company contact: info@resonate.company Follow #agile2020s

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