From agile to agility

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AGILE TO AGILITY
IN THE ERA OF COMPLEXITY, A JOURNEY FROM

DAVE
THE THEORY GUY…

“24 RADIOLOGISTS WERE ASKED TO
PERFORM A FAMILIAR LUNG NODULE
DETECTION TASK.
A PICTURE OF A GORILLA, 48 TIMES
LARGER THAN THE AVERAGE NODULE, WAS
INSERTED IN THE LAST CASE.
83% OF RADIOLOGISTS DID NOT SEE THE
GORILLA.
EYE-TRACKING SHOWED THAT THE
MAJORITY OF THE THOSE WHO MISSED
THE GORILLA LOOKED DIRECTLY AT IT”
–Drew, Vo & Wolfe  
Psychol Sci. Sep 2013; 24(9): 1848–1853

HOW TO COPE WITH INCREASINGLY UNCERTAIN AND VOLATILE MARKETS…
THE DOMINANT (APEX) PREDATOR THEORY
Serve the apex
or dominant
predator
Business as usual, but
start the parallel
explorations
Small, energy efﬁcient and
adaptive enacts a new eco system
At the earliest possible moment create formal and
informal experiments to identify potential areas of
dominance
Competence induced failure

ANDREA
THE PRAGMATIC GUY…

A MARKET ORIENTED PERSPECTIVE… (OUTSIDE-IN VIEW)
MARKET DEVELOPMENT IS AFFECTED BY HIGHER VOLATILITY AND UNCERTAINTY
t
Early Adopters
Early
Majority
Late
Majority
Laggards
Chasm
Sell to Make Make to Sell
Cycle time ~15y ~5y
‣ With shortened market cycles, ﬁrst
mover advantage becomes more
relevant than before
‣ Cost of Delay is getting higher
overall because the “tail” is much
shorter than it used to be
‣ Organizations are required to shift
their approaches faster than before,
when crossing the Chasm

Organization
Culture
AN ORGANIZATION ORIENTED PERSPECTIVE… (INSIDE-OUT VIEW)
MARKET DEVELOPMENT IS AFFECTED BY HIGHER VOLATILITY AND UNCERTAINTY
‣ Organizations aim at achieving Goals
or fulﬁlling a Vision by producing
Results
‣ Consistency has been kept by
creating alignment through
compliance to structures and
processes
‣ To become adaptive we need to shift
from alignment to coherenceExperiences
Beliefs
Actions
Manage
Lead
The “Results Pyramid” is copyright of Partners in Leadership LLC
shiftthebalance
coaching is an ongoing
long term investment
Vision
Results
Organization
Structures,
Processesand
Tools

ADAPTING TO COMPLEXITY
ORGANIZATIONAL AGILITY

FROM AN
“ORGANIZATION AS A
MACHINE” PRODUCING
VALUE…
Gareth Morgan, Images of Organization

ORGANIZATIONAL AGILITY DOESN’T MEAN IMPLEMENTING AGILE METHODS…
AWAY FROM DEFINED FUTURE GOALS…
▸ The organization as a machine (engineering metaphor) can work within stable
and repeatable conditions
▸ It leverages the idea of a future better state, which is compared to the present,
and designs a transition plan to move towards the future state
▸ When uncertainty increase, the future becomes harder to predict, therefore it is
harder to deﬁne realistic goals, and transition towards them

…TO AN
“ORGANIZATION AS AN
ORGANISM”, GROWING
AND ADAPTING
Gareth Morgan, Images of Organization

LEARNING FASTER TO ADAPT FASTER REQUIRES MAKING MISTAKES, FAST AND OFTEN…
RESILIENCE VS ROBUSTNESS
▸ Avoiding mistakes to happen
becomes a very expensive
exercise
▸ It is more effective to learn from
mistakes quickly and recover
quicker than the competition
▸ Establishing fast feedback loops
with the organization and with
the market requires different
approaches to leadership and
organizational design

ORGANIZATIONS NEED TO CO-EVOLVE WITH THE MARKET IN WHICH THEY ARE ACTIVE…
LEVERAGE THE EVOLUTIONARY POTENTIAL…
▸ When the system is complex we manage the evolutionary
potential of the here and now, starting journeys with a sense
of direction
▸ Organizations need to adapt to complexity and shift their
approach to design, architecture and culture, by leveraging
their natural dispositions
▸ We need to start managing the information we get in real-
time because we have to adapt quickly and co-evolve with
the market
▸ And we need human sensor networks to ensure cognitive
diversity in situational assessment and experimentation
▸ But a lot of what we do is still ordered and the old ways still
work. It’s both/and not either/or. Break the fad cycle!

UNDERSTANDING COMPLEXITY…
A FOCUS ON OUTLIERS & DISRUPTING COMPLACENCY
20 40 60 80 100
020406080
Doing it Right
Anintensedrivetoachieve
0.0 0.2 0.4 0.6 0.8 1.0
020406080100
Over the top stressful
Pressurefrommanagement

ATTITUDES ARE LEADING INDICATORS NOT LAGGING INDICATORS
0 20 40 60 80 100
020406080100
Doing it Right
Anintensedrivetoachieve
0 20 40 60 80 100
020406080100
Doing it Right
Welldefinedprocessesandprocedures
NUDGING THE SYSTEM - SUSTAINABLE CHANGE

MANAGING DISPOSITIONS
NAVIGATING UNCERTAINTY
WHERE ARE WE?
THE VALUE OF CONFLICT
UNARTICULATED NEED MAPPING
LITTLE MISS SUNSHINE

A CONCRETE IMPLEMENTATION EXAMPLE…
ORGANIC AGILITY APPLICATIONS - POWERED BY SENSEMAKER TECHNOLOGY

THANK YOU!
ANDREA AND DAVE SAY
ORGANIC agility®

From agile to agility

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