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Organic agilty

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For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.

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Organic agilty

  1. 1. www.agile42.com | All rights reserved. Copyright © 2007 - 2017. ORGANIC Agility A strategic approach to achieve higher levels of organizational resilience, leveraging agile values and principles…
  2. 2. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Andrea Tomasini Agile Coach & Trainer andrea.tomasini@agile42.com @agile42/coaches CAL @tumma72
  3. 3. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Who we are • Started in 2007, as an international group of passionate people • Focussed since then in making every workplace more livable and engaging • Completely self-managed, no department, no fixed roles, no HR, no Controlling… • Very high qualified people (highest amount of CECs, CTCs, CSTs and CAL Educators in a single company worldwide)
  4. 4. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Experience makes the difference. We recognize that your organization and culture are unique, which implies a unique implementation of any new methods like Scrum or Kanban. Our effective combination of leadership coaching, knowledge transfer, team training, coaching on the job and practical tools is the basis for your success, as it has been for many other international customers. agile42 has helped enterprises such as Nokia, Sony, ABB Group, Ericsson, Avea and Siemens successfully and sustainably transition to agile. agile42 also helped startups to grow faster and healthier, good examples are: Fyber, Babbel and Sipgate.
  5. 5. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. The World around us is changing faster than we think…
  6. 6. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Technology is often one of the main drivers in this change…
  7. 7. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. To survive organizations need to be adaptable, flexible, nimble… agile!
  8. 8. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. https://www.youtube.com/watch?v=JOq-5D4gm0U
  9. 9. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. “The best requirements, architecture and designs, emerge from self-organizing teams” (Agile Manifesto, 2001)
  10. 10. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Self-organizing teams require a new type of leadership, with core capabilities of: focusing, designing, facilitating, changing
  11. 11. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Experiences Beliefs Actions Results Culture Manage Lead The “Results Pyramid” is copyright of Partners in Leadership LLC shift the balance coaching is an ongoing long term investment
  12. 12. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  13. 13. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018. Leadership Development Expert Achiever Catalyst A doer, still very operational, demonstrates competence, mentors others to do the job. Understands that to grow further needs to develop the team. Catalyzes growth and success by moving beyond existing boundaries and acting as strategic enabler
  14. 14. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018. Agile Leadership and Organization (1/5) Leader’s Skills •Technical Expert •Planner & Organizer •Delegator •Controller Characteristics •Controlling •Individual Evaluation •Individual Reward Hierarchical
  15. 15. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018. Agile Leadership and Organization (2/5) Leader’s Skills •Group Communication •Problem Solver •Conflict Resolution •Group Dynamic Characteristics •Participative •Individual Evaluation •Individual Reward Enlightened
  16. 16. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018. Agile Leadership and Organization (3/5) Leader’s Skills •Facilitator •Leader •Conflict Resolution Characteristics •Participative •Collaborative •Team Evaluation •Team Reward Shared
  17. 17. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018. Agile Leadership and Organization (4/5) Leader’s Skills •Coach •Benchmarking Characteristics •Collaborative •Peer Evaluation •Team Reward Coordinated
  18. 18. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2018. Agile Leadership and Organization (5/5) Leader’s Skills • Strategic Planner Characteristics •Empowered •Peer Evaluation •Team Reward •Team Recruitment Agile
  19. 19. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. “Don’t copy the tools, copy the principles.” - Dr. W. Edwards Deming, 1972
  20. 20. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Organizational resilience: is the capability of an organization to react to unknown challenges and volatility by co- evolving with the change into a new and improved stable state. Growing autonomy: means investing in growing people to enable them to act more autonomously and consciously within and for the organization. Good as well as fast decisions needs to be made constantly, and autonomously within the organization to allow fast feedback and reaction time. Nurturing an inter-dependent culture: requires enabling communication between different groups and people within the organization. Increasing transparency and encouraging development of interpersonal relationship outside of team and group boundaries accelerate reaction times. Cultural coherence deepens and with it the understanding about how to act in everyone’s interest.
  21. 21. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  22. 22. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. 1st Principle: increase cultural awareness and coherence Organizational culture exists and manifests in the form of behaviors, habits, parables, sacred stories, failure stories. By making these explicit, awareness will increase and coherence will emerge. Culture is a lagging indicator, and can be used to measure the behaviors which are successful the stories which are followed and the habits which stick. If these qualities are measurable we can act aiming and promoting more of the stories we like, and less of those stories we don’t like. The same applies to behaviors, and habits. These can be fostered through rituals
  23. 23. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  24. 24. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. “This is how we do things around here…” Culture is the set of behaviors that have been established and accepted within an organization
  25. 25. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Culture Type: Hierarchy Orientation: Controlling Leader Type: Coordinator, Monitor, Organizer Value Drivers: Efficiency, Timeless, Consistency and Uniformity Theory of Effectiveness: Control and efficiency with capable processes produce effectiveness Culture Type: Market Orientation: Competing Leader Type: Hard driver, Competitor, Producer Value Drivers: Market share, Goal achievement, Profitability Theory of Effectiveness: Aggressively competing, customer focus produce effectiveness Culture Type: Adhocracy Orientation: Creative Leader Type: Innovator, Entrepreneur, Visionary Value Drivers: Innovative outputs, Transformation, Agility Theory of Effectiveness: Innovativeness, vision, and new resources produce effectiveness Culture Type: Clan Orientation: Collaborative Leader Type: Facilitator, Mentor, Team Builder Value Drivers: Commitment, Communication, Development Theory of Effectiveness: Human development and participation produce effectiveness Flexibility & Discretion Stability & Control Internalfocus&Integration Externalfocus&Differentiation Organizational Culture Profile (CVF)
  26. 26. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Agile Values & Principles 10 20 30 40 50 60 10 20 20 20 10 10 30 40 50 60 30 40 50 60 30 40 50 60 Ad-hocracy Hierarchy M arket Clan Most of the organization today have a strong Hierarchy oriented profile They struggle to introduce a more agile and lean approach to work, because the hierarchical culture is not supportive of agile values and principles
  27. 27. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Most of the organization today have a strong Hierarchy oriented profile They struggle to introduce a more agile and lean approach to work, because the hierarchical culture is not supportive of agile values and principles To create the right context to move toward a more agile and lean culture, we need to transition toward Clan or Ad- Hocracy 10 20 30 40 50 60 10 20 20 20 10 10 30 40 50 60 30 40 50 60 30 40 50 60 Ad-hocracy Hierarchy M arket Clan
  28. 28. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. “If you can make culture explicit, you can agree where you stand, and where you want to go…” There are two ways to encourage specific behaviours within an organization: 1. Story telling and role-modeling (e.g: empathy and tradition, walk the talk, common jargon) 2. Ritualization (e.g: Scrum events, Ritual Dissent, Open Space)
  29. 29. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Clan Hierarchy Ad-hocracy Market Leader Type Clan Hierarchy Ad-hocracy Market Quality Strategies Clan Hierarchy Ad-hocracy Market Theory of Effectiveness Clan Hierarchy Ad-hocracy Market Value Drivers •Different dimensions contributing to cultural development can be compared •It is possible to clearly see the overlapping areas, and understand how far is the overall culture from being coherent •It is easier to find “adjacent possibles” toward which to shift the culture to facilitate coherence, before embracing a transition towards a new profile •It is possible to compare different areas of an organization including currently running experiments OrgScan
  30. 30. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. 2nd Principle: base situational assessment and decision making on the context Understanding the context is key to be able to identify the right approach. Depending on the context, the assessment of the situation and the way the decision-making process will be implemented varies significantly
  31. 31. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  32. 32. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Complicated Obvious Chaotic Complex sense-analyse-respond sense-categorise-respond probe-sense-respond act-sense-respond Governing constraints Fixed constraints Enabling constraints no effective constraint Good Practice Best Practice Novel Practice Emergent Practice Cynefin Framework •It’s a Sense-making Framework means that the data comes before the model, contrary to categorization where the model comes before the data. •It has 5 domains which are separated by boundaries. On the right side there are Ordered domains which have hard defined boundaries, on the left side Unordered domains which have permeable and overlapping boundaries. •Each domain is defined by recognizable behaviours supporting decision making processes, and are defining different contexts •The grey area in the middle is called Disorder and indicates that we aren’t able to make sense of a specific situation
  33. 33. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Complicated Obvious Chaotic Complex Cynefin Framework • Learning Loop: allows to learn and consolidate the learnings (e.g.: Scrum, Experimentation…); • Innovation Loop: shallow dive into controlled chaos to allow innovation to emerge by removing constraints; • Standardization: acquired knowledge is commoditized into standard usage procedures; • Entrenched Expertise: experts are stuck into their models, and underestimate the complexity, dive into disorder and recover through complexity • Fall into Chaos: over-simplification, causes chaos and recovery is very expensive Learning Standardization Entrenched Expertise Fall into chaos Innovation
  34. 34. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Obvious Domain Situational analysis: isn’t necessary as in this domain things are self-evident. Decision making: Rules based, where rules are understandable and applicable by everybody. A review process will grant that decisions are consistent with the rules.
  35. 35. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Complicated Domain Situational analysis: is done by experts or peers, and it is validated through peer reviews. Decision making: rules & process based, where rules are understandable and applicable only by experts. Peer to peer reviews will provide insights on how to improve outcomes, and iterations will help improve decisions.
  36. 36. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Complex Domain Situational analysis: is distributed, actions are distributed (to probe faster) and decisions based on actions are happening in real-time and distributed. Decision making: direction decisions and respond decisions are centralized, to keep coherence in an environment in which a lot of unexpected outcomes and unintended consequences will emerge.
  37. 37. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Chaotic Domain Situational analysis: isn’t possible. Decision making: draconian decision making is necessary to provide a minimal level of coherence. A bad decision which leaves options open is better than no decision at all. Decisions need to be taken very fast.
  38. 38. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. 3rd Principle: focus on value creation Your organization supports the creation of value. The traditional approach has been to optimize organizations to support the management of the business, versus value delivery to customers and stakeholders. Identify what is value, and evolve the organization to effectively create it, whilst removing waste and making adjustments to streamline the simplest path to delivery.
  39. 39. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  40. 40. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. The matrix organization… SubSystem1 SubSystem2 Quality Infrastructure Operations PMO Project 1 Project 2 Project 3 … optimized for utilization, not value delivery… Handovers and coordination Value Client Push in the lines
  41. 41. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Stream 1 Stream 2 Stream 3 The agile organization… SubSystem1 SubSystem2 SubSystem3 Infrastructure Operations… optimized for value delivery and time to market Value Client Pull on the streams
  42. 42. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Opportunity Canvases to create context and focus on Customer Value… Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it. OpportunityName (title) 1. Opportunity 2. Customer Segments What is the problem to be solved? What type of customers & users will benefit from this solution? How is the customer solving the problem right now? 3. Possible Solution What are the key points of a possible solution to the presented problem? 4. Benefits What are the benefits for the customers? 6. Measuring Success What metrics will be best measure the success of the feature? 5. Business Readiness What steps are required from the business side to be able to use this capability? 7. Cost of Delay Which profile better represent the cost of delay (CoD)? 8. Costs Structure How does the cost structure look like for such a feature? One time, ongoing costs, contractors expenses, development costs? 9. Value to Customer and Business What are the expected incremental revenue for selling this feature, and what are the strategic and tactical benefit? What are the intangible values (usability, performance, customer knowledge obtained...) Opportunity Owner (name)
  43. 43. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Regular synchronization events in front of the portfolio board, allow for better decision making…
  44. 44. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Unified Portfolio and Program System to increase transparency, to visualize Customer Value and dependencies
  45. 45. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Clear Policies allow everyone to both understand and contribute to the work very quickly, value is key…
  46. 46. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. 4th Principle: validate changes in small increments Change is difficult and confronting. Validate changes with small safe-to-fail experiments, executed at regular intervals, to reduce resistance and minimize the waste of two coexisting systems of work, whilst gradually incorporating validated learnings. A portfolio of safe-to-fail experiment will help emerging options that can then be vetted and tested, before being implemented, significantly reducing risk.
  47. 47. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  48. 48. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. The traditional approach to change management… …focused on standardization, before stabilization… t Design Documentation Rollout Fix Issues > 9-10 months…
  49. 49. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. The agile approach to change management… …focused on stabilization with emergent standardization… Design Rollout Doc Rollout Doc Rollout Doc Coach ≤ 12 weeks t Design Coach Rollout Doc Rollout Doc Experimentations allows for better approaches to emerge
  50. 50. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Goal PSF NC Agile Strategy Map™ Define the Goal we want to achieve Possible Success Factor (PSF) represents a hypothesis about a key factor that would enable us to achieve the Goal Necessary Condition (NC): what is needed in order to fulfill the Success Factor
  51. 51. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Strategy Map from March 2014 The Goal for 2015 has been established The Transition Team identified at least 7 PSFs that would provide a powerful leverage to achieve the final Goal
  52. 52. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Strategy Map June 2014 Break out groups worked on detailing the various PSFs into actionable experiments to validate the hypothesis for organizational improvement Safe-To-Fail Experiments
  53. 53. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Strategy Map from Mai 2016 -> strategic alignment within project with multiple agile teams Tactical board to the Strategy Map -> created for alignment on tactical actions related to each Success Factor
  54. 54. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Strategy Map from Mai 2016 -> presenting relation from GOAL and company Vision Tactical board to the Strategy Map —> focus only on 2 main Success Factors
  55. 55. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. 5th Principle: optimize the flow Dependencies are a symptom of an over synchronized system design. They carry the excessive burden of coordination, handovers and plans which dramatically increase the transaction costs. Design a decoupled system which removes unnecessary synchronization and establishes effective working agreements which grant collective responsibility and ownership. Inter-dependence between teams emerges based on needs, and it is temporary. This allows for minimal alignment while remaining strongly coherent through principles.
  56. 56. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  57. 57. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. t Project 2 Project 3 Project 1 The plan driven organization… Synchronization of all Projects for a release, decreases efficiency and increases coordination costs Release Pm 3 Pm 1 Pm 2 …fixed scope and fixed date…
  58. 58. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. t The agile organization… De-synchronization of development teams to reduce cost of release …variable scope and variable date… Feature A Release Team 1 Team 2 Team 3 Team 4 Feature B Release Release Feature C Release Feature D Release Feature E
  59. 59. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Release incrementally, with higher quality Automated testing in short cycles Delivered serviceable Product in just 2 months
  60. 60. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Continuos Integration & Delivery… Switch from big product releases to incremental change, every feature is released on all platforms “Focusing on one Feature at a time allowed for faster feedback also involving stakeholders was easier… deliver fast to learn fast”
  61. 61. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
  62. 62. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017. Copyrights notice All material produced in this presentation is protected by the Creative Common License 4.0 (by-nc-sa). The brands and logos of agile42, Enterprise Transition Framework ETF (http://agile42.com/etf/), Team Coaching Framework TCF (http://tcf.agile42.com/) and Agile Strategy Map (http://www.agile42.com/en/agile-transition/agile-strategy-map/) are Copy Rights and Trademarks of agile42, and agile42 International and can’t be reused without written authorization. The OrgScan has been jointly developed by Cognitive Edge and agile42 International, SenseMaker® is a registered trademark of Cognitive Edge.

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