An introduction to agile organisation
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This document provides an introduction to agile organization concepts through several stories and models. It discusses how robustness can lead to disaster by using the example of the Titanic, and how responsiveness allows organizations to better react to unexpected changes like "black swan" events. It then presents options for organizational structures like having an organization function like an open space or like a venture capital firm. Key aspects of these models include crowd-like behavior, internal project markets to source ideas, and operating with a light governance structure. The document aims to spark discussion around emerging patterns in agile organizations.
An introduction to agile organisation
- 1. A G I L E T O U R M O N T R E A L CONCEPT AN INTRODUCTION TO AGILE ORGANISATION 1
- 2. CONCEPT T O T H A T I N T R O D U C T I O N An introduction is not about: •dogma •toolbox •the secret recipe It’s all about inspiration, emerging patterns, and more questions. WELCOME 2
- 3. WHO AM I? Pierre E. NEIS agile4HR - Play14 - agile digital enterprise SAP S.E., Daimler Group, Lombard Odier Bank, BNP Paribas, GlobeMed, Banque de Luxembourg, Real Solutions, BCG DV, LogDirect, ArcelorMittal, SAP UK, Berytech, Capgemini, Accenture, pWc, McKinsey, rueducommerce.com, Invivo, Cloudwatt, GDF Europe, ERDF, AXA Global, LaPoste Innovation, European Commission, Touring Assurances, CNRS, Ores + 50 AGILE COACHING DIGITAL ORG. DEV. 3
- 4. I W I L L T A L K A B O U T THE STORY OF THE FARMER THE STORY OF JASON ROBUSTNESS RESPONSIVENESS ORGANISATION LIKE AN OPEN SPACE ORGANISATION LIKE A VENTURE CAPITAL 1 2 3 654 AGENDA 4
- 5. O R I G I N S O F S T R U C T U R E THE STORY OF THE FARMER 5
- 6. KING FA RMER KING RECRUITED BY GOD THE FAR MER HA S 3 BE EF S THE KNI GHT WA NT S 2 BEE FS THE FAR MER KEEP S 1 B EE F WHE RE SHOULD HE COMP LAIN? 6
- 7. - PIERRE The farmer can meet the duke in an escalation process. But the duke won’t be able to handle this due to the line-of-command structure. The farmer has to accept that situation. This situation was very common in our civilizations until the “Renaissance” when Dutch Sailors create a Traders Guild. Most the structures are built on that mode. 7
- 9. - PIERRE Is agile a culture? If agile was a culture what are you doing with all the other cultures present in your organization? How can you be authentic if your uniqueness has to be reshaped to another standard? Agile emphasis diversity., multicultural diversity. 9
- 10. - PIERRE Is Agile a mindset? I can have an agile mindset in a non-agile organization. Having an agile mindset doesn’t guarantee agile. 10
- 11. - PIERRE Agile is a behavior, the behavior of people interacting within an agile system. A well set agile system allows people of any kind of mindset and of any kind of culture to work together. 11
- 12. THE STORY OF JASON 12
- 13. JUNIOR JASON IS A JUNIOR. HE IS VERY PASSIONATE ABOUT HIS NEW JOB. WHERE CAN HE GOT THE RIGHT INFORMATION.? HOW LONG SHOULD IT TAKE? 13
- 14. - PIERRE Because of being a junior, Jason must respect the line of command. The consequence, the information is either incomplete or obsolete. The only options for Jason to survive: • to accept this situation, to focus on his own career and to adopt the same attitude • to use politics for his own purpose and get closer to the authority • to address the problem and get fired • to leave the company. 14
- 15. JUNIOR JASON LOVE TO DANCE. HE MEETS ELSA, THE ASSISTANT OF THE CEO, AT THE SALSA COURSE. THEY BECOME CLOSER. THEY TALK A LOT TOGETHER, THEY TALK ALL THE TIME ABOUT THE COMPANY DURING THEIR FREE TIME. JASON HAS NOW MORE INFORMATION THAN HIS SUPERVISOR. ELSA 15
- 18. JUNI OR AGILE MEANS ORGANIZATION OVER STRUCTURE. ELSA 18
- 19. - PIERRE You can visualize organization helps sociograms. or communication paths. “Organisation” is how social structures are lived. Like described in the Scrum X approach, the agile organization is shaped to enforce communication and co-creation. 19
- 20. OPTION 1: ROBUSTNESS THE TITANIC CASE: PINNACLE OF COMFORT AND LUXURY HIGH-POWERED RADIOTELEGRAPH TRANSMITTER ADVANCED SAFETY FEATURES 20
- 21. H O W R O B U S T C O M P A N I E S A R E R E A C T I N G T O U N E X P E C T E D C H A N G E S THE BLACK SWAN 3 kms 😱 21
- 22. H O W R O B U S T C O M P A N I E S A R E R E A C T I N G T O U N E X P E C T E D C H A N G E S THE BLACK SWAN Ups, too late 22
- 24. OPTION 2: RESPONSIVENESS responsiveness rɪˈspɒnsɪvnəs/ noun noun: responsiveness 1 the quality of reacting quickly and positively."a bank's responsiveness to customer problems engenders trust" 24
- 25. H O W R E S P O N S I V E C O M P A N I E S A R E R E A C T I N G T O U N E X P E C T E D C H A N G E S THE BLACK SWAN what’s the problem? 25
- 26. W H A T I S T H E W O R K I N G M O D E L ? RESPONSIVE ORGANISATIONS crowd The crowd is flocking like birds with simple rules: point to the destination (expected outcome) avoid collision (alignment) follow the lines (strategy) BUILD A RESPONSIVE ORGANIZATION TO ALLOW EMERGENT BEHAVIOR. This simple organizational model should manage the iterations on its own. It is safe to fail container allowing the creation of both knowledge value and business value. 26
- 27. W H A T I S T H E W O R K I N G M O D E L ? “BIG” RESPONSIVE ORGANISATIONS swarm organisation a consolidated portfolio border is the structure 1 team = 1 portfolio THE CONCEPT REMAINS THE SAME AS FOR SMALLER ORGANIZATIONS TO AVOID OVER PROCESSING WASTE. 27
- 28. WHAT MIGHT BE THE ULTIMATE GOAL? 28
- 29. AN ORGANISATION LIKE AN OPEN SPACE 29
- 30. MODEL IDEA COLLECTOR AUTO REGULATED ENGAGING IPM: INTERNAL PROJECT MARKET IPM was developed for the sKale project in 2010. The purpose is to have an idea collector to identify both business opportunities and innovations. 30
- 31. - PIERRE The concept is that any ideas can be collected in a central idea box called IPM. At a certain period of time, a selection event happens, “the marketplace”, where attendees sell their ideas. 31
- 32. GOVERNANCE MODEL The Board of Directors is working like an agile team. Main activity: • strategy planning and deployment • funding • managing enterprise boundaries 32
- 33. BUSINESS AGILITY KNOWLEDGE WORK In this model, the conversation puts always knowledge, business, and strategy in balance. 33
- 34. AN ONE STEP BACKWARDS? 34
- 35. AN ORGANIZATION LIKE A VENTURE CAPITAL 35
- 36. W H A T I S T H E W O R K I N G M O D E L ? “BIG” RESPONSIVE ORGANISATIONS 1 consolidated portfolio 1 team = 1 portfolio THE CONCEPT REMAINS THE SAME AS FOR SMALLER ORGANIZATIONS TO AVOID OVER PROCESSING WASTE. 36
- 37. W H A T I S T H E W O R K I N G M O D E L ? LIGHT STRUCTURE 1 consolidated portfolio of initiatives Strategical Planning Funding flex boundaries : large enough to support emergent behaviour. 37
- 39. W H A T M A K E S A F E R R A R I T H E B E S T C A R ? JEREMY CLARKSON'S 39
- 40. AGILE CHANGE SERVICE DESIGN COACHING www.agilesqr.com HEIDELBERG - GERMANY AGILE² GMBH ADDRESS 40