agile business: fitting agile in non-agile organisations: best practices from a federal-state-bank...

Fitting agile in non-agile organisations

Arhus, Nov. 3rd.2016, Matthias Henrici

Best practices from a federal-state-bank

Excursus: decision theory

„Contemporary business has shifted from complicated to complex. It’s like the difference between a Ferrari and the Brazilian rainforest.“

Dave Snowden, Cognitive Edge, Author Cynefin

Complex Complicated

Chaotic Simple

Non predictable predictable

Dave Snowdens „Cynefin-Modell“: The situation defines the decision matrix

Obvious situation •  Best Practises •  Standard Operating Procedures

Sense ● Categorize ● Respond

Good Practice the relationship between cause and effect requires analysis, application of expert knowledge

•  Investigation •  Experts

Sense ● Analyze ● Respond

Emergent Practice the relationship between cause and effect can only be perceived in retrospect

•  pattern

Probe ● Sense ● Respond

Novel Practice •  no relationship between

cause and effect at system level

Act ● Sense ● Respond

Complex Complicated

Chaotic Simple

Non predictable


predictable

M

Nearly every company assumes a predictable pattern to solve a problem

Complex Complicated

Chaotic Simple

predictable Non predictable


Digitalization is moving business

reality from complicated to

complex

6 Source: Isabella Mader: A Moment of Truth. November 2015

Top-Down systems are not suitable for complex challenges

Planing of work

(management)

Excecution of work

(production)

Industrial age digital age

Working in a complex or chaotic envrionment What‘s the impact to employees?

People got targets, goals they have to achieve

The digital world teaches us that there are thousands of possible solutions The Cynefin model tells us to probe first.



Dealing with ambidexterity behaviour might be the answer to non-predictable business situations

Principles of the

ambidexterity agile way of

work

timeboxing

location shared space A reserved space outside the typical environment and not too much space between team members

is crucial

self-organisation coordination of procedure, dependencies, integration self reliant or with the team

pull-prinziple no central allocation of tasks!

team members pull and plan their tasks in personal responsibility

Iterative delivery of value

On the end of a sprint the team decides about the success of the achievements

fix duration of sprints, planing, meetings i.e. 2 week sprints

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Holocracy. The future of agile organizations?

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The traditional concept of innovation

14

Let us do the Lewin force field check

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Let us do the Lewin force field check

CFO talks about “padded“ expenditures

CEO: „We can spent 2 Mio. for a digitalization project“

driving forces restraining forces

17

The situation of a federal state bank – as expected Y

este

rday

Direct customer contact & direct value creation Financial Service Provider

18

The situation of a federal state bank – as expected Y

este

rday

To

day

Tom

orro

w

Direct customer contact & direct value creation Financial Service Provider

Financial Service Provider

Dealing with ewins force field at the federal state bank

CFO talks “padded“ expenditures

CEO: „We can spent 2 Mio. for a digitalization project“

IT Security & Compliance

Head of the savings-bank portal

Other employees

Board talks

Very inoffical talks with IT specialists

tranparency, showroom, events

Just don‘t care

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Breaking up the silos

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1. Sprint: Kanban – it‘s so easy!

Mission (Draft)

Research.

Challenge

Ideation. Make.

Storyboard Prototyp

1. Sprint (2 weeks)

2. Sprint (2 weeks)

3. Sprint (2 weeks)

4. Sprint (2 weeks)

1. Sprint: Interviews with surprising results

1. Sprint: Analyzing the interviews and find pattern

1. Sprint: „Customer Journey“

Jobs

Gains

Pains

Products & Services

Pain-reliever

Gain-Creator

1. Sprint: Identify Pains and Gains

2 Sprint – Ideation

Definition of criteria and check with pain/gain chart to prioritize ideas

Bewertungskategorien:

2 Sprint – Ideation

Mission (Draft)

Research.

Challenge

Ideation. Make.

Storyboard Prototyp

1. Sprint (2 weeks)

2. Sprint (2 weeks)

3. Sprint (2 weeks)

4. Sprint (2 weeks)

4 Sprint – Prototype

•  It‘s not possible to change the entire company at once – it might not be necessary either

•  Start with a submarine project backed up by a strong member of the board •  establish a team out of different silos, with different roles and skills •  work with strict timeboxing, small and iterative values and gaols together

with self organisation and pull principles •  built MVP‘s and MLP first, check them as often and intense as you can with

customers and target groups – don‘t fear to change your target group •  promote the success to others via internal marketing structures •  start to roll-out the corporate-startup-principle into the entire organization

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Solution

MÜNCHEN Safari Consulting Dachauer Straße 42 80335 München T: +49 89 21666-880 [email protected] facebook.com/SafariGmbH twitter.com/SafariCons

MAINZ Safari Consulting Taunusstraße 59-61 55118 Mainz T: +49 6131 32718-140 [email protected] facebook.com/SafariGmbH twitter.com/SafariCons

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