A G I L E T O U R M O N T R E A L

CONCEPT

AN INTRODUCTION TO AGILE ORGANISATION

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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

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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.

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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

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AGENDA

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O R I G I N S O F S T R U C T U R E

THE STORY OF THE FARMER5

K I N G

FA R M E R

KING RECRUITED BY GODT H E FA R M E R H A S 3 B E E F S

T H E K N I G H T WA N T S 2 B E E F S

T H E FA R M E R K E E P S 1 B E E F

W H E R E S H O U L D H E C O M P L A I N ?

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- 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.

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CULTURE MINDSET BEHAVIOR

- 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.

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- PIERRE

Is Agile a mindset?

I can have an agile mindset in a non-agile organization.

Having an agile mindset doesn’t guarantee agile.

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- 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.

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THE STORY OF JASON12

J U N I O R

JASON IS A JUNIOR. HE IS VERY PASSIONATE ABOUT HIS NEW JOB. WHERE CAN HE GOT THE RIGHT INFORMATION.? HOW LONG SHOULD IT TAKE?

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- 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.

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J U N I O R

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.

E L S A

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J U N I O R

E L S A

this is organization

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J U N I O R

E L S A

this is structure

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J U N I O R

AGILE MEANS ORGANIZATION OVER STRUCTURE.

E L S A

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- 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.

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OPTION 1: ROBUSTNESS THE TITANIC CASE:

PINNACLE OF COMFORT AND LUXURY HIGH-POWERED RADIOTELEGRAPH TRANSMITTER ADVANCED SAFETY FEATURES

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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

😱

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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 SWANUps,

too late

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ROBUSTNESS LEADS DISASTER

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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"

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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?

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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 f locking l ike birds with s imple rules:

point to the dest inat ion (expected outcome) avoid col l is ion (a l ignment) fo l low the l ines (s t rategy)

BUILD A RESPONSIVE ORGANIZATION TO ALLOW EMERGENT BEHAVIOR.

This s imple organizat ional model should manage the i terat ions on i ts own. I t i s safe to fa i l container a l lowing the creat ion of both knowledge value and business value.

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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.

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WHAT MIGHT BE THE ULTIMATE GOAL?

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AN ORGANISATION LIKE AN OPEN SPACE

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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.

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- 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.

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GOVERNANCE MODEL

The Board of Directors is working like an agile team.

Main activity:

• strategy planning and deployment

• funding

• managing enterprise boundaries

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BUSINESS AGILITY

KNOWLEDGE WORK

In this model, the conversation puts always knowledge, business, and strategy in balance.

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AN ONE STEP BACKWARDS?

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AN ORGANIZATION LIKE A VENTURE CAPITAL

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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.

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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

f lex boundar ies : large enough to support emergent behaviour.

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ANY QUESTIONS?

QUESTIONS?

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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'S39

AGILE

CHANGE

SERVICE DESIGN

COACHING

www.agilesqr.com HEIDELBERG - GERMANY

AGILE² GMBH ADDRESS

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