betaleadership helping towards the agile organization
DESCRIPTION
Betaleadership helps you managing the transition to a more agile and collaborative organization, to face better the challenges of a complex world. Using agile and lean startup methods, you will be able to start this journey with a minimum of risks but a lot of benefits for all stakeholders. Let's talk about this.TRANSCRIPT
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AGILE COMPANY: POSSIBLE OR NECESSARY?
SYLVAIN LOUBRADOU
BET@LEADERSHIP
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THE WORLD IS CHANGINGThe purchasing experience is more valuable than the product itself
Usage is substituting the property
Game rules change every day (Uber for the taxi drivers, Asos for the fashion, King for video games...)
The customer has access to more information than the employee
The technological complexity has been increasing exponentially
3D-Printing and open Hardware will disrupt in the production markets (Makers, Hacklab, FabLab...)
More than half of the human digital information has been produced during the last two years
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CYNEFIN
POST-WAR PERIOD
INDUSTRIAL WORLD
TODAY
2000’S
TOMORROW
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ORGANIZATIONS AND COMPANIES SUFFER
A strategic plan lasts only 2 years in comparison to 5 in 2000
In France, 13% of employees estimate being engaged
In Spain, only 15% of leaders are considerated having a positive impact
The 10 most searched jobs on LinkedIn didn’t exist 5 years ago
Companies life expectancy has fallen from 50 to 15 years in the last 2 decades
The mid-management can not face the double pressure market-hierarchy any more and is getting tired and disengaged
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WHY?
MARKET AND CUSTOMERS
ORGANIZATION AND/OR INTERNAL
CULTURE
?????
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XXI CENTURY CHALLENGES
Real time information fluidity
Pleasure and engagement at work
Continuous learning and maestry
Collective wisdom and continuous improvement
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HOW DO THEY MANAGE IT?THEY MODIFY THEIR CULTURE
LEAN MANAGEMENT
LEAN STARTUP
AGILE METHODES
HOLACRACY
RADICAL MANAGEMENT
HIERARQUICAL SYSTEM
COMMAND-AND-CONTROL
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FROM THIS...
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... TO THIS
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INFORMAL NETWORK
VALUE CHAIN
HIERARCHY
SERVANT-LEADERSHIP
INFORMAL NETWORK
VALUE CHAIN
HIERARCHY
THEY REALLOCATE THE WORKING TIME OF THEIR TEAMS
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WHY TALKING ABOUT THE AGILE ORGANIZATION?
For the companyImproving turnover and benefits
Adaptability, better time-to-marketInnovation, durability
For the managementPleasure while leading teams
Retain talentsMore team engagement
Less stressStrategical point of view
For the teamsPleasure
Mastery and personal development
ProudnessLife QualityAutonomy
For the customersBetter service, better products
More fidelity
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METHODOLOGICAL PRINCIPLES
Visual communication and radical transparency
Less control and more measure
Creation of learning and continuous improvement loops : Build-Measure-Learn or PDCA (Plan-Do-Check-Act)
Autonomy or Team self-organization with servant-leaders
Try and learn, right to fail
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Leaders focus on WHY, the motivations and respect of valuesThe teams focus on WHAT and HOW
SIMON SINEK - TED
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LEADERS ASK GOOD QUESTIONS AND ENSURE THAT TEAMS CAN RESPOND
Hierarchical Management /Command-and-control
Agile or self-organized Management
TEAM
TEAM
MANAGER
PRESSURE
CONTR
OLVALUE
VALUEIMPR
OVE ALIGNMENT
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AN AGILE ORGANIZATION, IS IT NECESSARY?
Information velocity and transparency ensure the systems’ and organizations’ stability in complex environments
The intrinsecal motivation of all women and men relies on freedom and respect, personal development and mastery, purpose
Engaged teams show a multiplicated capacity towards efficiency and differentiation
Efficiency can not be individual any more, it is a collective skill
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HOW DOES IT WORK?
IT people (Hacker and Geek Culture), industries and startups nave been developing pragmatic tools :
• Lean and Continuous Improvement => TOYOTA
• Agile Methods (scrum, kanban, retrospectives) => SPOTIFY
• Collaborative Serious Games => NETFLIX
• Lean Startup Tools (Business Canvas, Minimum Viable Product) => DROPBOX
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APPLIED METHODOLOGYORGANIZATIONAL ACUPUNCTURE, or start small without risk, with one success, and iterate rapidly to the rest of the organization (up to the defined limits)
• use of previous tools
• reinforce collaboration and transparency• elaborate clear goals and territories with CxO and HR
• create a common horizon • start with one team of volunteers and/or on a field with
big needs of change
• demonstrate a case of success• show transparency on the process to explain the will of
extending the method
• create new volunteers and reduce the change resistance
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STEPS1. EXPLORATORY PHASE
1. Definition of goals2. Looking for volunteers and teams3. Analyse the value chain and non necessary tasks
2. ITERATIONS
1. Set up of boards and continuous improvement tools2. Training of volunteers upon the tools3. Disponibility for new volunteer teams and
management4. Active research of internal coaches
3. STABILIZATION
1. New iterations and training of coaches2. Coaching of CxO and internal coaches
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METHODOLOGICAL COMPLEMENTS1. Transversal and variable team evaluating the
project
2. Mensual Retrospective (continuous improvement meeting)
3. KPIs
4. Transparent project board
5. During phases 1 and 2 physical presence in the company required
BUSINESS
MANAGEMENT TEAM
CULTURE AND COACHING
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OTHER SERVICES• On-demand trainings on:
• collaborative culture• agile or lean startup methods• complexity or information theories
• Project or Team Kick-Off Workshops
• Collaborative Audits
• The consultant helps the team to realize the self-audit, providing collaborative tools and animation
• The knowledge is kept and shared within the company• KPIs and corrective actions are not forced but devided
collectively
• Transition Management (IT or Supply Chain teams, projects)
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IS IT POSSIBLE?REFERENCES
• VENCA (400 people, 6 departments) transition to agile teams and departments, from IT to the company
• MOVITEX (600 people, 6 departments) transition to agile and visual methods, from Marketing to the company
• City Council of Vilanova i la Geltru (400 people, 1 team at this time) transition to agile methods
• NEAPOLIS (10 people, 1 team) transition to agile management
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CASE VENCA – WHAT DID WE MANAGE?
BUSINESSNew mobile web site in 4 months
First half year with increasing turnover since 2007Export to 7 countries within 1 year
MANAGEMENTNew annual strategical plan
Shorter Time-to-MarketLess burocracy
Less reorganizationLess social impacts
TEAMPleasure
Mastery in digital and web skills
InnovationsEngagement
Proud60% internal trainings
AGILE CULTURE3 agile departments over 6
1 Lean department
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WHERE ARE THEY?
IT
MARKETING
CUSTOMER SERVICELOGISTICS
PURCHASE
HR / FINANCE
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AND THEN...SUCCESS KEY FACTORS
it is a cultural change, not only a methodological
We must share a dream
We practice radical transparency
Having fun in the change is essential
We must show discipline in trusting each other and not personalize problems
First let’s build quick wins and bright spots
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AND THEN... ANY LIMITS?
City council
At home with 9 and 11 years old children
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YOU THINK BOTH? THEN CONTACT ME:
Bet@leadership – Sylvain Loubradou
Email: [email protected] or [email protected] (Hangout, Drive)
Phone: (+34) 672 723 441
Skype: sylvloub
Twitter:@sylvainpam18 or @betaleadership
www.about.me/sylvainloubradou
AGILE COMPANY, THEN...NECESSARY OR POSSIBLE?
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VISUAL WORKING BOARDSEASY AND PRACTICAL
THIS IS A KANBAN = 4 COLUMNS
TO BE CONTINUED... EXAMPLES
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DAILY ACTIVITY AND WORKING MEETING
TEAM
FUNCTIONAL DESCRIPTIONS
ROI AND RESSOURCES ANALYSIS
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KANBAN OPERATIONS TEAM
IT PROJECTS @ MARKETING
KANBAN INTERNET + INCIDENTS
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SCRUM FOR MOBILE WEB PROJECT
PROJECT BOARD
EN MODE USER STORY
MAPPING OPERATIONS
TEAM
SCRUM PROJECT BOARD SOLD OUT CAMPAIGNS @ MARKETING
KAIZEN PROJECT BOARD @ PURCHASE
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PROJECTS @ CxO BOARD
KANBAN PRODUCTION BOARD @ PRINTING
AUTO CONTROL @ MAINTENANCE TEAM
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INCEPTION, CREATIVITY AND ALIGNMENT WORKSHOP
RETROSPECTIVE, CONTINUOUS IMPROVEMENT MEETING
COLLABORATIVE PROCESS DESCRIPTION
CRISIS MEETING (POSTMORTEM)
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TRAININGS BOARD
OUTLOOK CALENDER / MEETING BOARD
OPEN SPACE / CONTENTS
PAIR WORKING
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LEGO SESSIONS
MEETING ROOM