3. “How do we motivate our people
and improve engagement?”
どうすれば動機付けができ、エンゲージメントを強化できるか?
4. “How do we scale agile
principles and practices
to large organizations?”
アジャイルの原則とプラクティスを、
どうすれば大規模組織の中でスケールできるか?
5. “How can we grow faster
and change faster and be
more agile?”
どうすれば成長を早め、よりアジャイルになれるのか?
6. The Ultimate List of 13 Global Workplace Trends
http://bit.ly/13globaltrends
Organizational Agility
The “redesign of organizational design” is a top
trend for the C-suite.
The Employee Experience
Employees demand an experience that covers
happiness and well-being.
The Blended Workforce
The workforce is more than just the employees.
Scalable Learning
The half-life of learned skills continues to fall.
Skillful Talent Acquisition
The demands on recruiters and candidates keep
growing.
Digital HR and Workplaces
HR must become a leader in the digital
organization.
People Analytics
With computers all around us, data is driving
everything.
Rejuvenated Leadership
A different time calls for a different leadership.
Robotics and AI
Intelligent machines and cognitive computing have
gone mainstream.
Continuous Performance Management
A new paradigm for performance measurement
and rewards is needed.
Networks and Platforms
Value streams are replaced with value networks.
Purpose and Values
Companies start caring about sustainability,
transparency, and more.
Diversity and Inclusion
Fairness and equality are now CEO-level issues
worldwide.
グローバルな職場のトレンドにおける究極の13項目
組織のアジリティ
従業員のエクスペリエンス
労働力の混合
学びがスケールしていく
優れたタレントの獲得
人事のデジタルトランスフォーメーション
人を対象とする分析
見直されるリーダーシップ
ロボティクスとAI
継続的な能力の評価と管理
ネットワークとプラットフォーム
目的と価値
多様性とインクルージョン
7. We teach people with
workshops, courses,
books, frameworks,
conferences, but…
ワークショップ、コース、書籍、フレームワーク、カンファレンス
私たちは様々な形で人々に教えていますが…
20. In the 21st century,
successful organizations
are hard and soft.
Fast and slow.
Solid and liquid.
Organized and self-
organized.
In the 21st century, successful
organizations are hard and soft.
Fast and slow.
Solid and liquid.
Organized and self-organized.
21世紀においては、企業は様々な形をとる。硬いことがあ
れば柔らかいこともある。速いことも遅いこともある。固定
的なこともあれば、流動的なことも。さらに、組織化されて
いることもあれば、自己組織化していることもある。
31. You don’t want to lose the
benefits of control while
achieving the benefits of self-
organization.
“Stop Your ‘Agile’ Transformation! Right. Now.”
https://medium.com/agility-scales/stop-your-agile-transformation-right-now-
6cf2ef2fa1a
You don’t want to lose the
benefits of control while
achieving the benefits of self-
organization.
“Stop Your ‘Agile’ Transformation! Right. Now.”
https://medium.com/agility-scales/stop-your-agile-transformation-right-now-
6cf2ef2fa1a
コントロールの利点を失いたくはないが、
自己組織化の利点も得たい
34. 18 months passed between version 4.0 and
version 4.5 of the Scaled Agile
Framework.
3 years passed between version 2013 and
version 2016 of the Scrum Guide.
変化のフレーミング
2 years passed between version 4.0 and
version 4.1 of Holacracy.
“Agile Methodologies Are Not Agile”
https://medium.com/agility-scales/agile-methodologies-are-not-agile-d6411126d80
スケールしたアジャイルフレームワークのVer.4.0とVer.4.5の間で18ヶ月が経過した
スクラムガイドの2013年版と2016年版の間に3年が経過した
HolacracyのVer.4.0とVer.4.1の間で2年が経過した
35. “Scrum’s roles, artifacts,
events, and rules are
immutable and, although
implementing only parts of
Scrum is possible, the result
is not Scrum.”
https://www.scrum.org/
Scrum
スクラムの役割、成果物、出来事、ルール
は不変であり、スクラムの一部だけを実装
することは可能ですが、その結果はスクラ
ムではありません。
36. Pull or push?
https://www.scrum.org/
“Scrum’s roles, artifacts,
events, and rules are
immutable and, although
implementing only parts of
Scrum is possible, the result
is not Scrum.”
スクラムの役割、成果物、出来事、ルール
は不変であり、スクラムの一部だけを実装
することは可能ですが、その結果はスクラ
ムではありません。
43. Changing them versus changing ourselves
Wrong approach to strategy/planning
Not thinking systemically
Lack of awareness of context
No options and scenario planning
No continuous improvement process
Not creating a guiding coalition/champions
Lack of leadership capabilities
Not enough resources available
Technological incapabilities
No coaching/training available
No compelling reasons were offered
Intrinsic motivation was not addressed
Lack of repetition/bad communication
Lack of action, only talking
Expecting a quick fix/instant success
Not removing obstacles/impediments
Not celebrating short-term wins
Lack of incentives/monitoring/steering
Declaring victory too soon
44. All of the neurological and
physiological systems that
underlie happiness are fully
activated by gameplay.
Jane McGonigal
Reality Is Broken
All of the neurological and
physiological systems that
underlie happiness are fully
activated by gameplay.
Jane McGonigal
Reality Is Broken
幸福感に関わるすべての神経系、生理学系は、
ゲームで遊ぶと完全に活性化する
45. What is it that people do
in games?
人々はゲームで何をしていますか?
46.
47. Game developers know better
than anyone else how to inspire
extreme effort and reward hard
work.
Jane McGonigal
Reality Is Broken
Game developers know better
than anyone else how to
inspire extreme effort and
reward hard work.
Jane McGonigal
Reality Is Broken
ゲーム開発者は、他の誰よりも、極端な努力を
鼓舞し、苦労に報いる方法をよく知っています。
48. Gamification is the application of game-
design elements and game principles in
non-game contexts [...] to improve user
engagement, organizational productivity,
flow, learning [...] A majority of studies
on gamification find it has positive
effects on individuals.
- Wikipedia
Gamification is the application of game-design
elements and game principles in non-game
contexts [...] to improve user engagement,
organizational productivity, flow, learning
[...] A majority of studies on gamification
find it has positive effects on individuals.
- Wikipedia
ゲーミフィケーション(英: gamification)は、課題の解決や顧
客ロイヤリティの向上に、ゲームデザインの技術やメカニズム
を利用する活動全般[1][2][3]。この言葉は「日常生活の様々な要
素をゲームの形にする」という「ゲーム化」[4]から派生し、
2010年から使われはじめた。