Agile Organisation: What, When, How
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Everybody speaks about agile organizations but few understand what that could mean and how to achieve it. The presentation argues that an agile organization is primarily an adaptive, fast learning organization. To achieve that goal the organization has to have suitable structures as well as the matching organizational culture. To change structure and culture leadership is essential.
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Agile Organisation: What, When, How
- 1. Agile Organisation: What, When, How? Stefan Roock stefan.roock@it-agile.de @StefanRoock
- 2. The best team of the world
- 3. At least wesuck less.
- 7. Some day I will clean the windows. Just out of curiosity.
- 8. Solutions Problems TeamCustomers Agile: Feedback Cycle with Customers
- 9. Scrum etc. as support
- 10. Solutions Problems TeamCustomers Foreground / Background Scrum etc. Best Job Solutions Problems TeamCustomers Scrum etc. Suck Less
- 13. Probleme Market The Problem … with obsolete goals Solutions to obsolete problems Local Feedback Cycles …
- 14. Agile Organisation: more than teams Self-organized Teams Self-organized relations flexible adaptabel Market
- 16. Periphery Center Beta Codex * Niels Pfläging
- 17. Beware of Cargo Cult
- 18. Leaders? Work in the system Working on the system
- 19. Descale the organization Impediments Work more agile Incremental Organizational Development
- 20. Vision/ True North Direction Descale the organization Work more agile Impediments
- 21. „Culture eats strategy for breakfast.“ Peter Drucker
- 22. „Culture shows up in what we always do and never do.“ Esther Derby
- 23. Descale the organization Impediments Work more agile Increase trust Foster responsibility Culture Structure Vision/ True North Culture-Structure-Complicity
- 24. Behaviour Beliefs Experiences determ ine confirm leads to Culture is conservative Often: routine, clear&separate roles, conflict is bad
- 25. Structure, e.g. Scrum influences Behaviour Beliefs Experiences determ ine confirm leads to Culture is conservative
- 26. Stories A-K Stories L-Z Epics A-K Epics L-Z ReleaseTrains A-F ProductOwnershipgonewrong
- 28. Coaching Structure, e.g. Scrum influences Behaviour Beliefs Experiences determ ine confirm leads to Create new perspectives
- 29. 1. What do we want to change? 2. New Experiences? 3. New behaviour? 4. Supporting structure? Influence the culture: Plan backwards Structure, e.g. Scrum influences Behaviour Beliefs Experiences determ ine confirm leads to
- 30. „Never doubt that a small group of thoughtful committed citizens can change the world, indeed it’s the only thing that ever has.“ Margaret Mead
- 31. Descale the Organisation Impediments Work more agile Increase trust Foster responsibility Culture Structure Leadership lead (self and others) Vision/ True North Observe effect Set intention
- 32. "Wir müssen das Unmögliche versuchen, um das Mögliche zu erreichen.“ (We have to try the impossible to achieve the possible.) H. Hesse VonGretWidmann(†1931),Gemeinfrei, https://commons.wikimedia.org/w/index.php?curid=208230
- 33. Grow organizations that excite their customers and employees. it-agile