agile consortium nl annual congress 2016 jeroen venneman agile transformations 3.0 handout
TRANSCRIPT
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INSPIRE CHANGE ACT ON RESULTS
FROM AGILE IN HR
TO
HR IN AGILE
Jeroen Venneman4 Oktober 2016
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Annual Conference 2016
Leadership in Agile OrganizationsTo Lead or being Led, that is the question!
AGILE TRANSFORMATIONS 3.0!
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CONTACT INFO
Jeroen Venneman
Day-Job
Principal Consultant & Trainer at Xebia Boardmember Agile Consortium Nederland
Major Clients
Rabobank, Triodos Bank, Achmea, DNB, NBB, CJIB, ASR, Kadaster, Philips, ING, UniversiteitTwente
Contact
Utrechtseweg 491213 TL HilversumThe Netherlands
[email protected] +31 6 232.431.51
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STARTING “HR IN AGILE” WORKGROUP
On Flipover:
Name, email, 06 nr., organization (business card)
=>You will be invited to the kick off of this
“HR in Agile” workgroup
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WIE ZIT ER IN DE ZAAL?
Wie heeft een HR achtergrond
Wie heeft een Agile achtergrond
Wie beide
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CONTEXT
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The history of Agile
Agile HR
Agile Enterprise
Transformation
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THE HISTORY OF AGILE
Agile
2001
Manifesto for Agile Software Development
Lean
Software
Development
2011
More Agile Manifesto
Manifesto for Agile Organizations
SAFe
LeSS
Scrum@Scale
Nexus
DSDM
Scrum
eXtreme Programming
(RUP)
2016
Not only IT
but
the whole enterprise
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AGILE = ORGANIZATIONAL CHANGE
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…
Business is not only the product owner role
Value Stream
Team
(of Teams)
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AGILE TRANSFORMATIONS
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Agile innovation has revolutionized the software industry, which has
arguably undergone more rapid and profound change than any other area
of business over the past 30 years. Now it is poised to transform nearly
every other function in every industry. At this point, the greatest
impediment is not the need for better methodologies, empirical evidence
of significant benefits, or proof that agile can work outside IT. It is the
behavior of executives. Those who learn to lead agile’s extension into
a broader range of business activities will accelerate profitable growth.
Embracing Agile (Harvard Business Review Article)
By: Darrell K. Rigby, Jeff Sutherland and Hirotaka Takeuchi
A version of this article appeared in the May 2016 issue (pp.40–48, 50) of Harvard Business Review.
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THE HR VIEW
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HR
• IT development teams => value (team of) teams
From functional silo’s with functional
managers towards (virtual) multidisciplinairy
teams
Yearly assessment by functional manager
=> regular peer assessment and coaching
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HR TOPICS
Hiring/Onboarding
Salary/Rewarding
Advise
Legal affairs
Strategic organization development
Strategic workforce development
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Aanvullingen?
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FUNCTIONS/DEPARTMENTS => SKILLS
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Analyst
Designer
Developer
TesterFunctions
Dev-engineer
Analysing
Designing
Developing
Testing
SkillsFunction
Functions
S1
..
….
…
Skills
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SKILLS NEXT STEP?
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F1
…
..
…
New Function
Functions
S1
..
….
…
Skills
HR as a Skill???
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T-SHAPE
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DO I WANT TO WORK HERE?
And…. Why do I keep working here?
Attracting for (young) talent?
…
Supportive in learning Agility!
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LEARNING AGILITY
Those who are learning agile know what to do
when they don’t know what to do
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The most important skill a graduate can have
today is not coding, language ability or a
photographic memory. It is learning agility. Be
agile and opportunity will follow.
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The Most In-Demand 21st Century Business Skill: Learning AgilityJohn T Delaney
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LEARNING AGILITY
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The University Class of 2020: An Agile Mindset Imperative
Robert E Johnson
65 percent of school age students today will likely work in jobs that do not yet exist (2011)i
50 percent of the content of an undergraduate degree may obsolete within five years (2020)ii
47 percent of total U.S. employment is at high risk for replacement by computerized automation in the next two decades (2013)iii
48 percent of college graduates are in jobs that do not require a degree (2013)iv
40 percent of the workforce is or will be contingent or freelance (2015, 2020)v
27 percent of college graduates work in the field of their major (2010)vi
1.3-3.0 — the number of years Americans ages 20 to 35 stay with any one employer (2014)vii
2,000 — years of change — over the next 20 years, we will experience as much change in the way we work as we have in the previous 2,000 years (2015)viii
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LEARNING AGILITY
Korn Ferry, the world’s largest provider of
executive search, identifies learning agility in
individuals as encompassing mental agility,
people agility, change agility, results agility, and
self-awareness. Their research supports learning
agility as the greatest predictor of leadership
success resulting in executives that are five
times as likely to be highly engaged, promoted at
twice the rate and leading companies with profit
margins 25% higher than their less learning agile
peersxi.
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LEARNING AGILITY => AGILE MINDSET
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Jobs will not be lifelong. Jobs may not even be jobs at all; they may be engagements. As opposed to the
goal of longevity in an industry or at a company, career mobility will be the norm. As such, college
graduates today, regardless of how they are employed or engaged, must consider themselves companies-of-
one who are responsible for their brand and their business model, and who continuously build their [future]
value. At Becker College we call this collective set of skills that merge learning agility and the value
creation orientation “the Agile Mindset.”
focus on learning-over-knowing
focus on Value Creation
(instead of profit maximization)
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DAN PINK - DRIVE
http://www.youtube.com/watch?v=u6XAPnuFjJc
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Mastery
Autonomy
Purpose
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AUTONOMY & ALIGNMENT
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Autonomy
Purpose
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SPOTIFY: CHAPTER
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Chapter
people of similar skills within the tribe
(i.e. testers)
sharing knowledge over squads for
their area of expertise
chapters provide economies of scale
without sacrificing too much autonomy
Chapter lead: line manager (full HR)
but also part of a squad and involved in
the day-to-day work
What
How
Mastery
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ADVISE
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…
Business is not only the product owner role
• Start with a company wide transformation team with a clear position of HR
• Start building the core values in the organisation: the Agile Mindset
• Be an example and learn by doing as a transformation team
• Become the Agile accelerator
• Facilitate learning Agility, leaders lead in learning agility
• Maximize autonomy (with alignment)
• Value (multi)skills over functions
• Stimulate entrepreneurship
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LEADING TO ….
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Being LED
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STARTING “HR IN AGILE” WORKGROUP
On Flipover:
Name, email, 06 nr., organization (business card)
=>You will be invited to the kick off of this
“HR in Agile” workgroup
28
…
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