enterprise agile coaches are system thinker

ENTERPRISE AGILE COACHES ARE

SYSTEM THINKERChandan lal patary

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WHO AM I ?

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Business agility or Extinct

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Automation, artificial intelligent takes away most of the job

Is Your Job ‘Routine’? If So, It’s Probably Disappearing

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Problem with current transformation approach Teams are transforming in silos Once team transform other parts of the non transformed

team influence the transformed, sustainability is a question mark

Mental model change need deeper thinking Cultural transformation at scaling level need different

thinking Silos breaking need special skill

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Challenges? World is changing very fast…..

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RatRace will win the relay match?

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Organizational silo is a killer for business agility, we have built enough silos

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Anti systems thinking Need to think as a

whole not in parts Through parts we can

not transform the whole without understanding the whole

The emphasis should be on Whole

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Think about this system , interdependent cards. What will happen when one card lose its current position?

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Barrier to implement systems thinking• Compartmentalization at the organization level• Goals design based on silos• Competition among departments• Missing organizational learning as a whole• No reward to implement systems thinking• Missing value communication

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We are living in complex world: “We are all interdependent with each other.”

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Why systems thinking?• Systems thinking can help you tame the complexity of

real-world problems by providing a structured way of balancing a broad, complete view with the selection of the right level of detail.

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We are living in interconnected world Whole systems are composed of

systems, the basic unit, which comprise several entities (e.g. policies, processes, practices and people) and may be broken down into further sub-systems.

Most of the projects in an organization some of the other way they depend each others.

The system's overall behavior depends on its entire structure (not the sum of its various parts).

We Can not ignore the whole and focus on parts

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Systems of systems

look at wholes instead of parts, at processes instead of substances.

Look at the boundary and how they effect each other

Systems are more than total of parts

A high-functioning system continually exchanges feedback among its various parts to ensure that they remain closely aligned and focused on achieving the goal of the system.

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System thinking follow growth mindset

Coaches are flexible to change the mindset as an when they foresee changes

Increase Teamwork and group problem solving. No more “My "job, “Our” job

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Changing the mental models

Organizational culture, including beliefs, values, norms, symbolic action, and management style.

Organizational paradigm, including “meta-rules” or underlying assumptions that shape perceptions, procedures, and behavior.

Event – what is visible(13%), (Process- How – Below surface, structure – Mental model – 87%)

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Silos breaking and building common release

Think like whole systems, we can not think only about the parts

Create a collaborative problem solving approach so that high impact interventions can be developed

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Organization as a large system Individual behaviors co-

evolve as individuals interact with system dynamics.

If we want to change individual or local behaviors, we have to tune into these system-wide influences

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Checklist to improve systems thinking Look at the systems and all its inter connected parts Understand the structure to change the system behavior System behavior is a emergent Look at the flow and feedback loop Focus on the interfaces and interactions Go deeper into the organizational culture to change the mental

model Avoid local optimization Build a learning organization

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