business agility

Business Agility - @WisnuDewobroto

Structure

Business$Agility$&$People$

Engagement

Structural$Issues/Culture

Learning$Disabilities$in$Organisations

Challenges Learning$Disciplines

Sense Respond Business$AgilityAdapt

Business$Agility$J>$Competitive$Advantage

27% Almost$oneJthird$(27%)$of$respondents$say$that$their$organisation$is$at$a$competitive$disadvantage$because$it$is$not$agile$enough.

Source:$Towers$Watson$2012

To$be$successful$we$want$people$to$be$fully$enthusiastic$and$involved$with$the$work!


Nearly$65%$of$the$global$workforce$is$disengaged$with$the$organisation!!

Nearly$90%$of$the$executives$surveyed$by$the$Economist$Intelligence$Unit$believe$that$

organisational$agility$is$critical$for$business$success..

Yet$most$companies$admit$they$are$not$flexible$enough$to$compete$successfully!


Excellent$contribution$when$highly$engaged!

Impact$of$underJengaged$employees$on$the$performance$of$organisation??

Despite$recognising$it$as$important$$consistently$$spending$on$people$development$programs$why$organisations$are$failing$to$engage$their$workforce?

We$are$running$21st Century businesses$with$20th Century$workplace$practices$and$programs,$and$19th Century$Mindset!

1880 1900 1930 1940 1990 2000 2010

F.$Taylor

1960 1970 1980

TPS$Developed

TSM$Developed TSM$in$use

TPS$in$use

Taichii$Ohno Deming

Toyota$Production$System

Theory$of$Scientific$Management

One$best$way$of$doing$ the$job

“First$Class$Men”$to$do$each$job

Pay$per$piece

Duties$of$Management

Total$Quality$Management

Just$In$Time

Avoidance$of$waste

Jidoka J Automation

Flexible$ProductionCustomer$Focus

Evolution$of$Systems$and$Practices

Evolution$of$Management$Practices$and$Mental$Models

Cost$Accounting Performance$Management

TargetsPlanning

Service$levels Economies$of$scale

Lean System$Thinking

Cycle$times Pull

Peter$Senge’s

7Learning$Disabilities

Source:$Peter$Senge,$The$Fifth$Discipline$ p.$17J26

Lack$of$big$picture

Passing$on$blame

Reactivity$is$mistaken$as$proactivity

Short$term$goals

Slow$Reaction

Overreliance$on$experience$learning

Skill$incompetence

This image cannot currently be displayed.1st DisabilityI+am+what+my+position+is:+(Lack+of+big+picture)

2nd DisabilityThe$enemy$is$out$there$J Passing$on$blame$

Associated$with$a$state$of$mind$that$is$used$to$be$suspicious$of$the$others$and$on$passing$blames..$[Lack$of$accountability].

3rd DisabilityIllusion$of$taking$charge:$

ProactiveJness$can$really$be$reactiveness$in$disguise.$True$proJactiveness$comes$from$seeing$how$our$own$actions$contribute$to$problems.

4th Disability+A Fixation$on$Events:$

Associated$with$focus$and$engagement$in$events$and$details$..$Distracting$the$focus$of$the$organisation$..$The$focus$is$on$the$problem$and$not$on$the$causes$and$consequences..

In$this$disability$the$organisation$is$unable$to$connect$things$to$each$other$focuses$on$short$term$and$neglects$long$term$

targets.

4th Disability+A Fixation$on$Events:$

5th Disability+A The$parable$of$the$boiled$frog:

Appears$when$an$organisation$overlooks$small$but$constant$changes$..$And$get$used$to$neglect$minor$changes,$which$may$lead$to$aggravation,$threatening$it$overtime.

Can$you$put$a$frog$in$a$pot$and$cook$it$without$causing$it$to$jump$out$of$the$pot?

Can$you$put$a$frog$in$a$pot$and$cook$it$without$causing$it$to$jump$out$of$the$pot?

Scientific$experiments$have$shown$that$if$a$frog$is$placed$in$a$pot$with$water,$and$you$lift$the$temperature$slowly$but$continuously$the$frog$will$get$used$to$the$

change$and$will$not$feel$the$danger$until$it$dies.

6th DisabilityDelusion$of$learning$from$experience

Associated$with$dependency$on$$previous$experiences$and$personal$intelligence$to$deal$with$situations..$we$develop$experience$through$trial$and$error$but$do$you$reckon$that$past$experiences$will$yield$same$results$in$different$times,$places$and$people?

7th DisabilityMyth$of$Management$Team

Associated$with$management’s$desire$to$appear$as$a$cohesive$group$that$is$pulling$in$the$same$direction.

Do$you$see$the$challenge$coming?

Forces$of$Change

New$Disruptive$Technologies

Government$and$Legislative$changes

Continuous$Improvements

Social$Media

Rising$Customer$Expectations

Global$Competitiveness

The$law+of+learning is$the$same$in$all$parts$of$life.

The$starting$point$need$to$be:$the$establishment$of$a$workplace$culture$that$addresses$organisational$learning$disabilitiesand$supports$positive$energy,$and$thus$positive$learning.

Key$Challenges

In$this$triad$of$People,$Process$and$Technology;$process$

optimisation$and$technology$deployment is$given$a$lot$more$importance$and$

organisations$are$largely$driven$by$this.

Key$Challenges

Learning$starts$with$people.

Diligence

Obedience

Passion

Creativity

Initiative

Intellect

Human$Capabilities$(Source:$Gary$Hamel$– Future$of$Management,$2007)

Commodities

Value$&$Engagem

ent

Learning$Disciplines$for$Business$Agility

people$who$are$passionate,$creative$and$take$initiative$to$make$an$impact.

allow$people$to$define$purpose$and$have$the$independence$to$work$around$what$they$enjoy.

enable$continuous$learning$and$discovery$by$allowing$people$to$align$their$purpose$with$

customer$needs.

organisational$support$programs$for$people$to$unlock$their$potential$(e.g.$job$tailoring).$

Organisational$Learning

Personal$Mastery

System$Thinking

Mental$Models

Shared$Vision

Team$Learning

Learning$Disciplines$for$Business$AgilityWe$are$linear$thinkers$in$a$nonJlinear$world.$Here$lies$our$limitation$as$a$System$Thinker.

Real$world$is$a$complex$interdependency$of$people,$processes,$technologies$and$

environments.

Continuously$expand$the$horizon$of$learning$by$brining$various$teams$to$collaborate$on$customer$

needs.

Blur$functional$boundaries.

Opening$value$stream$analysis$to$enable$wider$learning.


Personal$Mastery

System$Thinking

Mental$Models

Shared$Vision

Team$Learning

Learning$Disciplines$for$Business$AgilityThey$are$deeply$ingrained$assumptions,$generalisations,$experiences$or$images$that$influence how$we$understand$the$world$and$how$we$take$actions.

Promote$critical$thinking,$constructive$criticism$and$debate as$part$of$the$dialog$process$that$allows$the$teams$to$look$at$their$work$objectively$and$align$with$purpose.

Experimentation$&$recovering$from$failure.

Cross$functional$collaboration$on$work$activities$allows$people$to$see$big$picture$and$adjust$their$mental$models$gradually.


Personal$Mastery

System$Thinking

Mental$Models

Shared$Vision

Team$Learning

Learning$Disciplines$for$Business$AgilityShared$vision$J>$organised$pursuit$of$success

• Values$and$behaviours• Helps$engage$business$units$and$

functions.• Linking$streams$of$work$to$business$

strategy.• Rethink$functional$boundaries$and$

organisational$structure.$


Personal$Mastery

System$Thinking

Mental$Models

Shared$Vision

Team$Learning

Learning$Disciplines$for$Business$AgilitySuccessful$teams$understand$their$limits$and$

opportunities.

• Individuals$learn$more$in$groups$and$when$there$is$a$culture$of$knowledge$sharing$and$trust.

• Enable$dialogue,$the$capacity$of$team$members$to$suspend$personal$assumptions$and$enter$into$a$genuine$thinking$together$mode.

• Promote$trust,$team$work$and$collaboration.• Individual$KPI/Targets$J>$Team$Purpose• Career$paths$consistent$with$cultural$objectives.


Personal$Mastery

System$Thinking

Mental$Models

Shared$Vision

Team$Learning

Scrum

XP

LeanVisual$Management

Continuous$Delivery

Kanban

Agile$toolset$is$a$mean$to$advance$business$agility.

MVP Spotify

Holacracy Others

Sense Respond Business$AgilityAdapt

Recap

Learning$starts$with$People

Change$starts$with$few$people.