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Copyright © 2012 Big Visible Solutions © 2012 BigVisible Solu1ons
Michael Hamman
Jim Elvidge
Organiza1onal Agility: The Hidden Goal (and
OA-‐Missed Opportunity) of Agile
Transforma1on
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This is just a taste…the 1p of the iceberg
Goals!
1. Appreciate that agile transi1on is by its very nature, a holis1c endeavor
2. There are some models and tools to help you bring holis1c thinking to the agile transforma1on -‐ here are some
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Why Organizational Agility?
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Most Agile adoptions focus on the delivery capacity of teams or
aggregates of teams.
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A Common PaSern of Agile Teams Over Time...
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Time
Perf
orm
ance
Teams start off great guns.
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A Common PaSern of Agile Teams Over Time...
6
Time
Perf
orm
ance
Then, at some point performance and enthusiasm begin to plateau
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A Common PaSern of Agile Teams Over Time...
7
Time
Perf
orm
ance
Without substantial intervention, those teams can plateau or even begin to decline.
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What is Happening?
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We can fix this ourselves
We can influence others to fix this
This is beyond our control
Over time, the team confronts things that appear more challenging to improve.
Time
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Managers that haven’t changed to enable self-organization still attempt to control and coordinate
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Staff Caught Between Conflic1ng Goals
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Department Goals
Product or Team Goals
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Exis1ng processes have not been reviewed and updated to support agility
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In other words, your teams have hit an ins1tu1onal ceiling.
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Time
Perf
orm
ance
Institutional Ceiling
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Exercise
What are 1-‐3 challenges you are facing in your agile transforma1on?
14
Challenge -‐ Challenge 1
-‐ Challenge 2
-‐ Challenge 3
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Merely trying to resolve these challenges tac1cally is not sustainable.
There are simply too many holes to plug.
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In the end, we need to think about agility holis1cally.
(Moving from a team delivery focus toward an organiza1onal learning orienta1on.)
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This session introduces a framework and a couple of tools for thinking and managing holistically.
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What is Organizational Agility?
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Working Defini1on
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Organiza1onal agility is being able to rapidly sense and effec1vely respond to arising opportuni1es and challenges.
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Fostering organiza1onal agility requires first that we have a way of seeing the whole.
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MODEL: Spectrum of Agility Capabili1es
© 2010 BigVisible Solu1ons, Inc.. All Rights Reserved 21
• Leadership and management styles and beliefs about what constitutes effective leadership and management
• Structures, processes and systems by which work gets done and is organized
• Collective beliefs, perspectives and habits by which people make sense of things
• Product Management/Strategy • Lean, continuous planning
• Product Development/Delivery • Multiple Team/Programs • Kanban • Scrum
• Automated Testing • Test-driven Development • Continuous Integration
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Spectrum of Agility Capabili1es
© 2010 BigVisible Solu1ons, Inc.. All Rights Reserved 22
Broader organizational agility can be achieved to the degree that agile capability
is realized across all five parts of organizational array.
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Category
-‐ Leadership?
-‐ Organiza1on?
-‐ Product Vision?
-‐ Delivery
-‐ Execu1on
Challenge -‐ Challenge 1
-‐ Challenge 2
-‐ Challenge 3
Exercise
Revisit your challenges: Which bands on the spectrum do the seem to reflect most strongly reflect?
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To get beSer at seeing this, we’ll want to re-‐orient the way we think about the nature of organiza1ons.
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Complicated vs. Complex
David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007
Complex Complicated The relationship between cause and
effect can only be perceived in retrospect (most organizational situations)
The relationship between cause and effect requires analysis and/or expert knowledge (expert domain)
-> Catalytic, experimental methods work best (allow the path forward to reveal itself)
-> Follow emergent practices: 1. Probe 2. Sense 3. Respond
- But watch for command/control, imposing order
-> Follow good practices: 1. Sense 2. Analyze 3. Respond
- But watch for entrained thinking (experts), analysis paralysis
-> So, welcome new thinking, scenarios
A Model: The Cynefin Framework From: Snowden and Boone
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Complicated vs. Complex
David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007
Complex Complicated The relationship between cause and
effect can only be perceived in retrospect (most organizational situations)
The relationship between cause and effect requires analysis and/or expert knowledge (expert domain)
-> Catalytic, experimental methods work best (allow the path forward to reveal itself)
-> Follow emergent practices: 1. Probe 2. Sense 3. Respond
- But watch for command/control, imposing order
-> Follow good practices: 1. Sense 2. Analyze 3. Respond
- But watch for entrained thinking (experts), analysis paralysis
-> So, welcome new thinking, scenarios
MODEL: The Cynefin Framework From: Snowden and Boone
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Though most managers and leaders view organiza1ons as complicated, most modern organiza1onal sehngs are complex.
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Complex organizational situations call for a different approach to leadership and management…
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A Well Designed Environment
Photo provided under Creative Commons by Eugene Chan
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…from sense-analyze-respond
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…to probe-sense-respond.
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A Probe-Sense-Respond Approach to
Catalyzing Team Agility
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Agile Team
Introduce a Probe
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Agile Team
Introduce a Probe
Blocks, impediments, bad behaviors, inefficiencies
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Agile Teams
Blocks, impediments, bad behaviors, inefficiencies
Agile Enablement Team
Enablement Team Tac1cally ‘Solves’ Team Issues
Common Pattern: An agile enablement team tactically resolves the issue, either through direct intervention with the team, or by introducing some improvement into the environment.
Tactical Improvement
Org’l Environment
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The problem is that such short-term fixes rarely have staying power.
What is needed is deeper organizational learning.
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MODEL: Single Loop vs. Double Loop Learning
From Rainer Falle, hSp://bsix12.com/double-‐loop-‐learning/ 36
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Organiza1on Structures
Organiza1on Culture
Leadership Styles
MODEL: Organiza1onal Sensing Lens to facilitate double-‐loop learning
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The organiza1onal structures, rules and policies which facilitate how work gets done and how results get produced.
MODEL: Organiza1onal Sensing Lens
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Collec1vely held beliefs, values and assump1ons which determine how people think and how they behave.
MODEL: Organiza1onal Sensing Lens
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How leaders and managers lead, inspire, direct and mo1vate others.
MODEL: Organiza1onal Sensing Lens
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Applying Double-‐Loop Learning: From Agile Team ‘Enablement’ to Agile Teams as Catalysts for
Organiza1onal Learning
Systemic Inquiry:
Agile Teams
Blocks, impediments, bad behaviors, inefficiencies
Agile Enablement
Team
How might our thinking and leadership styles be impeding the capacity for effec@ve agile delivery, product development, and organiza@onal agility?
What assump@ons, collec@vely held beliefs, or percep@ons of our values are blocking our ability to imagine new ways of working?
What org. structures, rules, or policies, which once may have been needed, have now become boFlenecks to effec@ve agile delivery?
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Category
-‐ Leadership?
-‐ Organiza1on?
-‐ Product Vision?
-‐ Delivery
-‐ Execu1on
Challenge -‐ Challenge 1
-‐ Challenge 2
-‐ Challenge 3
Exercise
Revisit your challenges: How might you apply this frame to one of the organizational challenges you are thinking about?
-‐ Organiza1onal structures
-‐ Organiza1onal culture
-‐ Leadership Styles
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This constitutes a form of deep organizational sensing.
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Now we want to say something about organizational responding.
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A shiA from managing through direc1ng, mo1va1ng and coordina1ng people…
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People
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Organizational Environment
… to managing through design of environments.
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People
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Orienting organizational change is accomplished by exercising the notion of ecosystem design through… Designing Environments
‘Environments’ are: • The structures, practices and processes by which we organize things • The tools and technologies we use to get work done • The way we arrange ourselves physically • Collectively held beliefs and values • The mental models and perspectives which determine how we see the
world • The kinds of agreements we have within and between groups and
departments • Dominant styles of management and leadership within the environment
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Orienting organizational change is accomplished by exercising the notion of ecosystem design through… Designing Environments
‘Designing’ is: • Setting up situations and circumstances that promote and invite particular
kinds of behaviors and actions • Introducing structures, practices, and processes which empower and
enable people to find new and improved ways to work together • Seeking out and inspiring those who are passionate and who are willing to
put their passion to work to further a greater cause • Engaging others in a vision for a future and which inspires them to step
forward, but in the particular walk of life they are naturally already involved in. Then, create a supportive environment for them to make those steps.
• Inspiring leaders at all levels and across all areas of the organization to step forward and self-organize toward the betterment of their environment
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It can be helpful to use our organiza1onal sensing lens to orient our design thinking.
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Organiza1on Structures
Organiza1on Culture
Leadership Styles
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A Simple Example:
We Reflect On and Improve How we Work through Retrospec1ves
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Photo provided under Creative Commons by Improve IT
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Leadership Style
Organiza1on Structures
Organiza1on Culture
• Leaders publicly reflect on their own successes and failures – and improving
• Leaders demonstrate ac1ve learning
• Structures support people gathering to reflect • Team spaces • Collabora1ve technology
• It is safe to admit failures • There is a constant drive for improvement
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Org’l Environment
Probe-‐Sense-‐Respond Revisited
Systemic Inquiry:
Agile Teams
Blocks, impediments, bad behaviors, inefficiencies
Agile Enablement
Team
How might our thinking and leadership styles be impeding the capacity for effec@ve agile delivery, product development, and organiza@onal agility?
What assump@ons, collec@vely held beliefs, or percep@ons of our values are blocking our ability to imagine new ways of working?
What org. structures, rules, or policies, which once may have been needed, have now become boFlenecks to effec@ve agile delivery?
Design Move
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Such an approach to organizational management calls for something more than just tactical or strategic leadership.
It calls for catalytic leadership.
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Complicated vs. Complex
Complex The relationship between cause and
effect can only be perceived in retrospect (most organizational situations)
-> Catalytic, experimental methods work best (allow the path forward to reveal itself)
-> Follow emergent practices: 1. Probe 2. Sense 3. Respond
- But watch for command/control, imposing order
MODEL: Cataly1c Leadership From: Joyner & Josephs
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• Each level reflects a greater capacity to deal with complexity and rapid change.
• Each level builds upon, but expands the range of mental and leadership capability over the levels below
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Three Levels of Leadership Agility*
Expert Achiever Catalyst
* Bill Joiner, Stephen Josephs, Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change.
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Catalyst
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View of Leadership Agility in Pivotal Conversa@ons
Agility in Leading Teams
Agility in Leading Organiza@onal
Change
Visionary, facilitative orientation
Believes that leaders articulate an innovative, inspiring vision and bring together the right people to transform the vision into reality. Leaders empower others and actively facilitate their development.
Adept at balancing assertive and accommodating styles as needed in particular situations. Likely to articulate and question underlying assumptions. Genuinely interested in learning from divers viewpoints. Proactive in seeking and utilizing feedback.
Intent upon creating a highly participative team. Acts as team leader and facilitator. Models and seeks open exchange of views on difficult issues. Empowers direct reports. Uses team development as a vehicle for leadership development.
Organizational initiatives often include development of a culture that promotes teamwork, participation, and empowerment. Proactive engagement with diverse stakeholders reflects a belief that input increases the quality of decisions, not just buy-in.
From Bill Joiner, Stephen Josephs, Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change, p. 8.
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“During the early 1980s, a series of academic studies produced statistically significant correlations, showing that the capacities managers develop at the more advanced stages carry over into the way they exercise leadership. These studies also found that, in the great majority of cases, catalytic managers are more effective than conventional managers.
Why? Because they are more strategic in their thinking, more collaborative, more proactive in seeking feedback, more effective in resolving conflicts, more active in developing subordinates, and more likely to redefine problems to capitalize on the connections between them.”
Correlation of Stages to Managerial Styles
Source: Bill Joiner, Stephen Josephs, Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change, pp. viii-ix
Correla1on of Stages to Management Styles
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Given what you’ve learned in this extremely brief session, what might be some next actions or ideas?
Next Ac1on -‐ Meet with
___ -‐ Talk to Boss
-‐ TBD
-‐ Talk to VP PD
Exercise
Category
-‐ Leadership?
-‐ Organiza1on?
-‐ Product Vision?
-‐ Delivery
-‐ Execu1on
-‐ Organiza1onal structures
-‐ Organiza1onal culture
-‐ Leadership Styles
Challenge -‐ Challenge 1
-‐ Challenge 2
-‐ Challenge 3