konosuke matsushita (1) - goseigosei.fi/site/assets/files/1727/agile-saturday-16_4_2016.pdf ·...
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![Page 1: Konosuke Matsushita (1) - Goseigosei.fi/site/assets/files/1727/agile-saturday-16_4_2016.pdf · Konosuke Matsushita (2) “We have passed the Taylor stage. We are aware that business](https://reader030.vdocuments.us/reader030/viewer/2022040618/5f299bbeccdb0b2eeb509e93/html5/thumbnails/1.jpg)
Konosuke Matsushita (1)
"We will win and you will lose. You cannot do anything about it because your failure is an internal disease. Your companies are based on Taylor's principles. Worse, your heads are Taylorized, too. You firmly believe that sound management means executives on one side and workers on the other, on one side men who think and on the other side men who can only work. For you, management is the art of smoothly transferring the executives' ideas to the workers' hands.”
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Konosuke Matsushita (2)
“We have passed the Taylor stage. We are aware that business has become terribly complex. Survival is uncertain. Therefore, a company must have the constant commitment of the minds of all of its employees to survive. For us, management is the entire workforce's intellectual commitment at the service of the company.”
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Konosuke Matsushita (3)
“We know that the intelligence of a few technocrats—even very bright ones—has become totally inadequate to face these challenges. Only the intellects of all employees can permit a company to live with the ups and downs and the requirements of its new environment. Yes, we will win and you will lose. For you are not able to rid your minds of the obsolete Taylorisms that we never had.”
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Tayloristic to Agile organizationAri Tikka, Ran Nyman
Agile Saturday 2016 Tallinn
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Gosei Oy
20 + years in software business Agile adoptions in large and small organisations Customers in Telecom, Medical, Game, Heavy metal, Financial, Sales&Marketing and Public sector LeSS coaching company www.gosei.fi
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Ari TikkaRan Nyman
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Content and takeaways
NOKIA case
Coordination Chaos
Collapse of Complex Societies
Fear
Logic of Learning organization
Actionable Fearless Leadership
Agile Adoption
Entertainment
Understanding
Vocabulary for organisation’s conversation
Everyday thinking tools
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Why Taylorism?
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Ford and Fordism 1900
Context Huge market and demand Winning product Lack of skilled workforce
Solution Automation Detailed standardization Proper wages
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NOKIA mobile phone business 2004-2012 (million euros)
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Nokia Networks
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Nokia Mobile Phones
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Aggressively grab the opportunities Great success in the beginning
NOKIA culture 1990
Business opportunities Crumbling Telecom monopolies Detailed GSM standard Talented workforce in Finland Ambitious leader Jorma Ollila
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Aggressively grab the opportunities Great success in the beginning
Aggressively grab the opportunities Great success in the beginning
“Just make it work” - engineers Trust and autonomy Success during the growth phase Ever increasing complexity
NOKIA culture 1990s
Organizational background 100 years of heavy industry Lack of experience in leadingSW product development
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Aggressively grab the opportunities Great success in the beginning
“Just make it work” - engineers Trust and autonomy Success during the growth phase Ever increasing complexity
Aggressively grab the opportunities Great success in the beginning
“Just make it work” - engineers Trust and autonomy Success during the growth phase Ever increasing complexity
“Just make it happen” - management Fear disconnected the organization Superficial decision making Failed to respond to competition
NOKIA Mobile Phones
Situation 2007-2011 New competitors, new game Coordination chaos
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Taylorism at early NOKIA
20% growth for 5 years in a row Others decide others do Codify competence into process Narrow task specialisation
Top management considered SW as commodity
Attention in Radio, Hardware, Business, Design, Coordination
Want to educate the recruits, but “Just make it work”
Self-Organising Learn the emergent local habits Best became elite Elite educated, others survive Plenty of coordinators Some only hang around - OK until layoffs
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Coordination chaos
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“Hey, We have business! And it is growing!” “People just find their roles.” “Specialists are irreplaceable. We need to optimize their individual performance.”
In the beginning
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“It starts to get messy. We need someone to look after things.” “Lets hire a coordination specialist - the project manager.”
Growing using common sense
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“The project managers really do their job.” “Obviously it is best to give responsibilities to the specialized people.”
Growth continues - we make it work
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“Do You understand what is really going on?” “The project managers are the heroes! They are the only ones, who get something out of this mess.”
The coordinators become the heroes
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The knowledge is based on informal network, grown with the organization. But now it just takes too much slack. Lets measure individual utilisation and reorganise to optimise resource coordination.
Hidden enabler becomes too expensive
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“We are slow and expensive. Why are projects no more productive?” “People Resources are either idling or overloaded.” “The portfolio does not obey. Dependencies and maintenance dominate.”
But… too much to be coordinated
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?
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Fragmentation. Wait for decisions, budget, plan, knowledge, service, …Quick fixes and bad quality. WIP, batches and queues. Little learning. Busy with your queue. Problem escalations. Powerlessness. Knowledge and Wisdom is always elsewhere.
Not fun!
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?
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Outsourcing the leadership problem
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COSTVALUE
“We still have the customers. And the middle layer coordinates the whole.”
“The development is too expensive and is difficult to manage.”
“But we can outsource the difficulty to an affordable provider, which we then can control through the agreement.
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Or fundamental change in thinking
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“Let people work in customer-oriented teams. First learn intimately what the customer needs, and then learn how to deliver. There will be discovery and innovation. The end-to-end throughput will improve. The coordination cost becomes investment in learning.”
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Flow vs resource efficiency
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Res
ourc
e ef
ficie
ncy
Flow efficiency
Optimize learning and end-to-end Flow of value
Optimize cost and resource utilization
Coo
rdin
atio
n C
haos
Impossible
Inspired by Niklas Modig: This is Lean
Resource efficiency Optimal with simple tasks in stable environment Specialization is locally economical, but makes the whole system fragile
Flow efficiency Better for all knowledge work Optimizes the whole
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Joseph A. Tainter
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Collapse of Complex societies:MayasChacoanWest Roman Empire Western Chou MesopotamiaEgypt…
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Tainter’s story in brief
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Abundant resources and innovation enable the
growth of the Society.
Innovation increases local efficiency
and complexity.
Complexity grows Elite creates wasteful rituals that maintain their status Rent instead of value creation
The complex society can no more adapt and collapses.
The population drops dramatically.
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The root cause of the collapse is not the depletion of resources, but the complexity of the society.
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Fear
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Fear
Collective Death of the tribe External conflict, starvation
Individual Exclusion from the tribe Internal conflict and punishment
Avoid conflict
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Case NOKIA Mobile Phones
Study Quy N. Huy at INSEAD and Timo Vuori at Aalto University Three rounds of interviews with 76 former senior managers
Sources: http://www.enterprisegarage.io/2015/12/ case-study-how-nokia-lost-the-smartphone-battle
http://knowledge.insead.edu/strategy/who-killed-nokia-nokia-did-4268
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From top to bottom in 5 years
1. Top Management feared of competition and threatened the Middle Management
2. Middle Management misled Top Management because of internal fear
3. Top Management was over-confident and uninformed
4. Top Management was not technically competent to assess the situation
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Consequences of Fear
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Organizations are designed to produce waste and error, in order to avoid embarrassment and threat, and to cover unacceptable acts.
It is indiscussable. Indiscussablility is indiscussable. But individuals know.
Results in skilled incompetence and organizational depression.
Chris Argyris: Overcoming Organizational Defenses, Facilitating Organizational Learning. 1990.
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Detailed causalities
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Share price
Long term product quality
Cash flow
$
35
Decision makingcapability
Tech capability Tools, process,knowledge
#skilledpeople
Fast Throughput
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Share price
Long term product quality
Cash flow
$
36
Organize forcustomer-focused learning
Learning
Fearlessleadership
Fast Throughputand feedback
#skilledpeople
Tech capability Tools, process,knowledge
Decision makingcapability
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Gosei Oy all rights reserved.
Share price
Long term product quality
Cash flow
$
37
Organize forcustomer-focused learning
Learning
Fearlessleadership
Fast Throughputand feedback
#skilledpeople
Tech capability Tools, process,knowledge
Decision makingcapability
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#skilledpeople
Share price
Cash flow
$
Fearlessleadership
ComplexityFrictionCoordchaos
Tech capability Tools, process,knowledge
Long term product quality
Decision makingcapability
Organize forcustomer-focused learning
Fast Throughputand feedback
Learning
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Gosei Oy all rights reserved.
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Learning
Fearlessleadership
Organize forcustomer-focused learning
40
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#unskilledpeople
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Scarcity of people
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Scarcity ofinvestment
Learning
Fearlessleadership
Organize forcustomer-focused learning
40
C
C
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Fast Throughputand feedback
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Share price
Scarcity of people
ComplexityFrictionCoordchaos
Cash flow
$
Scarcity ofinvestment
Organize forcustomer-focused learning
41
C
C
#unskilledpeople
#skilledpeople
Tech capability Tools, process,knowledge
Long term product quality
Learning
Decision makingcapability
Fearlessleadership
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Learning C
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Scarcity of people
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Scarcity ofinvestment
TayloristicThinking
C
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Learning C
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Scarcity of people
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Scarcity ofinvestment
#unskilledpeople
TayloristicThinking
C
C
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Learning C
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Scarcity of people
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Scarcity ofinvestment
#unskilledpeople
#Coordinators
Specialisationto narrow rolesand respons.
Batch &Queue
TayloristicThinking
C
C
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Learning C
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Scarcity of people
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Scarcity ofinvestment
#unskilledpeople
#Coordinators
Specialisationto narrow rolesand respons.
Batch &Queue
TayloristicThinking
C
C
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Learning
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Scarcity of people
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Scarcity ofinvestment
#unskilledpeople
#Coordinators
Specialisationto narrow rolesand respons.
Batch &Queue
C
CTayloristicThinking
![Page 47: Konosuke Matsushita (1) - Goseigosei.fi/site/assets/files/1727/agile-saturday-16_4_2016.pdf · Konosuke Matsushita (2) “We have passed the Taylor stage. We are aware that business](https://reader030.vdocuments.us/reader030/viewer/2022040618/5f299bbeccdb0b2eeb509e93/html5/thumbnails/47.jpg)
Gosei Oy all rights reserved. 44
Learning
#skilledpeople
Tech capability Tools, process,knowledge
Share price
Scarcity of people
Fast Throughputand feedback
ComplexityFrictionCoordchaos
Long term product quality
Cash flow
$
Decision makingcapability
Scarcity ofinvestment
#unskilledpeople
#Coordinators
Specialisationto narrow rolesand respons.
Batch &Queue
C
CTayloristicThinking
C
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Findings
Effects of Taylorism Narrow static roles add complexity in multiple ways Coordination over Learning Reflective learning is less effective Power and wisdom are always elsewhere
Threats for leadership Competition Scarcity of people, money and time Urgency - learning affects after delay Lack of Trust
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Unique differentiating factorFeedback from realities
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Actionable Fearless Leadership
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Build the system of feedback from realities
Customer Dis-intermediated contact to customers and users Learn to deliver what the customer needs Creates meaning, innovation and fast feedback
Technology Continuous integration and test automation
Self, the system Double loop learning Reflect own group, organization
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Psychological safety
Employees who feel psychologically secure:
Stay with the company Embrace new ideas from their colleagues Generate more revenue Rated as ‘effective’ twice as often by their managers.
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From conflict avoidance to greed to learn.
Conflict == mismatch
Conflict causes fear and anxiety - and conflict avoidance
Only Survival anxiety is greater than learning anxiety
Follow your curiosity
Leaders are those who show example
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Secure Base for safety and bonding
Two fundamental Secure Bases Social network, bonding
“Psychological safety is a shared belief held by members of a team that the team is safe for interpersonal risk-taking. “
Empowerment - ability to act, achieve and influence
Leaders’ example, integrity and own personal secure base
George Kohlreiser, John Bowlby, Attachment Theory E.g. http://www.imd.org/news/TEDx-talk-George-Kohlrieser.cfm
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Agile Adoption
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Manage problems
Everyday experience
“Pressure. Must. Should.” “No time to jump on the bike.” “Power and wisdom are always elsewhere.”
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Fragmentedorganization
Narrowlearning
BatchQueue
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“Pressure. Must. Should.” “No time to jump on the bike.” “Power and wisdom are always elsewhere.”
BatchQueue
Wide learning
Fragmentedorganization
Adoption path
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FearlessLeadership
53
1. Changethinking
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“Pressure. Must. Should.” “No time to jump on the bike.” “Power and wisdom are always elsewhere.”
BatchQueue
Wide learning
Adoption path
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Unity oforganization
2. Organize for customer-centric learning
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“Pressure. Must. Should.” “No time to jump on the bike.” “Power and wisdom are always elsewhere.”
Flow of work and feedback
Wide learning
Adoption path
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53
Unity oforganization
3. Start working
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“Negotiate the Pressure.”
“Take time to jump on the right bike.”
“Power and wisdom are where the work happens.” Flow of work
and feedback
Wide learning
Adoption path
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FearlessLeadership
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Unity oforganization
4. Learn forever