Learning Fast & Small - Nourishing Company-wide Agility in a Skeptical Environment

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Agile beyond IT and beyond just doing it, but rather being it requires experimenting continuously in order to learn continuously. Thus more important than failing fast is learning fast. In this workshop we will learn what learning fast means for every individual and the organization as a whole and we will define experiments for you to use in your company for becoming agile truly. This will allow you to create an environment for continuous innovations. In this workshop we will also make use of examples that make: the organizational structure (hierarchy?) more agile the organizational processes faster so that they enable innovation the organizational strategy better aligned with current needs so that your organization is able to drive the market instead of being driven by the market

Negócios

1 @AgileBossaNova | agilebossanova.org1
Jutta Eckstein | @juttaeckstein
John Buck | @johnabuck
http://agilebossanova.org
@AgileBossaNova | #agilebossanova
Learning Fast & Small:
Nourishing Company-wide Agility
in a Skeptical Environment
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova

2 @AgileBossaNova | agilebossanova.org
Set the Stage
 Why are you here?  What books you
read, you
recommend?

3 @AgileBossaNova | agilebossanova.org
Goal for the Workshop
 Learn how to bring a culture of experimentation into your
company

4 @AgileBossaNova | agilebossanova.org
Agenda
 Welcome & set the stage
 Defining the context
 Values for company-wide agility
 Challenges for company-wide agility in your company
 A new perspective
 Using probes
 Next steps & wrap-up

5 @AgileBossaNova | agilebossanova.org
WHAT? CHALLENGES

6 @AgileBossaNova | agilebossanova.org
Reflect & Discuss
 What are the consequences
and impact for (your)
organization(s) of VUCA etc
from the perspective of:
– Entrepreneur
– Employee
– Client
– Shareholder
– Top management?

9 @AgileBossaNova | agilebossanova.org
Reflect & Discuss
 What has in your context
supported or hindered
company-wide agility (agile
beyond IT) and what was
difficult along the way?
 Come up with top challenge in
your group

13 @AgileBossaNova | agilebossanova.org
Discuss & Create
 What are the different perspectives in your organization?
 Draw the organigram for at least one organization
showing the synthesis of perspectives

14 @AgileBossaNova | agilebossanova.org
Cynefin
Kurtz, C.F. & Snowden, D. (2003): The new dynamics of strategy: Sense-making in a
complex and complicated world In: IBM Systems Journal, Vol.42, No.3, p.462-483.
Available also online: http://alumni.media.mit.edu/brooks/storybiz/kurtz.pdf

16 @AgileBossaNova | agilebossanova.org
Discuss
 What is the primary organizational characteristic
(strategy, structure, or process) for your top challenge?

17 @AgileBossaNova | agilebossanova.org
Eager to Experiment

18 @AgileBossaNova | agilebossanova.org
Is Trust Cheaper?
 Background:
– Traditional travel expense procedures are burdensome and
assume people can’t be trusted.
 Hypothesis:
– Such procedures cost more than they save and are
demoralizing.
 Experiment:
– Pre-survey and audit. Try for three months in a few units
with other units as controls. Post-survey and audit.

20 @AgileBossaNova | agilebossanova.org
Discuss & Create
 Look at your top challenge
– Revisit your reflections on your top challenge and any
necessary details
• What is your challenge and what is it not?
• What might be the source of the difference?
 Pick a probe that you might use to explore that challenge
– If necessary modify the probe for your existing challenge
– Or invent a whole new probe

22 @AgileBossaNova | agilebossanova.org
Design a Probe
 Name of the Probe:
– <...>
 Background:
– <Define the context>
 Hypothesis:
– <Define what you expect to happen>
– <Observable impact>
 Safe-to-fail experiment:
– <Define what do you want to try and how you can (dis) prove
the hypothesis>

23 @AgileBossaNova | agilebossanova.org
Reflecting on the Probe
 Our results were largely not as the hypothesis predicted.
 We believed <hypothesis>
– But found while <activity>
– That <insight>
– And rejected this idea.
 Had we tried <x>,
– We might have discovered this
• <sooner, more cheaply, &/or more safely>
Source: Mike Burrows, Agendashift

24 @AgileBossaNova | agilebossanova.org
Publish to Your Peers
 Publish in the LinkedIn group:
– http://tinyurl.com/AgileBossaNova
 Based on the experiment results and comments of our
peers,
– What are the next questions to explore?
– What changes (if any) do we want to implement?

25 @AgileBossaNova | agilebossanova.org
Reflection Time
 What will you do on Monday?
– Come up with at least three things you want to do
(differently)

26 @AgileBossaNova | agilebossanova.org
BOSSA nova for Nourishing
Company-wide Agility

27 @AgileBossaNova | agilebossanova.org
BOSSA nova for Company-wide Agility
 Never stop…
– …trying
– …learning
– …changing

28 @AgileBossaNova | agilebossanova.org
Many Thanks and… Stay in Touch:
PicturesbyKatjaGloggengießer
Jutta Eckstein | @juttaeckstein
John Buck | @johnabuck
http://agilebossanova.org
@AgileBossaNova | #agilebossanova
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova

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Organisational success today depends on effective communication and collaboration with individuals from cultures with varying beliefs and practices. Indeed, with the workforce increasingly comprised of people of varying cultural backgrounds, leaders must now prioritise the significance of cultural competence in the workplace. Ensuring cultural competence at every level of your organisation cannot be understated. While cultural disparities can manifest in different ways, as a leader, you must build deep and nuanced cultural competence skills and education to accurately spot, address and alleviate the various scenarios that can arise. Failing to recognise the importance of cultural competence or not acting to improve it can lead to cultural negligence. There are a few things to consider to ensure your organisation is on the right track. In this deck, you'll understand the importance of building cultural competence in the workplace. You'll also learn • The three (3) dimensions of Cultural Competence in the workplace • Key strategies to build a culturally competent workforce • Major benefits you stand to gain by having a culturally competent team.

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1. 1 @AgileBossaNova | agilebossanova.org1 Jutta Eckstein | @juttaeckstein John Buck | @johnabuck http://agilebossanova.org @AgileBossaNova | #agilebossanova Learning Fast & Small: Nourishing Company-wide Agility in a Skeptical Environment Company-wide Agility with BOSSA nova http://tinyurl.com/AgileBossaNova

2. 2 @AgileBossaNova | agilebossanova.org Set the Stage  Why are you here?  What books you read, you recommend?

3. 3 @AgileBossaNova | agilebossanova.org Goal for the Workshop  Learn how to bring a culture of experimentation into your company

4. 4 @AgileBossaNova | agilebossanova.org Agenda  Welcome & set the stage  Defining the context  Values for company-wide agility  Challenges for company-wide agility in your company  A new perspective  Using probes  Next steps & wrap-up

5. 5 @AgileBossaNova | agilebossanova.org WHAT? CHALLENGES

6. 6 @AgileBossaNova | agilebossanova.org Reflect & Discuss  What are the consequences and impact for (your) organization(s) of VUCA etc from the perspective of: – Entrepreneur – Employee – Client – Shareholder – Top management?

7. 7 @AgileBossaNova | agilebossanova.org7

8. 8 @AgileBossaNova | agilebossanova.org8

9. 9 @AgileBossaNova | agilebossanova.org Reflect & Discuss  What has in your context supported or hindered company-wide agility (agile beyond IT) and what was difficult along the way?  Come up with top challenge in your group

10. 10 @AgileBossaNova | agilebossanova.org

11. 11 @AgileBossaNova | agilebossanova.org

12. 12 @AgileBossaNova | agilebossanova.org

13. 13 @AgileBossaNova | agilebossanova.org Discuss & Create  What are the different perspectives in your organization?  Draw the organigram for at least one organization showing the synthesis of perspectives

14. 14 @AgileBossaNova | agilebossanova.org Cynefin Kurtz, C.F. & Snowden, D. (2003): The new dynamics of strategy: Sense-making in a complex and complicated world In: IBM Systems Journal, Vol.42, No.3, p.462-483. Available also online: http://alumni.media.mit.edu/brooks/storybiz/kurtz.pdf

15. 15 @AgileBossaNova | agilebossanova.org

16. 16 @AgileBossaNova | agilebossanova.org Discuss  What is the primary organizational characteristic (strategy, structure, or process) for your top challenge?

17. 17 @AgileBossaNova | agilebossanova.org Eager to Experiment

18. 18 @AgileBossaNova | agilebossanova.org Is Trust Cheaper?  Background: – Traditional travel expense procedures are burdensome and assume people can’t be trusted.  Hypothesis: – Such procedures cost more than they save and are demoralizing.  Experiment: – Pre-survey and audit. Try for three months in a few units with other units as controls. Post-survey and audit.

19. 19 @AgileBossaNova | agilebossanova.org

20. 20 @AgileBossaNova | agilebossanova.org Discuss & Create  Look at your top challenge – Revisit your reflections on your top challenge and any necessary details • What is your challenge and what is it not? • What might be the source of the difference?  Pick a probe that you might use to explore that challenge – If necessary modify the probe for your existing challenge – Or invent a whole new probe

21. 21 @AgileBossaNova | agilebossanova.org

22. 22 @AgileBossaNova | agilebossanova.org Design a Probe  Name of the Probe: – <...>  Background: – <Define the context>  Hypothesis: – <Define what you expect to happen> – <Observable impact>  Safe-to-fail experiment: – <Define what do you want to try and how you can (dis) prove the hypothesis>

23. 23 @AgileBossaNova | agilebossanova.org Reflecting on the Probe  Our results were largely not as the hypothesis predicted.  We believed <hypothesis> – But found while <activity> – That <insight> – And rejected this idea.  Had we tried <x>, – We might have discovered this • <sooner, more cheaply, &/or more safely> Source: Mike Burrows, Agendashift

24. 24 @AgileBossaNova | agilebossanova.org Publish to Your Peers  Publish in the LinkedIn group: – http://tinyurl.com/AgileBossaNova  Based on the experiment results and comments of our peers, – What are the next questions to explore? – What changes (if any) do we want to implement?

25. 25 @AgileBossaNova | agilebossanova.org Reflection Time  What will you do on Monday? – Come up with at least three things you want to do (differently)

26. 26 @AgileBossaNova | agilebossanova.org BOSSA nova for Nourishing Company-wide Agility

27. 27 @AgileBossaNova | agilebossanova.org BOSSA nova for Company-wide Agility  Never stop… – …trying – …learning – …changing

28. 28 @AgileBossaNova | agilebossanova.org Many Thanks and… Stay in Touch: PicturesbyKatjaGloggengießer Jutta Eckstein | @juttaeckstein John Buck | @johnabuck http://agilebossanova.org @AgileBossaNova | #agilebossanova Company-wide Agility with BOSSA nova http://tinyurl.com/AgileBossaNova

Learning Fast & Small - Nourishing Company-wide Agility in a Skeptical Environment

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