LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences after being on the journey for a year

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Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.

Business

PT/PJ-AT | 2019-10-14
© Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
F i h L v l o r s
LKCE 2019 Hamburg November 06th 2019
Jochen Goeser & Carmen Knippenberg

PT/PJ-AT Greuel | 21.01.2019
© Robert Bosch Power Tools GmbH 2017. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
3
Robert Bosch Power Tools Factsheet
4.7+ bn EUR Sales
50+ m products sold each year
100+ new products launched each year
20.000+ associates across the world

“How BIG is your transformation at
Bosch Power Tools ???”

Agile Transformation @ Bosch Power Tools
© Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
22
TRANSPARENCY
INVOLVEMENT
EMPOWERMENT
TRUST
LEADERSHIP
COLLABORATION
CULTURE
ORGANIZATION
PROCESS &
METHODS
STRATEGY

HG AC
BI BE
MT
RT
6 business units 55 business teams
Permanent Cross-Functional Teams
BI
16
HG
10
BE
8
AC
13
RT
4
MT
4
33
© Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

Permanent cross-functional teams
© Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
31
EXPERTISE TEAM
Expertise Owner
 Focus on functional expertise
 Provision of expertise and operational
support of business teams
BUSINESS TEAM
Fixing
Business Owner
PURPOSE TEAM
Innovation & go-to market
EXECUTION TEAM
Execution development
& serial support
VALUE STREAM TEAM
Manufacturing
AGILE MASTER &
DESIGN THINKING COACHES
 Optimizes team’s and organization’s performance
 Support to find innovative solutions with adequate
tools

“ But how the hack do you organize
yourself within a Business Unit???”

BI Activity Board
Purpose:
Operationalize BI
Strategy
Who:
BI Board Members
Business Owners
Expertise Owners
How often:
2 times/week
30min
Flight Level Architecture at Business Unit BI
33
© Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
…
Project Team Board Project Team Board
BI Strategy Board
Purpose:
BI Strategy
Alignment
Who:
BI Leadership
Team
How often:
Once a month (1hr)
+ once a quarter
“Deep Dive”
…
Business Team “Drilling”
Purpose:
E2E Responsibility
& Prioritization
within team
Who:
Business Owner
Team Members
How often:
2 times/week
30min …
Expertise Team “Quality” Purpose:
Prioritization within
team
Who:
Expertise Owner
Team Members
How often:
2 times/week
30min
Project Team Board Project Team Board Purpose:
Operational
Steering
Who:
Team Members
How often:
Every day / 15min

“Sounds nice on slides, but does it work
in reality ???”

BI Activity Board
Purpose:
Operationalize BI
Strategy
Who:
BI Board Members
Business Owners
Expertise Owners
How often:
2 times/week
30min
Visibility of impediments
33
© Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
Project Team Board Project Team Board
Business Team “Drilling”
Purpose:
E2E Responsibility
& Prioritization
within team
Who:
Business Owner
Team Members
How often:
2 times/week
30min
Expertise Team “Quality” Purpose:
Prioritization within
team
Who:
Expertise Owner
Team Members
How often:
2 times/week
30min
Project Team Board Project Team Board Purpose:
Operational
Steering
Who:
Team Members
How often:
Every day / 15min

“ Let’s be honest – what worked well &
where are the challenges???”

Success Stories & Challenges
• Scaling it to a holistic Power Tools level
across all Business Units
• Breaking with old working style
• Takes time
• It’s a never ending journey (mindset &
uncertainty )
• Strong Buy-In from Leadership essential
• Getting rid of ALL existing meetings
• Co-creation of the flight level boards
• No dogma on which method to use in the
team
• One part of the overall puzzle
• Start with the biggest possible group

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Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zusätzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu können war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!

LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story

Lean Kanban Central Europe

Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.

LKCE19 - Boris Karl Schlein - Two Epics per Week?!

Lean Kanban Central Europe

Um die eigenen Leadership-Fähigkeiten auszubauen und selbst Führung für sich und andere zu übernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstführung zu betrachten. Dieser Vortrag vermittelt Möglichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration für wirksame (Selbst-)Führung nutzen lassen.

LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...

Lean Kanban Central Europe

Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, Gästebetreuung, Officemanagement und die zuständige „Kannst-du-mal-kurz-Zentrale“ - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplinär. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, über die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.

LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...

Lean Kanban Central Europe

LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose

Lean Kanban Central Europe

Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong? The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks. This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.

LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...

Lean Kanban Central Europe

Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.

LKCE19 Klaus Leopold - Flight Levels in Action

Lean Kanban Central Europe

Self-governance models (e.g. Holacracy, Teal organization, Sociocracy 3.0, …) as well as models for aligned autonomy(e.g.the 'Spotify model') have emerged to address the need for strategic agility.Strategic agility, however, requires more than autonomy and alignment.Suppose that you are working in an organization where you have multiple initiatives going on.On a regular basis work finishes and capacity becomes available(supply - side).At the same time customers– external as well as internal– are requesting new work to be performed(demand - side).Ideally, you can perfectly match the needs of newly arrived work with the capacity that has become available.In reality, however, work arrives when there is no free capacity or where the right type of capacity is not free;or, capacity becomes available when there is no new demand or where the demand is not of the right type. Whether we want it or not, organizations are market places where an ever - varying, ever - evolving demand is confronted with an ever varying, ever - evolving supply.These market places are internal, but reflect the external market place.As a reflection they can draw inspiration from these external market places in the way they are operated.In this presentation we will explore what it takes to run an 'agile portfolio' as an(internal) market place inspired on financial markets. We will start with laying out the structure of the portfolio as a market place(who trades what, and so on).In analogy to the concept of market liquidity that can be found in financial markets, we will explore organizational liquidity as a measure of how well supply and demand can be matched.We will take into account all the realities of a varying demand and a constrained supply and discuss why and how to improve liquidity.We will explore the concept of disintermediation(cutting out the middlemen), a hot trend in financial markets(e.g.with cryptocurrencies).Inspired by this, we will end with giving a glimpse of a possible future of internal market places that are regulated by a digicoin.The goal is to explore disintermediated liquidity as a powerful new way of self - organizing.

LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...

Lean Kanban Central Europe

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LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences after being on the journey for a year

1. PT/PJ-AT | 2019-10-14 © Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. F i h L v l o r s LKCE 2019 Hamburg November 06th 2019 Jochen Goeser & Carmen Knippenberg

2. PT/PJ-AT Greuel | 21.01.2019 © Robert Bosch Power Tools GmbH 2017. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. 3 Robert Bosch Power Tools Factsheet 4.7+ bn EUR Sales 50+ m products sold each year 100+ new products launched each year 20.000+ associates across the world

3. “How BIG is your transformation at Bosch Power Tools ???”

4. Agile Transformation @ Bosch Power Tools © Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. 22 TRANSPARENCY INVOLVEMENT EMPOWERMENT TRUST LEADERSHIP COLLABORATION CULTURE ORGANIZATION PROCESS & METHODS STRATEGY

5. HG AC BI BE MT RT 6 business units 55 business teams Permanent Cross-Functional Teams BI 16 HG 10 BE 8 AC 13 RT 4 MT 4 33 © Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

6. Permanent cross-functional teams © Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. 31 EXPERTISE TEAM Expertise Owner  Focus on functional expertise  Provision of expertise and operational support of business teams BUSINESS TEAM Fixing Business Owner PURPOSE TEAM Innovation & go-to market EXECUTION TEAM Execution development & serial support VALUE STREAM TEAM Manufacturing AGILE MASTER & DESIGN THINKING COACHES  Optimizes team’s and organization’s performance  Support to find innovative solutions with adequate tools

7. “ But how the hack do you organize yourself within a Business Unit???”

8. BI Activity Board Purpose: Operationalize BI Strategy Who: BI Board Members Business Owners Expertise Owners How often: 2 times/week 30min Flight Level Architecture at Business Unit BI 33 © Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. … Project Team Board Project Team Board BI Strategy Board Purpose: BI Strategy Alignment Who: BI Leadership Team How often: Once a month (1hr) + once a quarter “Deep Dive” … Business Team “Drilling” Purpose: E2E Responsibility & Prioritization within team Who: Business Owner Team Members How often: 2 times/week 30min … Expertise Team “Quality” Purpose: Prioritization within team Who: Expertise Owner Team Members How often: 2 times/week 30min Project Team Board Project Team Board Purpose: Operational Steering Who: Team Members How often: Every day / 15min

9. “Sounds nice on slides, but does it work in reality ???”

10. BI Activity Board Purpose: Operationalize BI Strategy Who: BI Board Members Business Owners Expertise Owners How often: 2 times/week 30min Visibility of impediments 33 © Robert Bosch Power Tools GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Project Team Board Project Team Board Business Team “Drilling” Purpose: E2E Responsibility & Prioritization within team Who: Business Owner Team Members How often: 2 times/week 30min Expertise Team “Quality” Purpose: Prioritization within team Who: Expertise Owner Team Members How often: 2 times/week 30min Project Team Board Project Team Board Purpose: Operational Steering Who: Team Members How often: Every day / 15min

11. “ Let’s be honest – what worked well & where are the challenges???”

12. Success Stories & Challenges • Scaling it to a holistic Power Tools level across all Business Units • Breaking with old working style • Takes time • It’s a never ending journey (mindset & uncertainty ) • Strong Buy-In from Leadership essential • Getting rid of ALL existing meetings • Co-creation of the flight level boards • No dogma on which method to use in the team • One part of the overall puzzle • Start with the biggest possible group

13. Thank you very much!

LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences after being on the journey for a year

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LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences after being on the journey for a year