– building agile organizations from first principles – Is there a set of principles, such that each has the potential of a game changing impact on ‘engagement’, ‘operational effectiveness’ and ‘success’ in any high-tech product developing organization? And, if so,
(#AgileEngine – holistic and freely scalable approach to continuous improvement and systemic change) Most agree that becoming (more) agile is something you should strive for. Even more so if you are doing product development. But, what is the optimal way
How agile is your organization? How agile could it be? How agile should it be? I believe that agility must be observable and is relative to your business context. Every business runs at a certain pace. Being agile at the
In #LeanQuality you strive to proactively reduce the impact from actual and potential sources of dissatisfaction. Understand the hard and soft implications of customer dissatisfaction. Take an ecosystem approach to map all potential sources and make specific plans for mitigations
The essence of agile leadership – in my view – is to ensure that each and every person has the maximum freedom to perform (the circles) as well as the maximum opportunity to contribute (the connection to objectives). Systemically in a free forming network of people aligned to meet a set of shared objectives.
The job of the leader is to ensure the appropriate means ($) and a clear set of objectives (*). The leader supports (=) and helps remove impediments (lightening).
Supporting means nudging and stimulating (the small arrows below) – directly or indirectly the journey towards meeting the set objectives.
It’s not the job of the leader to set the objectives, but to ensure that they are present and that everyone is aligned to those. It’s not the job of the leader to control the means, but to encourage that wise economic choices are made.
It’s the obligation of each person to ensure optimal conditions to perform and contribute, subject to agreed objectives. It requires system intelligence to achive this objective and steer clear of personal subobtimization.
These conditions (the box) forms the structure around the individual and is shaped by physical as well as immaterial conditions: buildings, organization, how work is shaped, how money is allocated, values, principles, other people/the ‘network’ … all of that. Each and every person has a personal responsibility to make sure that the structure around them offers the needed support and fits the challenges that needs to be adressed. The job of the leader is to support each and everyone in that – and ultimately own the structure from a system perspective.
A leader may not be physically present as long as the system – the network of people – acts socially and economically as if there was one.
Agile leadership can be ‘self leadership’ or take any other form as long as it leads to the desired outcomes.
Agile leadership is hard to define precisely. It’s not present in an organization – a freeforming network of people – if enough of these symptoms are dominating:
Without agile leadership you cannot really claim to be agile …
Essentially agile leadership is taking care of people, so that people take care of the business. In many ways, agile leadership is nothing more than good leadership – the believe in the unlimited potential in people given the best opportuity to grow.
PS: The illustration of the journey supported by ‘little arrows’ helped me get my head around many ‘agile leadership’ definitions – they often appeared to me as a random collection of things – until I got the idea that they are all good things when introduced in the right context at the right time – all serving the higher level objective of supporting the individual or collective journey towards meeting common objectives.
Portfolio management optimizes the value delivered and minimizes the risk of accommodating activities that cannot successfully deliver Running an effective portfolio enables strong alignment of execution to strategy. Yet this is an area where many experience poorer than necessary results
Necessary but not sufficient conditions for innovation: Starvation Pressure Perspective shift Dave Snowden, using Appollo 13 as an example, see YouTube: https://youtu.be/IlmesbbPqtU Snowden argues that the held belief that creativity leads to innovation is confusing causality and correlation
From just listening this is quite amazing – many good insights to build on – very strong focus on accountability – clear principles and beliefs – thumbs up – see https://youtu.be/3zduSKajK64 Principles Clarity over certainty Course correction over perfection Self-directed teams
“Complaining about a problem without proposing a solution is called whining” Teddy Roosevelt The Roosevelt quote is a classic example of simple, linear thinking that doesn’t fly far in a complex world full of systemic issues – on the
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Your hear warnings about Conway’s law. Agile at scale is all about making Conway’s law your friend – building structure to drive behavior. Essentially applying Conway’s law in inverse.
Today’s lunch conversation centered around large scale digital transformations and how to succeed. Popular wisdom has it that less than 90% of digital transformations succeed. Some fresh thinking may be required. Imagine someone is just getting started, what advise would
Requirements Estimation Contracts Projects …