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ScaledAgileThinking©PatrickSteyaert,2018 1
Think beyond methods
Lean Kanban North America 2018
patrick.steyaert@okaloa.com
Create viral change
ScaledAgileThinking©PatrickSteyaert,2018 2
A thriving Agile industry
ABigEuropeanWinForAgile:Spotify'sWallStreetDebutSucceeds
- Forbes
Whyagilitypays- McKinseyQuarterly
- StateofAgile™survey,VersionOne
98%Successof
Agileprojects
94%Organizationspracticingagile
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legitimate need(s) for agility
E.g.shortenthetimetomarket
E.g.whattobuildforwhomandwhy?
E.g.peopleworkingtogetherinautonomousteams
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Survival in A dancing business landscape
Busin
essfitn
ess
Leader
Disruptor
Challenger
Growth/Decline
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Dealing with volatility
Themainconcernisnotjuststart-up,growthand
conservation(frontloop)...
… butalsodisruptionandcontinuousrenewal
(backloop)!
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Enterprise flowExploitation and exploration
UPSTREAM options
DOWNSTREAM commitments
fromsuspectedtosatisfiedneed
• Parts• Customerrequests• Unawarevisitors• Observations• Breakthroughideas
• Orders• Requestfulfilments• Happycustomers• Experiments• Emergingbusinesses
Exploit
Explore
Exploit
Explore
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Networked collaborationTeam and network interactions
Highlyengagedteams…
… inalooselycouplednetwork
… acrossadiversityofinteractions
Work
Decide
Learn
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Organizational learningExperience and experimentation
Unfoldingevents
… aswellasfromexperimentation
ModelsFriction
Learnfromexperience…
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Business agility
Flow,collaboration andlearning,atalllevels,andacrossallfunctions,andorganizationalunits,fordifferenttypesoforganization* tothriveinavolatilebusinesslandscape.
*Includingcomplexsystemsdevelopment,servicenetwork,start-up/scale-up,volumeoperationsoranyaggregationthereof
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(less legitimate) Bandwagon effecta self-reinforcing loop that fuels the agile industry
Othersareadoptingpopularagilemethod.
Wemustadoptpopularagilemethod
also!
R
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A self-sealing logicThe major cause of problems are solutions
Benefitsofagileareclearandunquestioned
Thebiggestobstacleisto“implement”agile
Wecandeclaresuccesstothedegreethatwehaveovercomethatobstacle
©PatrickSteyaert,2018
Arethebenefitsclearand
unquestionable?
ScaledAgileThinking 5
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Shallow agileadopting practices without adopting the underlying thinking
Agilepractices
Agilethinking
gapbetweenthinkinganddoing
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Incongruence
©PatrickSteyaert,2018 ScaledAgileThinking 15
WhatIthinkandsayIdo
WhatIactually
do
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Friction
… getting an organization madeup of individuals, to pursue acollective goal produces frictionjust as surely as applying thebrakes of a car.
StephenBungay,Theartofaction
“ “ Effectsgap Learninggap
Alignmentgap
ACTION PLANS
OUTCOMES
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Caught between the hammer and the anvil
EFFORT
RESULT
Bottom-upchangestallsbylackofmomentum
Top-downchangestallsbecauseof
friction
Bottom-up
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Profound changeFocus on the thinking that informs action
alignmentgap
Plans Action
effectsgap
OUTCOMES
learninggap
THINKING
Plannedchange
Outcome-orientedchange
Profoundchange
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(rational) Thinking about agilityHow work, works
Flow
Feedbackdelay
R
LearningCollaboration C
Divisionoflabor
B
Finishingwork
Work-In-Progress(WIP)
Startingwork
O
Inducedwork
Blockedwork
Idletime
RExpeditedwork
Waittime(length&variability)
RCapacityutilization
C
O
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Thinking about thinkingThe divided mindRationalbrain
Therider
IntuitivebrainTheelephant
Rationalreasoningis- SLOW- verbalconsciousthoughtusingmodelsandlogic
Thinkingisintuitiveaswellasrational
Intuitionisbasedon- FAST- patternmatchingwithpastexperience
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Intuitions first, Reasoning second*Its hard to reason oneself into new behavior
Pastexperience
intuition judgement reasoning1 2
3
4
Unfoldingevents
*JonathanHaidt,TheRighteousMind
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Thinking is social, not just individualSocial intuition model*
A’sintuition
A’sjudgement
A’sreasoning
B’sintuition
B’sjudgement
B’sreasoning
1 2
56
3
4
*JonathanHaidt,TheRighteousMind
Pastexperience
Unfoldingevents
Pastexperience
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Leveraging the networkCreating exponential change
Thinkingisheavilyinfluencednotonlybysocialnetworkpeers,butalsobypeersofpeersandpeersofpeersofpeers
Viralityandcontagiousnessleveragesthenetworktocreateexponentialchange
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Using simulation as a bootstrap
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Agility beyond methodsAt team level
*Averageleadtime
Months*
Co-acting
Experience
FLOW
COLLABORATION
LEARNING
Weeks
Synchronized
Experiment
Days
Pair/Mob/Swarm
Double-loop
Agility
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Success is defined by retention and referralMeasuring and managing virality
Acquisition
Retention
ResultsActivation
Referral
CHANGE
FACTORY
TraditionalViral
Embeddedsimulation
Infectotherpeopleand
units
TeamflowCross-teamflowEnd-to-endflow
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Boosting agility
EFFORT
RESULT
Boost
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Thinking about agile thinking
Shallowagile(rationalindividualthinking,implementingpractices)
Thinkbeyondmethods(intuitivethinking,flow+collaboration
+learning)
Scaledagilethinking(socialthinking,enterpriseflow+networkcollaboration+organizationallearning)
Sharingagile
Thinkingagile
DoingAgile
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Thank you@PatrickSteyaert @OkaloaFlowlab
MoreinfoaboutOkaloa Flowlab atwww.okaloa.com/flowlab
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CONTACT DETAILS t+32473565098t+32477791298
arlette.vercammen@okaloa.compatrick.steyaert@okaloa.com
@OkaloaFlowlab@PatrickSteyaert