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Fitting agile in non-agile organisations
Arhus, Nov. 3rd.2016, Matthias Henrici
Best practices from a federal-state-bank
Excursus: decision theory
„Contemporary business has shifted from complicated to complex. It’s like the difference between a Ferrari and the Brazilian rainforest.“
Dave Snowden, Cognitive Edge, Author Cynefin
Complex Complicated
Chaotic Simple
Non predictable predictable
Dave Snowdens „Cynefin-Modell“: The situation defines the decision matrix
Obvious situation • Best Practises • Standard Operating Procedures
Sense ● Categorize ● Respond
Good Practice the relationship between cause and effect requires analysis, application of expert knowledge
• Investigation • Experts
Sense ● Analyze ● Respond
Emergent Practice the relationship between cause and effect can only be perceived in retrospect
• pattern
Probe ● Sense ● Respond
Novel Practice • no relationship between
cause and effect at system level
Act ● Sense ● Respond
Complex Complicated
Chaotic Simple
Non predictable
Dave Snowdens „Cynefin-Modell“: The situation defines the decision matrix
predictable
M
Nearly every company assumes a predictable pattern to solve a problem
Complex Complicated
Chaotic Simple
predictable Non predictable
Dave Snowdens „Cynefin-Modell“: The situation defines the decision matrix
Digitalization is moving business
reality from complicated to
complex
6 Source: Isabella Mader: A Moment of Truth. November 2015
Top-Down systems are not suitable for complex challenges
Planing of work
(management)
Excecution of work
(production)
Industrial age digital age
Working in a complex or chaotic envrionment What‘s the impact to employees?
People got targets, goals they have to achieve
The digital world teaches us that there are thousands of possible solutions The Cynefin model tells us to probe first.
Working in a complex or chaotic envrionment What‘s the impact to employees?
Working in a complex or chaotic envrionment What‘s the impact to employees?
Dealing with ambidexterity behaviour might be the answer to non-predictable business situations
Principles of the
ambidexterity agile way of
work
timeboxing
location shared space A reserved space outside the typical environment and not too much space between team members
is crucial
self-organisation coordination of procedure, dependencies, integration self reliant or with the team
pull-prinziple no central allocation of tasks!
team members pull and plan their tasks in personal responsibility
Iterative delivery of value
On the end of a sprint the team decides about the success of the achievements
fix duration of sprints, planing, meetings i.e. 2 week sprints
11
Holocracy. The future of agile organizations?
13
The traditional concept of innovation
14
Let us do the Lewin force field check
15
Let us do the Lewin force field check
CFO talks about “padded“ expenditures
CEO: „We can spent 2 Mio. for a digitalization project“
driving forces restraining forces
16
17
The situation of a federal state bank – as expected Y
este
rday
Direct customer contact & direct value creation Financial Service Provider
18
The situation of a federal state bank – as expected Y
este
rday
To
day
Tom
orro
w
Direct customer contact & direct value creation Financial Service Provider
Financial Service Provider
Dealing with ewins force field at the federal state bank
CFO talks “padded“ expenditures
CEO: „We can spent 2 Mio. for a digitalization project“
IT Security & Compliance
Head of the savings-bank portal
Other employees
Board talks
Very inoffical talks with IT specialists
tranparency, showroom, events
Just don‘t care
20
Breaking up the silos
21
1. Sprint: Kanban – it‘s so easy!
Mission (Draft)
Research.
Challenge
Ideation. Make.
Storyboard Prototyp
1. Sprint (2 weeks)
2. Sprint (2 weeks)
3. Sprint (2 weeks)
4. Sprint (2 weeks)
1. Sprint: Interviews with surprising results
1. Sprint: Analyzing the interviews and find pattern
1. Sprint: „Customer Journey“
Jobs
Gains
Pains
Products & Services
Pain-reliever
Gain-Creator
1. Sprint: Identify Pains and Gains
2 Sprint – Ideation
Definition of criteria and check with pain/gain chart to prioritize ideas
Bewertungskategorien:
2 Sprint – Ideation
Mission (Draft)
Research.
Challenge
Ideation. Make.
Storyboard Prototyp
1. Sprint (2 weeks)
2. Sprint (2 weeks)
3. Sprint (2 weeks)
4. Sprint (2 weeks)
4 Sprint – Prototype
• It‘s not possible to change the entire company at once – it might not be necessary either
• Start with a submarine project backed up by a strong member of the board • establish a team out of different silos, with different roles and skills • work with strict timeboxing, small and iterative values and gaols together
with self organisation and pull principles • built MVP‘s and MLP first, check them as often and intense as you can with
customers and target groups – don‘t fear to change your target group • promote the success to others via internal marketing structures • start to roll-out the corporate-startup-principle into the entire organization
31
Solution
MÜNCHEN Safari Consulting Dachauer Straße 42 80335 München T: +49 89 21666-880 [email protected] facebook.com/SafariGmbH twitter.com/SafariCons
MAINZ Safari Consulting Taunusstraße 59-61 55118 Mainz T: +49 6131 32718-140 [email protected] facebook.com/SafariGmbH twitter.com/SafariCons
32
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