Last month at the Paris Scrum Gathering, a colleague and I ran a workshop on designing an Agile organization using Lego. We have done this type of design modeling for several years now. We’ve learned a great deal about organizational dynamics by both going through this process ourselves, and facilitating organizational design with teams.
We licensed the method under Creative Commons and have made it available to everyone. We call it Whole-Team Dynamic Organizational Modeling. When teams engage in designing their own organizations, they are much more likely to accept the trade-offs they have to make in order to deliver their products and services to the market. No organization is perfect. Each model creates its own set of silos. Each model is tuned to be effective within a particular organizational culture. All solutions have a messiness that is unavoidable. The usual reason for re-designing an organization is improved throughput and higher value delivery to customers. Sometimes, the organizational design is crafted to achieve a specific outcome related to culture or product architecture. Goals vary, but the act of building and testing an organizational model reveals consistent insights.
You can find more information at wtdom.org, including a facilitation guide to help you plan and deliver your own modeling experience.
Taking the first steps are often the toughest. An Agile implementation is not proven in your own organization and it is difficult to know if the benefits can be real and lasting.
The following are some suggestions to consider when embarking on a pilot. They are taken from various sources including Mike Cohn, Jeff Sutherland, informal chats with Agile practitioners, personal experience and various books on the topic of Agile and organizational transformation.
One reason bottom-up proposals fail is because idea champions don’t engage their executives in the right way. Whether you are promoting new methods, practices, tools, or cultural changes, getting your exec team on board can make all the difference.
Having influenced executives for many years, I’ve made my share of mistakes and had some successes. Here are a few things I learned along the way. Continue reading →
Last week I presented a talk on Co-creation at Agile2013. It was well received and at least for me, made it clear that co-creation is a challenging topic that requires intestinal fortitude to execute successfully.
Given the blistering rate of change, increasingly savvy consumers, and a noisy market, businesses must change the way they engage customers, particularly for new product innovation. Here, the requirements are nebulous, ever-evolving, and customers have as vague a notion of what they really need as their suppliers do. There are tools for navigating this grey-zone of ambiguity. One of them is co-creation. Continue reading →
“Our vision is to become a firm that pays the very lowest wages possible, charges the highest prices the market will bear, and divides the spoils between stockholders and executives, mostly the latter.”
Does that get you excited about…
Coming to work?
Doing business with this company?
This sample, from John Kotter‘s Leading Change is a reminder that for a vision to work, it has to be seen as something that everyone can get excited about–all stakeholders. And it has to be bold enough to drive people out of their comfort zone, and provide enough focus and targets to make business as usual uncomfortably impossible.
A classic use of Kanban is in field support. Trouble tickets arrive on their own schedule. Team members take a Kanban course or read a book. The team puts up a board, sticky notes, and watches as the tickets flow across the workflow, pretty much as they did before. No real improvement except that the manager can now claim that her team is using Kanban and there is greater transparency. (Everyone is happy, and now the team can tick off their “Agile” box–done.)
Traffic slows to a crawl on the Monash Freeway in Melbourne, Australia through peak hour traffic. (Photo credit: Wikipedia)
Even when WIP limits are put in place, they are ignored. “This customer issue is too urgent so we have to exceed the WIP limit” is the logical and customer-focused rationale for the decision. A few weeks or months go by and the team has not stopped to examine why their activities do not flow faster. Kanban does not work. The flow data is not being parsed nor dissected to understand how to improve throughput. Does this sound familiar? Continue reading →
Catherine Louis and I are collaborating on research about outsourcing. Below is a list of questions about outsourcing. We’re looking for some feedback. Can you help us sort this list of questions in order of importance? If there is a reason for outsourcing or not outsourcing that is not included in the list, please add it as one of your choices.
Which of the following reasons are the most important ones for outsourcing–and which ones would you want to learn more about?
You can select your 3 top choices from the list, or add one of your own and click on the vote button!
A short while ago I was nominated to run for the board of directors of the Scrum Alliance. I wrote up the position statement that was requested for the first round. I had some trusted colleagues give me input and some of them reviewed what I wrote. I submitted it. Then I was notified I made it to the next round and was asked to submit another, updated write-up that will be posted for Scrum Alliance members to vote on.
The process got me thinking about the future of Scrum Alliance.
Will it exist ten years from now?
What will it look like?
How will it be perceived?
Will members and others view the Scrum Alliance as a trusted partner with cutting edge innovation and research and resources to match?
What will the next generation of product development teams need?
How will they interact with Scrum Alliance?
What will trainers and coached bring to the table that is innovative, fresh, and relevant?
These are the questions on my mind. But this represents only a singular view.
So I am curious. What do you expect to see from the Scrum Alliance in the future? What questions are on your mind?
I recently read (and read again) a book by Charles Duhigg that got me thinking about the power of a single idea that can transform an entire business. The book is called The Power of Habit.
Here is a summary of one story in the book that made clear to me, the opportunity to lead powerful change.
On a blustery October day in 1987, a herd of prominent Wall Street investors and stock analysts gathered in the ballroom of a posh Manhattan hotel. They were there to meet the new CEO of the Aluminum Company of America–Alcoa. It was a company that for nearly a century had made foil wraps for Hershey kisses, the metal in Coca-Cola cans and the bolts that hold satellites together. Many in the audience had invested millions in this company. But in the past year, investors had started grumbling. Alcoa’s management had made misstep after misstep trying to expand their markets and customer while competitors stole them away.
There was relief when the board announced a new CEO, but that relief, at least today, was about to be turned on its head. Appointed to the post of CEO was a former government bureaucrat named Paul O’Neill. A few minutes before noon, O’Neill took the stage. He was 51 years old, trim, and dressed in grey pinstripes and a red power tie. His hair was white and his posture military straight. He looked dignified, solid, confident. Like a chief executive. Then he opened his mouth…