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The structure of an agile organisationEvan Leybourn

Agile India, 2017

A business agility primer

@eleybournA very large Oak was uprooted by the wind and thrown across a stream. It fell among some Reeds, which it thus addressed: "I wonder how you, who are so light and weak, are not entirely crushed by these strong winds." They replied, "You fight and contend with the wind, and consequently you are destroyed; while we on the contrary bend before the least breath of air, and therefore remain unbroken, and escape.

600BC

Pen Game + Write down three questions on a piece of paper. During the presentation, tick off the topics I address.

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A call to action

@DipeshPala@eleybourn- 6 bankrupsies- 34 acquisitions- 7 mergers- 10 Split / Divestment57 GONE

20% 2013 didnt exist in 19832

Evans Theory of Agile ConstraintsWith apologies to Elliot Goldratt

@DipeshPala@eleybournOne upon a time there was a companyIt wasnt a bad company, but it wasnt good either it just wasLed by the GHPBBut it had a purpose to make profit for shareholders

And so it grew

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@DipeshPala@eleybournOne upon a time there was a companyIt wasnt a bad company, but it wasnt good either it just wasLed by the GHPBBut it had a purpose to make profit for shareholders

And so it grew

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Make everything as simple as possible, but not simpler.Albert Einstein (paraphrased), 1933The structure of an agile organisation

@DipeshPala@eleybournOne upon a time there was a companyIt wasnt a bad company, but it wasnt good either it just wasLed by the GHPBBut it had a purpose to make profit for shareholders

And so it grew

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The structure of an agile organisationMatrix OrganisationsSpotify ModelOutcome teamsSelf-ManagementHolocracyRequisite Organisation

@DipeshPala@eleybournR: Hired people, and it kinda workedA: Grew setup divisions, HR, Finance problem call and go awayO: Setup project teams G: The great restructure blaming agile org enabling leadership empowered teams, regular restructuresT: Network, Accountability, self management, wholeness, evolutionary purpose

IBM is using SpotifyMarketing journey cells6

An Executive KanbanNew Zealand Post Group

@DipeshPala@eleybournTribes are normal7

Tribes are normal8

Agile Practice Model

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Squad structureSquad NameSquad MissionLeader(Name of squad leader)Classification(Stable / Temporary / Mobilizing)Context(What would the squad be responsible for)Name of squad leaderStable / Temporary / MobilizingWhat would the squad be responsible forSize(Size, geography)Relationships (Key upstream & downstream relationships)Skills(Specific details to support the Squad)Size, geographyKey upstream & downstream relationshipsSpecific details to support the SquadSquad OutcomesBusiness UnitsOutcome MeasureBaseline TargetDependencies Which business units make up this squadOutcome #1MeasureBaseline TargetLinksWhich business units make up this squadOutcome #2MeasureBaseline TargetLinksCadence(How frequent and when?)Outcome #3MeasureBaseline TargetLinksStand-up: Daily @ 10:00Retrospective: TBCSmash: Ad-hoc

@DipeshPala@eleybourn

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Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power.Laozi, ~6th Century BCE You, the agile leader

@DipeshPala@eleybournServant leadersStand-up11

@DipeshPala@eleybournAgile Business Management focuses on engaging staff at the level of self-actualisation, by emphasising creativity, problem solving and personal empowerment.12

Not providing clarity Not cascading purpose and strategyNot letting goWanting to have your finger in every pie - Becoming the bottleneckWanting perfection - Not decidingSnap back to old style in a crisisOverburdening the team not managing the funnelMissing in action Empowering does not mean staying awayNot holding teams/people accountableNot disciplined in cadencePreaching without knowing

Pitfalls and concerns

2016 INTERNATIONAL BUSINESS MACHINES CORPORATION

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You cant build a reputation on what you are going to do.Henry Ford, 1951Integrated customer engagement

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Understanding trust

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Sometimes you just have to jump out the window and grow wings on the way down.Ray Bradbury, 1995Work, the agile way

@DipeshPala@eleybournSales and Marketing - Work style: Ad hoc. Suitable for Continuous Delivery.HR - Ad hoc, suitable for Continuous DeliveryFinance and Accounting - Work style: Long-term planned work, suitable for planned Incremental Delivery.

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https://www.scruminc.com/scaling-scrum-what-people-are-not/https://www.leanconstruction.org/http://ennova.com.au/blog/2011/09/agile-lean-compared-applied-construction

Work, the agile way

2016 INTERNATIONAL BUSINESS MACHINES CORPORATION

@DipeshPala@eleybourn

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The iron pipe

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Business AgilityRetrospectives

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Evan LeybournIBM GBS

leybourn@sg.ibm.com@eleybournslideshare.net/eleybournsg.linkedin.com/in/evanleybourn

@eleybourn