#GameChangingBeliefs for the Product Developing Organization

@mortenelvang

03-Nov-2016

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The world is changing 1. DILIGENCE 2. CLIENTS 3. COOPERATION and LEADERSHIP 4. CORPORATE and REPUTATION

Berlingske Business, 03-May-2016

Why?

• What makes a LAW FIRM change the way they reward their partners?

The promise

Game Changing Beliefs – what does it take to develop an effective product development organization? Morten Elvang, #42STC How can you create an organization where succeeding with Agile is possible? Are there things you could choose to believe in, that would actually push your luck in a favorable direction? This interactive talk argues in the favor of this and offers practical examples of what such beliefs could be. Key points: • You can work and influence your own work situation • Agile is far more than about IT delivery … • There are some basic 'laws' guiding knowledge work • You need to figure out what will work for you Morten Elvang received his MSc and Phd in Computer Science from the Technical University of Denmark. Morten believes that everyone deserves the freedom to perform and opportunity to contribute. He has helped product and service development teams of all sizes to gain better results with less hassle. Presently Morten works with Nordea as Chief Project Manager with focus on Agile Transformation. See more from www.linkedin.com/in/mortenelvang and www.42stc.com

How can you create an organization where succeeding with Agile is

possible?

Is this at all a useful way to think? And, if so, what should you chose to

believe in?

How can you create an organization where succeeding with Agile is

possible?

Is this at all a useful way to think? And, if so, what should you chose to

believe in?

What do you think when hearing this?

Most companies suffer from

overload

bad execution

and

bad ideas!

Could this be you?

OVER LOADED! TOO MUCH TO DO! MORE KEEPS COMING

Maybe it could!

As knowledge workers we often end up managing our own work load

– measuring workload is very difficult as what we do is largely invisible

– if you are not good at saying ‘no’ then more just keep coming Perhaps overload could be one of your problems?

Overload

• Stress is a close sibling of overload … we talk a lot about stress these days

• If you ask google 90+ % of all organizations are overloaded

90+ % of companies overloaded (Source: Google)

Could this be you?

All locked in …

Maybe it could!

Some organizations end up being more against you than really supporting you in your work – instead you feel constrained and get a feeling of being hold back Your organization might well be like a prison?

#Prison3DotZero (Prison 3.0)

• Your organization feels like a prison

• Not a nice place to be

• Holding you back, rather than supporting you

• … the key is inside

Source: http://nation.com.pk/entertainment/16-Aug-2012/kim-kardashian-behind-bars

BLACK MARKET

‘If the system doesn’t make sense, you often find a black market for common sense’

Could this be you?

Hammering on the wrong rocks?

Maybe it could!

Most ideas are actually bad – and far too many organizations take far too long time to realize that

You might well be executing on the wrong idea?

Victim of your own ideas?

What you are working at right now may never result in anything or be used by anyone

50% of features never used 70% of projects fail 80% of products fail 90% of startups fail (Source: Google)

Is your survivability at risk?

What is the consequence of overload, bad ideas and bad execution?

85% ++ of original 500 S&P companies failed to survive 40 years 35% of critical strategic risks to hit never anticipated (Source: Viable System Model/Patrick Hoverstadt)

80-90% of strategies never implemented (Source: Google)

My quest(ion) • Assuming you work with knowledge intensive work, IT,

High-Tech, product development …

• How can you best build an organization where having business success is possible? Aka … – operating at a sustainable pace – picking the right actions and executing them right – finding out faster when things are not working out

• An organization, where you will experience more

‘operational effectiveness’ and more ‘success’ more often

• Which are the things you should consider?

WHO IS THIS?

When it comes to business success, it’s all about … ???

Richard Branson, Virgin

When it comes to business success, it’s all about … PEOPLE, PEOPLE, PEOPLE!

http://42ndstreetcompany.com/people-people-people-richard-branson-virgin/

Richard Branson, Virgin

Exercise: Now, if …

… you should create a high-performing organization Which are the principles you would chose to believe in?

Culture in a company …

… is defined by what you are not talking about How can you change culture?

(Thanks to Peter Grumstrup, facilitators.dk)

Speak no evil, see no evil, hear no evil

Behavior …

… is a function of a person and the environment surrounding the person

Behavior = Environment x Person

(Lewin’s equation: https://en.wikipedia.org/wiki/Lewin's_equation )

How can you change personal behavior?

Example: Changing people

ENVIRONMENT PERSON

Freedom through structure

• The right structure – in your environment – can give you more freedom … to perform

• Examples

– Traffic rules and control

– … more ?

The sweet spot: freedom to perform -- EMPOWERMENT 2.0 --

FREEDOM

STRESS

feedback

Freely adapted from Signe Groth-Brodersen

Relevant Structure

Gary Player

”The more I practice, the luckier I get”

Luck is where preparation meets opportunity!

Imagine …

…if you could decide to believe in something and then … … it would help push your luck in the right direction?

If you can dream it …

• … you can do it:

– Consider the example of a loosely managed team

– Complaining about a bad boss, lack of structure and no feedback … etc … etc

– What could this team do? (Self-organize?) BLACK

MARKET

TEAM RULES

Eleven+1 Game Changing Beliefs http://gcb.42stc.com/

• The OPPORTUNITY SPACE is huge – never stop searching

• Know and be who you are…be RELENTLESS in what you are aiming for

• PEOPLE make the difference

• Enable everyone to LEARN and ACT INTELLIGENTLY

• Understand what VALUE is and where it comes from

• Optimize the FLOW OF VALUE

• The worst COST is what you can’t do, because of what you did

• Accept that MOST IDEAS ARE BAD

• Accept that MOST PROJECTS ARE CHAOTIC

• SMALL, FAST, SIMPLE beat large, slow, complex any day

• ENGAGE with the world – SHARE what you know – STEAL with pride

• Keep ACCOUNTABILITY crystal clear

(Simplified version of http://gcb.42stc.com)

Game Changing Beliefs

A set of principles you can chose to believe in, which have high odds of changing your game favorably: More ‘operational effectiveness’ and more ‘success’ … more often! The trick – of course – is to believe in the right things … and stick to what you believe in !!!

No silver bullets

Is this right or wrong? The question is not whether the idea of ‘Game Changing Beliefs’ is right or wrong. The question is which principles you yourself chose to believe in to favor your game! You can’t control your luck, but you can change it!

#GameChangingBeliefs

Imagine if you could chose to believe in something … and then it would change your luck … forever!

www.42ndstreetcompany.com/game-changing-beliefs ”Change your luck … forever!”

… are beliefs with a game changing impact on your

success with high-tech product

development!

Our biggest challenge and opportunity

• Todays companies (blindly) suffer from – overload

– bad ideas and

– bad execution

• How can we find a way to – operate at a speed where we can afford to lose?

– offer everyone involved freedom to perform and opportunity to contribute?

Summary – its your job too! • Find the most important factors to impact your situation

• The better you understand the true nature of your

situation, the more likely you are to succeed in pushing luck in your direction

• Anchor your understanding in a set of basic principles to guide you during execution

• This will help you create a structure driving the right behaviors

@mortenelvang

www.42stc.com

speed.42stc.com

agilitylab.dk

TWITTER

BLOG

IF I EVER WRITE A BOOK …

MEETUP GROUP

LinkedIn

www.linkedin.com/in/mortenelvang

Morten’s top 3 #GameChangingBeliefs

• Without support of your organization everything gets more difficult – and not fun in the first place!

• Without the right people – ready, willing and able for the task at hand – things just get too complicated!

• Nothing can prevent smart people from doing what they want.

gcb.42stc.com

To the point

• Overload – make visible, so that you can manage; agree what a sustainable load level is. Read Don Reinertsen’s ‘Flow’ book and David J. Anderson’s ‘Blue’ book

• Bad execution – this is what this presentation is really about; acknowledge it; break out of your prison; involve everyone in creating an environment where there is freedom to perform and opportunity to contribute. Relevant freedom. Relevant opportunity. And most of all fast and frequent feedback

• Bad ideas – accept that most ideas are bad; start looking for them; be explicit about your ‘experiments’ … all you do are ‘experiments’; read ‘innovation as usual’ and ‘lean startup’

Agile evolution

• From IT delivery concept to an idea for how to organize knowledge work – enabled by ideas for making work visible in new ways

• Organization – Manage at the speed you can afford to lose – Balance load and risk to capacity

• You – Freedom to perform – Opportunity to contribute

Agile at scale

• It’s not so much about scaling agile

• It’s more about finding a structure where succeeding with agile is possible

• Big is bad; small is good

The other side of things

• A lot of wasted opportunity

• When trying to change you often end up ‘looking where the light is’ … inside the cell of your own prison

What culture really is

Schein: 'Culture is a pattern of basic assumptions, invented, discovered, or developed by a given group, as it learns to cope with its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, is to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.'