Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017
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Transcript of Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017
theagilitycollective.com
Business agilityA new way of being, leading & working
Jude Horrill
Founder – The Agility Collective
theagilitycollective.com
Engagement Design - Agility Coaching - Lean Change - Communications
Speaker | Consultant | Coach | Facilitator
Founder @ The agility collective Founder & Director @ The Change Agency www.judehorrill.com
Jude HorrillConnect. Simplify. Change.
@judehorrill @123agility
theagilitycollective.com
Because we are feeling…
Sense of urgency, loss of control, continuous change/disruption, anxiety
theagilitycollective.com
theagilitycollective.com
•Reduce Risk in constantly changing environments• ROI/cost on big projects• Time it takes for validation by customers
•Manage increasing complexity• Customers expecting instant response & multi channels• Needs are changing - Boomers ageing, Millennial’s growing
•Make faster, effective decisions
We need to…
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•Manage a more fluid workplace (contingent workers)
•Engage a new generation of employees
…and
Lead with a new mindset
to become capable of responding and adapting
in dynamic environments
We need to…
theagilitycollective.com
Our new networked reality1. You, not your organisation, are at the center of your network.
2. Multiple influences reduce the relative impact of any one source … and you choose.
3. Information flows in multiple directions.
4. Connections in yournetwork are unpredictable and fluid, re-forming assituations change.
The Agility Collective
theagilitycollective.com
Drivers: New path to influence
Traditional
• Organisational control• One way information flow• Company drives messages• Structured around channel• Siloed• Hierarchical• Measure of success = Acceptance
Agile / Networked
• Greater individual control• Networked information flow• Individual creates own messages • Individual has choice• Collaborative• Connected• Measure of success = Active
support
The Agility Collective
theagilitycollective.com
Agility…our people are central to value creation
LeadershipDirection
Manager
Employee
Employee
LeadershipDirection
Manager
Peer
Peer
Peer
Peer
Employee agility
Object of change Driver of change
Employee responsiveness
theagilitycollective.com
Employee drivers for value creation & agility
1. Personal connectionUnderstand what action team must take & the link between their work and organisational success
2. Peer learningPeer support and idea sharing, & what my peers are doing to improve their performance
3. Environment / market contextUnderstand strategic intent, and organisational risks & opportunities
The Agility CollectiveThe Agility Collective
theagilitycollective.com
Employee drivers for value creation & agility
4. Organisational encouragementTo try new things, find new solutions to problems, and develop my own ideas
5. Confidence in leadershipTrust in leaders to make the right decisions, align purpose and values, and to listen to the people and the system of work.
The Agility Collective
theagilitycollective.com
WHATshould leadership look like?
The Agility CollectiveThe Agility Collective
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Leadership: current thinking
A leader’s job is to anticipate the future, to identify the trends that will affect their organization, and to guide and inspire people to move toward a better reality.
Today more than ever, this job requires leaders to grasp the rapid rate of change in the business world and to build an organisation that’s capable of continually adapting.
- Nancy Duarte & Patti Sanchez, Duarte Inc. 17 Feb, 2016
“
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New reality: Leadership mindset is now …
• Self leadership
• Decentralised and Distributed
• Agile and Adaptable
• Facilitator and Enabler
• Co-creator and Ideator
• Collaborative and Interactive
• Ecosystem mindset
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theagilitycollective.com
New Organisation MindsetOLD
Organisation = organism mindset
• Network is inside the building
• Bounded entity, complete unto itself
• Siloed, non-questioning
• Slow to adapt
• Stuck with old DNA while world outside changes, recombines, evolves
NEW
Organisation = ecosystem mindset
• Network is also outside the building
• Part of a wider ecosystem
• Interactive, always asking “is our network working?”
• Fast to adopt and adapt
• Able to absorb, react and transform
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Agile means leaders need to…• Foster a safe environment, with equal voice, where people are
willing to do the unexpected and challenge the norm
• Courageously unlearn command and control management practices
• Embrace change and continuous improvement…the learning organisation = business agility
• Role model new behaviours
• Nurture culture through aligned values
‘Leadership as a service’
The Agility Collective
theagilitycollective.com
Most value comes from…Mindset and culture NOT from agile practices
DOING AGILE BEING AGILE
PRACTICES MINDSET
Ability to manage changing priorities Customer delightImproved visibility Workplace happinessIncreased productivity Employee engagementImproved quality Innovation, CreativityReduced risk Continuous learning
The Agility Collective@Michael Sahota
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The agile
environment
ChosenCollaborative
ConnectedVisible
FluidRelevant
The Agility Collective
theagilitycollective.com
…the smartest person in the room is the room David Weinberger – Too Big to Know: Rethinking Knowledge Now That the Facts Aren't the Facts, Experts Are Everywhere, and the Smartest Person in the Room Is the Room
“
An agile leaders mindset recognises…
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theagilitycollective.com
Agile starts with mindset
Behaviours that enable the agile mindset:
•Respect for the worth of every person
•Truth in every communication
•Transparency of all data, actions, and decisions
•Trust that each person will support the team
•Collaboration in team and goal commitment
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Principles behind Agile
• To satisfy the customer is the highest priority
• Self-organising teams deliver the best outcomes
• People must work together daily
• Deliver outcomes frequently
• Face-to-face is the most efficient and effective communication
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Principles behind Agile
• Simplicity is essential…limit work in progress
• Outcomes are the primary measure of progress not outputs e.g. customer delight vs new product feature
• Team reflects regularly on how to become more effective and adjusts behaviour - the retrospective.
The Agility Collective
theagilitycollective.com
The agile working
style
Connected
Co-created
Feedback driven
Experimental
Visible
Non-linear
CO
NN
EC
T
CO
MM
UN
ICA
TE
CREATESIMPLIFY EXPERIMENT
SHARE
The Agility Collective
theagilitycollective.com
As agile mindset and processes enter management mainstream, organisations are learning how to draw on the full talents of those doing the work, involve customers at every stage of product development and so generate innovations that customers value.
- Steve Denning, May 22 2017
“
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Key Concepts
•Agile is based on empiricism – evidence, as discovered in experiments
•We use the word ‘experiment’ to describe work that is uncertain
•Experiments have a ‘hypothesis’ to test our understanding - this is a key metric
The Agility Collective
theagilitycollective.com
Key Concepts
•Work (in an experiment) is sliced as small as possible so it can be delivered quickly to a customer to be tested
• If it matches what we expected, the hypothesis, it is accepted and delivered or ‘done’ - if it does not it is rejected
•Small improvements are delivered quickly, rather then big ones slowly
The Agility Collective
theagilitycollective.com
In other words, agile is…
The ability to slice work into increments that is the minimum required, to satisfy a piece of ‘done’ work …so it can quickly be validated or rejected by customers.
Customer feedback is used to inform the next iteration.
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The customer is directly involved in the work
Which removes risk
…associated with lengthy planning, staging, project management, production, testing, then delivery …
in an uncertain and changing environment.
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The focus on leadership is shifted, affecting 3 organisational domains…
Thinking
Design
Engagement
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theagilitycollective.com
Organisational thinking
Strategy & alignment
Agile strategy = Strategic Intent
High-level intent, aligned to purpose
• The what we seek to achieve …and why
•Not ...what to do and how to do it
•Operational details are added as it moves down the chain
•Greater detail is added at the final stages, giving the ability to respond to changing needs.
The Agility Collective
theagilitycollective.com
Planning & decision making
Agile leadership:
• Is shifted from telling people what to do, to making sure the intent is being carried out
• Removes impediments
• Creates trust, alignment and systems to support fast ‘iterations’ of work
• Seeks to constantly improve delivery of services and products to customers, throughout the system.
‘Manage the system not the people’The Agility Collective
theagilitycollective.com
Accounting and measurement
New metrics will be required
• Budgeting e.g. CapEx and OpEx may need to change from those required for big, long term projects, to support smaller faster ones
• Change from Return On Investment to Cost of Delay i.e. the cost of not doing something, versus potential future value.
The Agility Collective
theagilitycollective.com
Organisational design
•How do we structure ourselves?
• Includes Corporate Centre i.e. redesigning HR, Finance, Risk, Governance, and Marketing functions
• Some roles are embedded in a lean/agile environment e.g. Project & change management, communications, employee engagement
• Building cross functional ‘line of business’ teams
The Agility Collective
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Organisational engagement
•How we do the work – Agile ‘doing’
•Change ‘management’ moves to lean
•Communication is everyone's responsibility
•Collaboration is everyone’s responsibility
The Agility Collective
theagilitycollective.com
Organisational engagement
•High visibility of decision-making
•Planning and decision making is collaborative and performed by the team – it happens where the work is done
•The style of work is visible so that anyone can see it, offer feedback, or act as input to another team.
The Agility Collective
theagilitycollective.com
Transparency – increases clarity and collaboration Empowerment – increases autonomy and self
organisation Focus – increases productivity/ outcomes
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theagilitycollective.com
From silos to collaboration
At the heart of agile
Powers collective ideas
Accelerates learning
Helps build for meaning
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theagilitycollective.com
Summary
BUSINESS AGILITY REQUIRES STRATEGIC RE-ALIGNMENT
ACROSS THESE THREE CORE DOMAINS
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Business agility
Helps deal with complexity Requires new leadership Creates shared purpose Builds a collaborative workforceAligns values Manages riskEnables innovation Improves workplace happiness
and …delivers CUSTOMER DELIGHT
Start a new way of being, leading and working tomorrow “
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One Degreeof Influence:170 Contacts
Two Degrees of Influence:25,400 Contacts
Three Degrees of Influence:2,145,900 Contacts
Source: N.A. Christakis and J.H. Fowler (2009), Connected; LinkedIn; Communications
Executive Council research.
A single individual can have huge
influence in a network
Be the leader who inspires others to
join you on your business agility quest
You are the change catalyst
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Many businesses are only now coming to terms with disruption, and responding through new ways of working.
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The tsunami of change about to hit us will make the last 20 years of disruption look like a water feature.