Company Culture under Pressure | Growing Business changes Behaviour

BERATUNG

JUDITHANDRESEN

Growing business changes behaviour | TalkAgile on the Beach | September 06, 2013

COMPANY CULTURE UNDER PRESSURE

Project CoachingConsultingProject Audits

judithandresen.com@janosch007

BERATUNG

JUDITHANDRESEN

BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE2 | More Presentations

REMARKSLINKS

http://www.judithandresen.com

http://www.judithandresen.com

http://www.judithandresen.com/blog/vortrag

http://www.judithandresen.com/blog/vortrag

BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE3

RULES FOR THIS TALK_ Tweet @janosch007

_ Ask, if you have questions

_ Coaching

BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE

WHO IS THIS TALK FOR?_ Dan North: „Agile doesn‘t scale“

_ „We used to be a wonderful company. That‘s gone.“

4

Understand how growing company size impacts your behaviour and deal with it

How do we behave in groups

Typical tacit assumptions about work

What to Do


@janosch007

COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN

We have always organized ourselves in groups

7


38

Information flow

Decisions

Roles


_ Cross functional, open communication

_ No explicite processes

_ No hierarchy*(but: alpha-, beta-, omega-voices)

9

IN THE BEGINNING

ManagingOrganizing

*Last decision through founder


_ Sharing a common goal

_ Frequent, informal meetings & offers of help

10

TRACK & TARGET

_ Members share we-feeling.

_ There is an atmosphere of trust.

_ Team members aim to a shared goal.

_ The goal of the team is more important than personal goals.

_ Team members know tasks, roles and status of each other


A PERFECT TEAM

11


812


The best architectures, requirements, and designs

emerge from self-organizing teams.

13

11TH PRINCIPLE

| Agile Manifesto

http://agilemanifesto.org/principles.html



SOME MATHEMATICS IN RELATIONSHIPS

14

2 employees / 1 Relationship

5 employees / 10 Relationships



We need structure!We need responsibilities!

n(n-1)/2

A new role: team leader*

* Invent a role title

COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN15


2516

Organizing


Group

Organization

17

Managing

Processes

Policies

Practices



Us against them

19 | Who do we trust? Beware of your brain, Linda Rising

http://www.judithandresen.com/2013/03/18/sprache-bestimmt-den-projekterfolg/



SCIENTIFIC MANAGEMENT (TAYLORISM)I. Seperates "Plan" / "Work" (white / blue collar)

II. Specialists for discrete, unambiguous work

III. Different payment (piece rate)

IV. Time & motion studies

V. Definition of the daily workload

Scientific Mangement focuses on planning*

*Stop Thinking!


INTERDISCIPLINARY SUCCESS OF PROJECTSBERATUNG JUDITH ANDRESEN22

AGILE MOVEMENT

| http://www.morguefile.com/archive/display/682878

Cross functional Self reflecting / Feedback

Transparency Self Organizing

http://www.morguefile.com/archive/display/682878

http://www.morguefile.com/archive/display/682878


80?23


A lot of organizations grow up to this size

24 | Who do we trust? Beware of your brain, Linda Rising

8 x 8 + 8 + Y




I. Goal setting through the board

II. Task management by the board

III. Micro management

25

COMMAND & CONTROL

| Agile Manifesto




MOTIVATION KILLER #1

MOVING TARGET & CONTROL

26


147.527


Dunbar's number is a suggested cognitive limit to the number of people with whom one

can maintain stable social relationships. These are relationships in which an individual

knows who each person is and how each person relates to every other person.

28 | Dunbar's number

http://en.wikipedia.org/wiki/Cognition

http://en.wikipedia.org/wiki/Cognition

http://en.wikipedia.org/wiki/Interpersonal_relationship

http://en.wikipedia.org/wiki/Interpersonal_relationship

http://en.wikipedia.org/wiki/Individual

http://en.wikipedia.org/wiki/Individual

http://en.wikipedia.org/wiki/Dunbar's_number

http://en.wikipedia.org/wiki/Dunbar's_number



What to Do


@janosch007


„This is how we do things around here“

| D. Bright und B. Parkin (1997), Human Resource Management – Concepts and Practices


3 LEVELS OF COMPANY CULTURE

ValuesSupport "Fast"Loyalty

ArtifactsRituals ProductsUniforms

Tacit assumptionsNature BusinessHuman beings

| http://en.wikipedia.org/wiki/Organizational_culture (Schein‘s Model)

Physical artifacts

Behaviour (Rituals, Stories)

We can talk about it!


The corporate culture is deeply rooted in corporate behaviour.

It is based on the tacit assumptions of all employees.


Every (new) employee‘s thoughts and assumptions affect the company culture

33


#01

The founder has the right

to change any process at any time


#02

It worked for two years.

It‘s a perfect process.

We just need to follow the rules


#03

If we did { SCRUM | Kanban | XP } as it is described in the textbook,

the process would succeed


#04

We are doing a great job.

The client is an idiot


#05

I am not professionalwhen I share my emotions


#06

We need to grow



What to Do


@janosch007


TALK !

41

Processes

Practices

Policies

panic

learning


DISCOVER THE LEARNING ZONE

_We prefer to stay in the comfort zone

_Organizations need to enter the learning zone

_We fall back to old habits in the panic zone

42

comfortZone

| http://sethsandler.com/productivity/3-zones/


Introspect your team / company behaviourin retrospectives

43


OPEN SPACE MEETINGS

44

_ Follow the agile path _ transparency_ self organization_ feedback

_ Open Daily Meeting_ Open Priority Meeting

_ Monthly Vision Meeting_ Quarterly Company

Meeting

_ Meta KanbanBoard for the company


META COMMUNICATION


IN A NUTSHELL

46 | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/

Organizational change: groups with a max. of 8 persons

Check & change: processes, practices, policies

Define information flow + communication between groups

BERATUNG

JUDITHANDRESEN

www.judithandresen.com/blog/vortrag/Image: Alexander Stielau

QUESTIONS?

Company Culture under Pressure | Growing Business changes Behaviour

Leadership & Management

Transcript of Company Culture under Pressure | Growing Business changes Behaviour