The Five Facets of an Agile Organization
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Transcript of The Five Facets of an Agile Organization
AT1 Session 6/6/2013 10:15 AM
"The Five Facets of an Agile Organization:
Holistic Change for the Serious"
Presented by:
George Schlitz BigVisible Solutions
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
George Schlitz BigVisible Solutions
Co-founder of BigVisible Solutions, George Schlitz is an experienced change agent. Initially introducing agile and lean to large companies and recognizing the benefits of change, George has shifted his passion to coaching organizations through difficult changes by applying systems thinking, agile, lean, and the theory of constraints. By bringing an awareness of complexity to leaders and teams, he believes that large-scale change is not only achievable but should be part of our every day. BigVisible Solutions is the largest coaching company focused on organizational transformation via introduction of new paradigms such as agile and lean. George is a Certified Scrum Coach and a Project Management Professional.
Five Facets of the Agile Organization:Holistic Change for the Serious
George Schlitz
Copyright © 2013 BigVisible Solutions
George SchlitzFounder, Principal Consultant
1. Appreciate that agile transition is by its very nature, a holistic endeavor
Our (Somewhat-Aggressive) Goals
2. Have a simple model to help you assess the level of agility across your organization
3. Understand the role of leadership as orienting shared vision and designing environments to help grow your capacity for
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p g y p yagility
4. Bring a simple change strategy approach back to your organizations
But first…
The Tale ofThe Tale ofJorj the Pig!
(based on a true story)
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It’s the oldest story in the book
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[disclaimer]
The characters and events in this story are based on true events though the names have been
changed to protect the innocent. Any similarities to persons living or
dead is purely intentional
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This is Jorj
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(he’s a pig)
This is Jorj
CSM
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He is also a ScrumMaster
Jorj is Happy
CSM
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He’s got a great team
Jorj is Happy
CSM
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He’s got beautiful burndowns
Jorj is Happy
CSM
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The team is delivering value every sprint
Jorj is Happy
CSM
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The chickens are happy too
The Product is Successfully Released
CSM
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Jorj is Extatic!
CSM
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2 weeks later
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This is Jorg
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but why? what happened?
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To be continued…
Most Agile adoptions focus on the delivery capacity of teams or
aggregates of teams.
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A Common Pattern of Agile Teams Over Time...
rformance
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Time
Pe
A Common Pattern of Agile Teams Over Time...
rformance
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Time
Pe
A Common Pattern of Agile Teams Over Time...
rformance
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Time
Pe
Organizational Constraints
Existing processes,
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g p ,structures, and rules slow things down…
Staff Caught Between Conflicting Goals
DepartmentGoals
Product or TeamGoals
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Managers that Managers that haven’t changed to enable self-organization still attempt to control
d di t
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and coordinate
23
“How we’ve always done it”“How we’ve always done it”Decades of:Decades of:
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The CrAgilist
(crappy + agilist)
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In other words, your teams have hit an institutional ceiling.
rformance
Institutional Ceiling
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Time
Pe
Merely trying to resolve these Merely trying to resolve these challenges tactically is not sustainable.There are simply too many holes to plug
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holes to plug.
27
In the end, we need to think about agility holistically.
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This will require two things:This will require two things:1. A fuller, multi-perspective
view of your organization2. A shift in how how you
manage and lead
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manage and lead
29
First, a fuller, multi-perspective view of your
We need…Part I
, , p p yorganization….
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Organization: A Multi-Perspective View
• Leadership and management styles and beliefs about what constitutes effective leadership and management
• Orienting Vision & Environment Design
• Structures, processes and systems by which work gets done and is organized
• Continuous Improvement• Collective beliefs, perspectives and habits by
which people make sense of things• Product Management & Strategy• Lean, continuous planning (portfolio->program)• Innovation – Lean Startup, Business Model Gen.
• Product Development & Delivery• Kanban & Lean• Scrum• Multiple Team/Programs and Scaling (e g SAFe)
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• Skills, practices for individuals and teams• Automated Testing, TDD, CI• Stories
• Multiple Team/Programs and Scaling (e.g. SAFe)
A Multi-Perspective View Can Help Leaders Iteratively Raise Organizational Capability
Broader Organization Capability
ormance
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Perfo
1. Execution: Tales of Woe
“From Start-Up to Mid-Sized: F ili b S ”Failing by Success”
Pattern: “Low Hanging Fruit” (I i T h i l
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(Ignoring Technical Debt/Tough Problems)
We’re Growing!
1. The company experiences experiences more demand for its products
2. The company decides to develop more product in
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develop more product in response to demand.
Technical Debt Pain is Felt Later
4. These problems decrease the ability to develop more stuff, after some time/delay
3 Developing more stuff
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3. Developing more stuff without greater development capabilities results in problems over time – defects, poor design, etc.
Results Are Delayed…
5- The solution to this is to be more aware of the need for capacity and capability, and to take action to ensure that we are always improving capacity and capability as neededneeded.
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6- Investment in capacity and capability decreases the negative effects described earlier, preventing the decrease in ability to do more stuff. This effect takes place after some time/delay, however.
1. Execution: Tactics of Hope
Expose “Growth and Underinvestment” in your Underinvestment” in your
Organization
Ensure Change Strategy
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Includes Systemic Improvements
as well as Quick Wins
2. Delivery: Tale of Woe
“Great Idea…Now Let us Get B k t W k”Back to Work”
P tt “O l i M B k
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Pattern: “Only in My Back Yard” (Improving Locally)
- making decisions based on old assumptions
PMO/PPM
- on time/budget
- % complete
- green/yellow/red
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- productivity
- unable to move budget
Traditional Dev and QA
Test Plan Test Cases
Requirement
Design Development
Test Plan Test Cases
QA
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•Two paths converge at the end of the lifecycle
Why the high defect count?
Requirements Elaboration
QA the Agile Way
Story
Test Cases
Design
Development
Acceptance
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•Single Process Flow
Validate
• Not serialized – activities happen in parallel, continuously• Do not need to finish one activity before beginning another
2. Delivery: Tactics of Hope
Establish Holistic Goals:• Outcome-based Measures
versus Activity-based Measures
• Business Model Linkage
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Lean/Agile Delivery and Scaled Lean/Agile Delivery
3. Product: Tales of Woe
“Project Success, Product Failure”
“Hyper Productivity”“The Least Productive Project
Success”
i i
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Pattern: “Activity Versus Outcome” (Valuing/Measuring
Actions not Outcomes)
Product Strategy - Are you steering your products to achieve
business success…
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…or are you just taking orders?
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Continuous Planning –Lean/Agile PPM
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Business Model Generation (and Innovation)
Key Partners Key Activities Value Propositions Relationships Customers
Key Resources Channels
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Iteration [1/y] by [–ABC--] on [2013/3/27]
Product And Delivery
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3. Product: Tactic of Hope
“The Viral (Biz Model) Canvas”
Outcome based Measures
The Lean Portfolio & Program
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Outcome-based Measures versus Activity-based
Measures
4. Organization: Tales of Woe
“Making Agile ‘Work for “Making Agile ‘Work for Us’”
P tt N t Ch i th
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Pattern: Not Changing the Rules (Keeping Structures
that No Longer are Needed)
Existing Methodology
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Re-Examine The Value of Consistency & Standards
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What were the limitations they were based on?
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based on?
And what are our new limitations?
“A mature person is one who is highly conscious of when it’s
What does ‘Maturity’ Mean?
g yappropriate to follow rules and
when to break them.” -Weinberg
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A team is a group of people-
How do we approach maturity?
Enterprise Groups and Holistic Concerns
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How to we encourage the new behaviors, and stop rewarding
HR…Career Development
p gthe old?
What does career development now look like?
Is HR a center of development, or i k id ?
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risk avoidance?
Intrinsic versus extrinsic motivation
Or who hasn’t changed themself!
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Someone in charge who stands to loseor is misinformed
Organizational Structures
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Employee Reward Systems
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4. Organization: Tactics of Hope
ToC Change Questions
1. What limitation does the improvement diminish?
2. What rules existed to help us deal with this limitation in the past?
3. Change these rules!
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4. What new limitations do we have?
5. Make new rules!
5. Leadership: Tales of Woe
“Go Forth and Be Agile…as Long as I Don’t Have To”
“Why won’t they ___?”
Long as I Don t Have To
• Be Transparent?• Self Organize?• Share Obstacles?• Want to Improve?• …?
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Pattern: Leaders Not Leading (Delegating all the Change)
“agile is about development/software/etc. only”
Leadership Misconceptions
Ask for standards/”best practices” to make it seem the same
“Agile as long as it doesn’t require me to change”
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First a fuller multi perspective view of your
We need…Part II
Second, a shift in how you lead and manage
First, a fuller, multi‐perspective view of your organization….
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manage…
From Leadingas DIRECTING
# 3: Shifting The Paradigm…
To Leading
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To Leadingas CATALYZING
Sources: Leadership Agility, Bill Joiner and Stephen Josephs; Action Inquiry, William Torbert et. al.
Complicated vs. Complex
Complex ComplicatedThe relationship between cause and
effect can only be perceived in retrospect (most organizational situations)
The relationship between cause and effect requires analysis and/or expert knowledge
( t d i )
A shift from seeing organizations as complicated…
(expert domain)
-> Catalytic, experimental methods work best (allow the path forward to reveal itself)
-> Follow emergent practices:1. Probe2. Sense3. Respond
- But watch for command/control, imposing order
-> Follow good practices:1. Sense2. Analyze3. Respond
- But watch for entrained thinking (experts), analysis paralysis
-> So, welcome new thinking, scenarios
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David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007
Complicated vs. Complex
Complex ComplicatedThe relationship between cause and
effect can only be perceived in retrospect (most organizational
it ti )
The relationship between cause and effect requires analysis and/or expert knowledge
( t d i )
… To seeing organizations as complex
situations) (expert domain)
-> Catalytic, experimental methods work best (allow the path forward to reveal itself)
-> Follow emergent practices:1. Probe2. Sense3. Respond
- But watch for command/control, imposing order
-> Follow good practices:1. Sense2. Analyze3. Respond
- But watch for entrained thinking (experts), analysis paralysis
-> So, welcome new thinking, scenarios
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David J. Snowden and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, Nov. 2007
“We support self-organization. We think we will be
FROM
think we will be better, faster, cheaper because of it. Please start self organizing as of today.
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y
Thank you for your support.”
67
“Together, we create environments that
TO
support healthy emergence of capabilities that are congruent with the growth of high
f i il
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performing agile teams.
Please join us.”68
What are the implications for
leaders?
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Two Things
What Do Agile Leaders Do?
1. Orienting Shared Vision (For Where You Want to Go)2. Designing Environments (To Help You Get There)
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Orienting People Around Shared Vision
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Declaring the Vision
Leaders Who are more Directive will Identify, Declare,
and even Champion their vision!
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Identify changes,Declare vision,Champion.
CommittedWants it, will make it happen, creating/changing “laws”
Purpose…
.
CompliantSees benefits in general. Does what’s expected, bare minimum
Alignm
ent w
ith Greater P
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NoncompliantDoes not see benefits, does not do it
Level of A
Source: “The Fifth Discipline” Senge
When associates are invited to
participate in the participate in the creation of a
vision…
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Identify changes,
Champion.
they come to own that vision.
Designing Environments
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Environment Design Addresses Three Domains
Organization Structures
Leadership Styles
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Organization Culture
A Simple Example:Example:We Reflect On and Improve How we Work through
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Retrospectives
77Photo provided under Creative Commons by Improve IT
5. Leadership: Tactic of Hope
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Building our Strategy Map – Start with our overall objective
Overall Goal/Vision/Objectiv
e
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Building our Strategy Map – Start with our overall objective
We are Awesome
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Capability
What are the capabilities we will need in order to achieve our Objective?
Capability
p y
We are Awesome Capability
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Capability
2. Deliver product iteratively,
incrementally, and quickly to customers
What are the capabilities we will need in order to achieve our Objective?
5. Leadership that catalyzes change
and designs i t f
1. High Quality, continuously
improving practices of execution
We are Awesome
environments for success
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3. Innovative, Adaptive product
strategy and planning
4. The organization continuously evolves to enable success.
Common understanding of Potentially Shippable Product
Enablement team formed
Teams have a sustainable pace and are Teams have a sustainable pace and are continuously improvingcontinuously improving
Automated Acceptance Criteria TestingShared Story Definition of Done across teams
Shared Release Definition of Done across groups
Reach a sustainable paceTeam and PO make tradeoffs as learning takes place. Release plan is updated.
Realistic Commitment
Dedicated Scrum Master without conflicting responsibilities
Dedicated Product Owner giving clear direction
Old- Identify only the minimum actions required
We are Awesome1. High Quality, continuously
improving practices of execution
Teams focusing on delivery customer value together
Empirical Process Control, Iterative & 3. Innovative, Adaptive product
4. The organization continuously evolves to enable success.
5. Leadership that catalyzes change and designs environments for successTools that enable emerging
processes, not shape them
2. Deliver product iteratively, incrementally, and quickly to customers
Enablement team practices vision orientation and environment design
Introdice concepts of Lean Thinking, 6Sigma, ToC
Basic B-M-L feedback loop for improements
Valuable and inclusive way to work with distributed teams
Automated Acceptance Testing/Criteria
Awareness on possible model to distribute and scale
Introduce Lean Portfolio to Road Map Level
TDD
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pIncremental
p pstrategy and planning
Scrum Master can remove impediments quickly
Teams are managing their Active Learning Cycle
building a motivating working environment
Encourage decision making at team level vs. escalation
Awareness on dysfunctions by measuring metrics
Product Management can plan value incrementally
Introduce BMC Level 3-4
Introduce BMC Release Burndown Chart shared across the Product Stack
Introduce Business Model Canvas Level 1-2
Ability to prioritise PBIs across all dependent RVs
Enable transparency across boundariesEnable transparency across boundaries Definition of Ready Shared across the Definition of Ready Shared across the whole Product Stackwhole Product Stack
Identify only the minimum actions required
Enablement team formed
We are Awesome
Teams focusing on delivery customer value together
3. Innovative, Adaptive product
4. The organization continuously evolves to enable success.
5. Leadership that catalyzes change and designs environments for success
2. Deliver product iteratively, incrementally, and quickly to customers
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p pstrategy and planning
Build our backlog from the minimum actions
Team Spend most of their Team Spend most of their time on PBL developmenttime on PBL development
Blah blah blah blah blah blahBlah blah blah blah blah blah
Awareness on possibleAwareness on possible
Backlog/Experiments
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Scrum Master can remove Scrum Master can remove impediments quicklyimpediments quickly
Recognise good agile/Scrum Recognise good agile/Scrum behavioursbehaviours
Awareness on possible Awareness on possible model to distribute and scalemodel to distribute and scale
Teams dependencies Teams dependencies aligned with customer valuealigned with customer value
Have a Continuous Improvement Approach
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Summary
1.Serious Change is Holistic
2.We need:1.A Holistic View: The Five Levels
2.A Shift in Leadership 1.Orienting Shared Vision
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2.Environment Design
3.Simple Change Strategy & CI Approach
References of Possibility
1. Execution1. http://en.wikipedia.org/wiki/Extreme_programming2. “Collaboration Explained” by Jean Tabaka
2. Delivery2. Delivery• http://scaledagileframework.com• BV Lean/Agile Portfolio Management and Planning
3. Product• http://businessmodelgeneration.com• http://theleanstartup.com• Principles of Product Development Flow, by Reinertsenhttp://www.amazon.com/Principles-
Product-Development-Flow-Generation/dp/19354010094. Organization
• “Beyond the Goal,” by Eli Goldratt• “The Logical Thinking Process,” by William Dettmer• “Fearless Change,” by Linda Rising and Mary Lynn Manns
5 L d hi
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5. Leadership• “Leadership Agility,” by Bill Joiner and Stephen Josephs• “Leadership and the New Science,” by Meg Wheatley• http://hbr.org/2007/11/a-leaders-framework-for-decision-making/
6. General• “The Fifth Discipline,” By Peter Senge
This is just a start….MANY more available on request!
Copyright © 2013 BigVisible Solutions
George SchlitzFounder, Principal Coach
Copyright © 2013 BigVisible Solutions
[ ]: +1 949 244 1212[ ]: [email protected][ ]: www.bigvisible.com[ ]: gschlitz
meUt