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People solutions forAGILE challenges
Overview
Insights
ASG2-factor model
People driven Agile strategy
Agile solution
Agile in practice
Stay tuned
At Assessment Systems we pride ourselves to provide intelligent solutions through a combination of market insight, technical excellence and outstanding knowledge of people and organizations.
9Offices
60+Countriesof Delivery
15+Years of
Experience
1GlobalTeam
1 000+Corporate
Client
60+Consultants
Our solutions focus on the growth of people, because people drive the growth of businesses.
Assessment Systems Group
Assessment Systems. All Rights Reserved.
Why Agile?
1. BUSINESS ENVIRONMENT
Agile emergence as a global trend way beyond software development is driven by the discovery -driven
marketplace is to become Agile.
Flourishing in the world that is increasingly (VUCA) volatile, uncertain, complex and ambiguous.
Volatile Uncertain Complex Ambiguous
Assessment Systems. All Rights Reserved.
Why Agile?
Rapid adaptationAdapting to ever changing
market conditions
EntrepreneurialAutonomous team-work,freedom within a frame
Quick deliveryShortened lead-times,
at least feasible products
Instant feedbackQuick recovery and
problem solvingon the run
2. INCREASED EFFICIENCY, FLEXIBILITY, PACE AND BUSINESS VALUE
Agile emergence as a global trend way beyond software development is driven by the discovery -driven
marketplace is to become Agile.
Agile ways of working promote speed, innovation and autonomy
Assessment Systems. All Rights Reserved.
Why Agile?
3. MAIN ORGANIZATIONAL CHALLENGES
Eliminating silosBuilding a culture of
collaboration
Reduce lead-timeProducts can get on the
market in shorter period of time
Place customers in the centerProducts are developed for the
changing needs of thecustomers (external & internal)
Companies are now adopting Agile methodologies in many parts of the organization. Functions as diverse as R&D, marketing, sales, operations and corporate strategy are tapping Agile values.
Assessment Systems. All Rights Reserved.
Agile implementation
Establish the ABILITY to be Agile
Find the needed COMPETENCIES to think and work Agile
Evaluating competencies before selection anddevelopment can mean success or failure in transformation!
Implement the needed tools, technical knowledge and organization structure
to be ABLE working in agile
Assess, select and develop the most suitable people for the agile mind- and competency set.
OUR INTERDEPENDENT TWO FACTOR MODEL FOR AGILE ORGANIZATIONS
Assessment Systems. All Rights Reserved.
Agile implementation
FOCUS ON YOUR PEOPLE!
WITHOUT THEM YOUR ORGANIZATION WILL END UP WITH AN EMPTY SHELL OF A SEEMINGLY AGILE MODEL THAT WILL NOT BRING THE
EXPECTED RESULTS.
CONSIDER AS A LEADER
1. Accept that when adopting agile, you will be walking a narrow line to find the golden mean
2. Adjust the elements of the agile methodology systematically in an optimal way to the present organization's culture
3. Demonstrate the transformation's significance for the organization
4. Engage team members proactively in the design of the new operational model
5. Evolve the appropriate hard and soft competencies and attitudes
Assessment Systems. All Rights Reserved.
People driven Agile strategy
Agile waysof working
Targets Principles
DemandFrame-
work
Process Routines
Many things are renewed,but most of the people stay
The success of agile transformation
depends on your people.
Assessment Systems. All Rights Reserved.
People driven Agile strategy
LEADERSHIP COMPETENCIES
Agile leader
Sensible and passionate
Energetic and result-driven
Humble and cooperative
Flexible and adaptive
Analytical and creative
Classic Manager
Calm and self-controlled
Energetic and result-driven
Humble and cooperative
Structured and risk-tolerant
Analytical or Practical (does not matter)
LEADERSHIP BEHAVIORS
•
• Use positive emotions in common decision-making;
• Energize with working style;
• Enable team members to overcome challenges;
• Gives positive feedbacks and let people fail and learn
• Be approachable for others;
• Do not penalize mistakes;
• Dismiss what does not work;
• Generate outstanding visions;
Assessment Systems. All Rights Reserved.
People driven Agile strategy
An Agile organization brings in various new roles and responsibilities with different competencies according to the role descriptions and their contacts to other team members
Product Owner
Customer focus
Priority setting
Action-oriented
Organizational agility
Dealing with ambiguity
Timely decision making
Self-learner
Problem solving
Learning on the fly
Innovation management
Agile Coach
Highly Interpersonal
Approachable
People focused
Development of others
Action-oriented
Active listener
Managing vision
Motivating others
Problem solving
Passion for work
Chapter Lead
Building effective teams
Technical learning
Development of others
Result-oriented
Action-oriented
Hiring and staffing
Timely decision making
Interpersonal
Approachable
Great organizer
Self-development
Scrum Master
Highly Interpersonal
Approachable
People focused
Development of others
Action-oriented
Active listener
Mentoring
Motivating others
Problem solving
Passion for work
Assessment Systems. All Rights Reserved.
Agile solution
Modeling agilecompetencies
OUR PROCESS TO TRANSFORM OR SUSTAIN AGILE ORGANIZATIONS
Customizedagile reports
Developing youragile people
Assessing theagile mindset
Competencymapping
Tracking agileperformance
Assessment Systems. All Rights Reserved.
Insurance case study
Challenges:
Decrease the go-to-market lead time
Implement a flexible organizational structure
Place the customer in the focus of innovations
Implement Agile model directly on strategy
Who should take the lead in the transformation?
What roles and responsibilities should be created?
What are the newly emerged competency capabilities to build?
What those people should look like from the competency perspective?
How to measure these competencies?
Assessment Systems. All Rights Reserved.
Insurance case study
Solution:
Mapping the competencies for the new roles
Assessing the leadership competencies
Specialized competency reports on assessments
Developmental areas
Customized data-driven selection and development recommendations
Outcomes:
Smooth and successful transformation to Scaled Agile
Right people are in the right position
Boosted the mind-set change within the organization
Agile HR results (increase in the position number, decreased the time of hiring, decreased time of onboarding)
Built-in tools for retaining the right people (Soft competency evaluation and development is included in the PES)
Assessment Systems. All Rights Reserved.
Banking case study
Challenges:
Market leader bank with huge solid organizational structure
How to eliminate the silos within the organization?
How to compete with innovation on the market?
How to decrease go-to-market lead-time on innovative banking solutions?
Internal or external selection? (Lack of qualified agile people on the market)
How the new competency-
Which solutions should be used for selection and development?
How to measure performance?
Assessment Systems. All Rights Reserved.
Banking case study
Solution:
Specialized reports for all Agile roles, including Squad Members
Mass assessment with personalized reports with unique competencies and development tips
Individual and team feedback to support people in their self-awareness and readiness for Agile
TOP3 and BOTTOM3 areas to build upon and develop in the near future
Performance Evaluation Systems customization with behavioral items through competencies
Outcomes:
Big step forward not finished (in the 3 pilot departments the model works successfully)
Smoother transformation; Better understanding of new roles; Less tension; Better role acceptance and evaluation
(The value of agile increased as people saw that the process contains personal assessments and feedback It has delivered the message, that it is important and people are important)
Results are coming through according to the feedback
Telecommunication case study
Challenges:
Staying innovative on the market, decreased go-to-market lead-time
Staying in front of competitors
A lot of Tribe Lead candidates popped up from the organization, the report and the selection process had to differentiate and highlight the best fits
candidates without Agile & Coaching experience. However, this role is extremely important for the transformation so the selection had to challenge their skills
Who will be the key players in the transformation? (Agile sponsors, Tribe leaders, Agile coaches)
Telecommunication case study
Solution:
Management (agile sponsors) measurement on agile competencies & individual feedback
Team profile workshop for sponsors to understand themselves as agile team
Tribe lead reports and comparisons
Tailor-made AC/DC for Agile coaches with customized reports
Outcomes:
Sponsors are being coached, and agile people are strengthened within the team
Tribe Leads and Agile Coaches selected. Coaches need more training and agile understanding (technical learning)
Profile validation & Performance measurement (mindset; performance; skills)
Measuring PO & CL positions
ASSESSMENT SYSTEMS GROUP
Head office:
18600 Prague, Czech Republic
www.asystems.asinfo@asystems.as
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