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ORGANIZATIONAL DEVELOPMENT 101 Worst . Session. Title. Ever. @jasonlittle | leanintuit.com Go to http://sli.do and use the code “meddlers” to answer a 1-question survey

Organizational Developer 101 - Agile TO Meetup

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Page 1: Organizational Developer 101 - Agile TO Meetup

ORGANIZATIONAL DEVELOPMENT 101

Worst.Session.Title.Ever.

@ja s on l i t t l e | l e a n i n t u i t . c om

Go to http://sli.do and use the code “meddlers” to answer a 1-question

survey

Page 2: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

Page 3: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

TheAliceofLeanintuit

AuthorofLeanChangeManagement

AuthorofAgileTransformation

OrganizerofSparktheChangeToronto

Management3.0Facilitator

HappyMellyMastermind

World’sGreatestColdFusionDeveloper

leanchange.org

agiletransformation.ca

sparkthechange.ca

management30.com

happymelly.com

Page 4: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

Containers

YourGamePieces

ResourcePool

Page 5: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

WhatYou’llBeDoingwithThemThisshortversionofthegamefocuseson2basicODprinciples:

(1) Howpeoplearegrouped(2) Howgroupsarelinked

Itdoesn’tfocuson:

(1) Organizationalstrategy(2) Organizationalnetworks(affinityvsaffect

vsadvicenetworks)(3) Organizationalculture(4) Howalltheseattributesareconnected

Butwe’lltalkaboutthatstuffafterthegame!

Page 6: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

HowPeopleAreGrouped

Inorganizations,peoplearetypicallygroupedby:- Function- Cross-function- Market- Businessunit- Product- Customer- Geographicalregion

Nonearecorrect,thereareonlytradeoffstobemade.

Page 7: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

HowGroupsAreLinked

Nonearecorrect,thereareonlytradeoffstobemade.

Inorganizations,groupsaretypicallylinkedby:

People(PM’s,SM’s,TeamLeads,FunctionalManagersetc)

Processes(Statusmeetings,SoS,PIPlanning)

Tools(JIRA,MSPrj,Wikis(ChrisChapmanrecommendsSharePoint))

Page 8: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

FlowoftheGameYou’llbegivenascenario

You’llimplementanorganizationaldesignwithyourgamepieces:You’llchoosehowtogrouppeople

You’llchoosehowtolinkthosegroupstogether

We’lldebriefyourorganizationaldesigns:Whatsimilaritiesexist?Wheredogroupsdiffer?

You’llbegivena2ndscenario

You’llchangeyourorganizationandwe’lldebriefagain:Whatchanged?

Whatstayedthesame?

Page 9: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

GameRules(1)Tilesmustbelinkedtogethersomehow:

ThisexampleshowsthattheRedTilewith2LM’shavenodirectcontactwiththecustomerwhilethetwobluecross-functionalteamsare

closetothecustomer

(2)Aresourcethatoverlapstilesimpliesthatresourcemanagesthelinkbetweentiles

ThisexampleshowstheSMhasdirectcontactwiththecustomer,andistheSMfortwoteams.ITalsoshowstheUXpersonissplit

betweentwoteams.

Page 10: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

Scenario1Context:Youareacoolinterwebstartupcalled“SharePoint-ly”Youbuildkick-ass,high-quality

software.

Yourprimaryshareholder,ChrisChapman,hassignedupyourfirstcustomerandhasgiven

budgettohire10people.Scenario:Buildanorganizationthathas10

people,andworkson1projectfor1customer.

Page 11: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

Scenario1Debrief

Howdidyouchoosetogrouppeople?

Howweregroupslinked?

Anyinterestingobservationsfromteamsorfacilitators?

Page 12: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

Scenario2-YerGrowing!Context:Chrisispleased!He’ssignedon2morecustomerssonowit’stimetoscale!

Changeyourorganizationtoaccommodate18peoplewhileyouworkon5projectsfor3

customers.

I am VERY happy!

Page 13: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

Scenario2Debrief

Whatchanged?

Whatstayedthesame?

Whatnewroles,ifany,wereadded?

Whatroles,ifanywere,uh,removed?

Whattypesoftradeoffsweremade?

Anyinterestingobservationsfromteamsorfacilitators?

Page 14: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

TheMeddlers

https://management30.com/product/meddlers/

Management3.0isasetofactionablepracticesandgamesthathelporganizationsimprove

howtheymanageworkandpeoplethatputsapriorityonthehappinessofpeople.

Thefullgameinthe2-dayworkshophas5rounds,witheachonegoingdeeperinto

organizationalchange.

Page 15: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

WhichLensareYouLookingThrough?

Howdoweinterpretdata?Howdoweassignmeaningtoevents,objectandpeople?

Page 16: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

3LensestoConsider

STRATEGIC“RATIONALVIEW”

POLITICAL“SOCIALVIEW”

CULTURE“IRRATIONALVIEW”

Page 17: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

CULTURE“IRRATIONALVIEW”

AttributesofEachLens

GroupingLinkingAligning

Fit?

Powerandinfluence Conflict

SocialNetworksNegotiation

Habits

MentalModelsCulturalAssumptions

STRATEGIC“RATIONALVIEW”

POLITICAL“SOCIALVIEW”

Page 18: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

Rational View (Brain) Logical, structured

Leadership Stance/Role: Architect

Important Skills: Sense making, inventing

Simulus for Change: Not hitting your targets, objectives not being met.

Not doing the right things, or structure is not aligned to the strategy

How to change it: Get more information, more analysis

Barriers to Change: missing information

Agile Through a Strategic Lens

• Someone must be accountable (VP of Agile) • Standard processes must be defined by a

central office • Strong focus on measurements

How this drives behaviour

• Coaches are processes experts, not coaches • Further separates people at the top from

people at the bottom (centralized Agile team controls flow of information)

Models that may help

• Value stream mapping • Systems thinking • Complexity models (Stacy Matrix, Cynefin) • Anything devoid of all feeling

StrategicLens

Page 19: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

Emotional View (Gut) Social view

Leadership Stance/Role: Navigator

Important Skills: Relatable, negotiating, influencing

Simulus for Change: Dominant coalition shifts (new ppl, new groups)

How to change it: What do stakeholders, customers, people want? Who decides

what?

Barrier to Change: Deep rooted self-interest

PoliticalLensAgile Through a Political Lens

• At its best, co-creation • At its worst, coercion • Flow with the power of the organization • Power struggle between central agile team

and delivery teams

How this drives behaviour

• Can promote individualism • Knowledge hoarding (knowledge is power)

Models that may help

• Network mapping (Keyhubs - http://www.keyhubs.com/)

• The book “Influencer” or “Start with Why” • Perspective Mapping (leanchange.org/

perspectivemapping)

Page 20: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

Habitual View (Heart) Irrational, emotional

Leadership Stance/Role: Visionary

Important Skills: Storytelling, inspiration

Stimulus for Change: Evidence that the assumptions are not working

How to change it: Establish new rituals, create a more compelling purpose

Barriers to change: Deep, long lasting assumptions “this is the way we

do things”

Agile Through a Cultural Lens

• “That’ll never work here because this is the way it is”

• Extra processes (agile teams do new agile stuff, still need to adhere to PMO or other centralized processes that create extra, low-value work)

• Agile stick beatings

How this drives behaviour

• Can promote individualism • Knowledge hoarding (knowledge is power)

Models that may help

• OCAI (Competing Values Framework) • Schneider Culture Model • Edward Hall’s Iceberg model • Theory U - Otto Sharmer

CulturalLens

Page 21: Organizational Developer 101 - Agile TO Meetup

#m30meddlers | @jasonlittle | leanintuit.com

ConsiderAll3Lenses

STRATEGIC“RATIONALVIEW”

POLITICAL“SOCIALVIEW”

CULTURE“IRRATIONALVIEW”

Sweet Spot

Models that may help

• Jay Galbraith’s Star Model • McKinsey 7S • MIT Leadership Model

Page 22: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

JayGalbraith’sStar

Created in the 1960’s after Jay Galbraith

discovered 5 interconnected dimensions that

need to be in some sort of alignment for change

to happen successfully.

http://www.jaygalbraith.com/services/star-model

Page 23: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

McKinsey7SCreated by Tom Peters and Robert Waterman in

the 1980 after 3+ years of research into

“organizational effectiveness”.

Tom popularized “Management by walking

around” at HP in the 1970’s, and later created 8

themes in “In Search of Excellence” based on

his years of research and analysis/interviews of

63 organizations.

“The picture of the thing, isn’t the thing. That is,

an organizational structure isn’t the

organization.”

Page 24: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

McKinsey7S-Plusthe3Lenses

Strategic (Brain) “Hard Factors”

Political (Gut) “Soft Factors”

Cultural (Heart) “What emerges”

Page 25: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

8ThemesofOrganizationalEffectivenessA bias for action

Be close to the customer Autonomy and entrepreneurship

Productivity through people Hands-on, value-driven management philosophy

Stick to the knitting Simple form, lean staff

Simultaneous loose-tight propertiesOnly 2 of the 62 organizations that inspired this list in 1980 have died.

Page 26: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

HowtoMakeitReal-1of3

Play “Meddlers”, but start by designing your existing structure Move people to the new structure1 2

3

We changed our Strategy (Go Agile), and we changed our Structure (Agile Teams):

Discuss what needs to change in each of the other dimensions.

To be continued…

Page 27: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

HowtoMakeitReal-2of3Center conversations around:

Strategic Lens:

Did we group and link groups correctly? How would we know? What evidence would we see?

How long should we experiment with this change? Is it a temporary structure? Permanent one?

Political Lens:

What’s in it for our customers? People in the new structures? People outside the new structures that need to interface with the

new teams?

Who else is affected and how?

Who are key influencers?

Cultural Lens

What existing behaviour is rewarded? Punished?

What are the unwritten rules?

What industry are we in? (Risk adverse? Risk taking?)

What organizational debt exists?

Page 28: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

HowtoMakeitReal-3of3Cultural-findinterventionpoints,establishnewrituals,sunset‘legacy’rituals

Political-Establishrelationships,find‘movers’andstronginfluencersStrategic-makeevidence-backeddecisions,thin-outprocesses

Page 29: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

ANDHAVEFUN!!

Page 30: Organizational Developer 101 - Agile TO Meetup

Agile Insta

llation

1 of 12

Page 31: Organizational Developer 101 - Agile TO Meetup

Spotify Installation Process

Please wait while the system copies the DNA of all Spotify employees, and invents a way to replicate how people think and interact from a companythat is completely different from the utterly fucked company that is yours.

Renaming Communities of Practices to Guilds…

Purchasing enterprise JIRA because stickies don’t work here…

Implementing punishment scheme for squads that underperform…

Installing mandatory innovation time at 1pm every tuesday…

Renaming functional departments to Chapters…

done

Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert.

done

done

done

Page 32: Organizational Developer 101 - Agile TO Meetup

Firing Agile Coaches…

Preparing bad performance reviews for managers and staff…

Preparing year end bonuses for executive team…

Unable to un-install Agile. Teams have gone rogue. Run for your life.

Spotify Un-Installation Process

Please wait while the system exercises the demons…

Page 33: Organizational Developer 101 - Agile TO Meetup

Agile

An error has occurred. To continue:

Press Enter to download SAFe, or

Press CTRL-ALT-DEL to restart your organization. The people who get agile will quit, and all the naysayers will say ‘I TOLD YOU SO’

Press any key to continue _

Page 34: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

OtherInterestingStoriesXerox - arguably made the laptop economically viable, but made

$0 from it. http://www.johnseelybrown.com/

Ford’s “One Ford” turnaround led by Alan Mulally by essentially implementing a weekly standup.

http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/

Paul O’Neil, Alcoa CEO who created a ‘zero accident’ culture http://www.businessinsider.com/how-changing-one-habit-

quintupled-alcoas-income-2014-4

Page 35: Organizational Developer 101 - Agile TO Meetup

@jasonlittle | leanintuit.com

Thanks!Upcoming Leanintuit Sessions:

Coaching Beyond the Teams on September 12th, 2017 (sold out)

Facilitation Skills for the Agile Workplace on September 18th, 2017

Lean Change Agent Toronto on September 27th, 2017 Coaching Skills for the Agile Workplace on November 3th, 2017

Management 3.0 on November 27th, 2017

Use ‘agileto’ to save 10%

Use ‘agileto’ to save 10%