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
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RULES FOR THIS TALK_ Tweet @janosch007
_ Ask, if you have questions
_ Coaching
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WHO IS THIS TALK FOR?_ Dan North: „Agile doesn‘t scale“
_ „We used to be a wonderful company. That‘s gone.“
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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
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@janosch007
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We have always organized ourselves in groups
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Information flow
Decisions
Roles
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_ Cross functional, open communication
_ No explicite processes
_ No hierarchy*(but: alpha-, beta-, omega-voices)
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IN THE BEGINNING
ManagingOrganizing
*Last decision through founder
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_ Sharing a common goal
_ Frequent, informal meetings & offers of help
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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
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A PERFECT TEAM
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812
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The best architectures, requirements, and designs
emerge from self-organizing teams.
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11TH PRINCIPLE
| Agile Manifesto
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SOME MATHEMATICS IN RELATIONSHIPS
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2 employees / 1 Relationship
5 employees / 10 Relationships
10 employees / 45 Relationships
20 employees / 190 Relationships
We need structure!We need responsibilities!
n(n-1)/2
A new role: team leader*
* Invent a role title
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2516
Organizing
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Group
Organization
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Managing
Processes
Policies
Practices
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Us against them
19 | Who do we trust? Beware of your brain, Linda Rising
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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!
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INTERDISCIPLINARY SUCCESS OF PROJECTSBERATUNG JUDITH ANDRESEN22
AGILE MOVEMENT
| http://www.morguefile.com/archive/display/682878
Cross functional Self reflecting / Feedback
Transparency Self Organizing
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80?23
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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
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I. Goal setting through the board
II. Task management by the board
III. Micro management
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COMMAND & CONTROL
| Agile Manifesto
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MOTIVATION KILLER #1
MOVING TARGET & CONTROL
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147.527
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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
How do we behave in groups
Typical tacit assumptions about work
What to Do
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@janosch007
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„This is how we do things around here“
| D. Bright und B. Parkin (1997), Human Resource Management – Concepts and Practices
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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!
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The corporate culture is deeply rooted in corporate behaviour.
It is based on the tacit assumptions of all employees.
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Every (new) employee‘s thoughts and assumptions affect the company culture
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#01
The founder has the right
to change any process at any time
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#02
It worked for two years.
It‘s a perfect process.
We just need to follow the rules
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#03
If we did { SCRUM | Kanban | XP } as it is described in the textbook,
the process would succeed
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#04
We are doing a great job.
The client is an idiot
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#05
I am not professionalwhen I share my emotions
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#06
We need to grow
How do we behave in groups
Typical tacit assumptions about work
What to Do
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@janosch007
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
TALK !
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Processes
Practices
Policies
panic
learning
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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
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comfortZone
| http://sethsandler.com/productivity/3-zones/
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Introspect your team / company behaviourin retrospectives
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OPEN SPACE MEETINGS
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_ 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
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META COMMUNICATION
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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?