Art and Action for Flow Towards Results

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text in the footer area @erik_schon | Art and Action for Flow Towards Results | Lean Kanban Nordic | March 13, 2013 | Page 1 (20)

The Art and Action for Flow Towards Results

Lean Kanban Nordic - Stop Starting, Start Finishing Stockholm, March 12-13, 2013

Erik Schön

@erik_schon [email protected]

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Who am I?

From 300 bps modem to 42 Mbps mobile in 30 years!

Currently developing people, teams and organizations @ Ericsson

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Why am I Here?

Sharing an important idea and experiments from

large-scale Lean/Agile transformation @ Ericsson

Complex Environment

Complex Product

Complex Transformation

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CAPITALS

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An Idea …

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Need: Flow Towards Results

FLOW

PLANS ACTIONS

RESULTS

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Reality: Friction Disrupts Flow

Human Limitation

FLOW

Independent Agents

Limited Knowledge

Unpredictable Events

Imperfect Information

Imperfect Information Transfer

Independent Wills

Different Priorities

Different Interpretations

Misunderstandings

Chance

Lack of data

Noise

External actors

Different

Agendas

Human Limitation

Stephen Bungay: “The Art of Action” (2011)

Friction makes even the simplest tasks difficult

FRICTIO

N

Emotion & Stress Complexity

Chaotic Environment

Personal Interests

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FRICTION creates 3 critical GAPS

FRICTION

PLANS ACTIONS

RESULTS

Effects Gap

Δ what we expect our actions to achieve

vs what the actions actually achieve

Knowledge Gap

Δ what we’d like to know

vs what we actually know

Alignment Gap

Δ what we’d like people to do

vs what people actually do

Friction prevents us from reaching desired results


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Avoid: Usual Reactions to the GAPS

FRICTION

PLANS ACTIONS

RESULTS

Effects Gap



Knowledge Gap



Alignment Gap



Ask for more detailed information

Provide more detailed instructions

Provide more detailed control mechanisms

Command & Control

More delays, less innovation, less motivation

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Try: Closing the GAPS

FRICTION

PLANS ACTIONS

RESULTS

Effects Gap



Knowledge Gap



Alignment Gap



Focus on clearly communicating intent = WHAT & WHY

Allow people/teams to define HOW to do it and report back

Give people/teams freedom to adjust actions in line with intent

Alignment & Autonomy

Less delays, more innovation, more motivation

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Alignment + Autonomy → Results

Intent / Direction / Wanted Position

What & Why

Actions

How Autonomy

Alignment

Thoughtful, purposive action

in the right direction

by all people in the organization

to reach the desired results


Alignment Autonomy

The more alignment you have around direction, the more autonomy you can grant around actions

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The Art of Action

FLOW

PLANS ACTIONS

RESULTS

Communicate clear intent WHAT & WHY

Give freedom to decide HOW within boundaries

Give freedom to adjust HOW in line with intent

From Command & Control to Alignment & Autonomy

http://foxallaccess.blogs.fox.com/files/2011/08/127.jpg

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CAPITALS

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minimum 30 pt

Experiments …

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Experiment: Connecting Strategy + Execution

PLANS ACTIONS

RESULTS

Experiments: Leadership, Team evolution & Strategy Execution

Increased motivation, empowerment, engagement

→ better decisions, actions and results!

Give freedom to adjust HOW

in line with intent

Communicate clear intent

WHAT & WHY

Give freedom to decide HOW

within boundaries

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FLOW

PLANS ACTIONS

RESULTS




Experiment #1: Individual Level Improved Leadership Behaviour

Interactive seminars

on alignment & autonomy

Agile/Lean line manager role: teaching, coaching, challenging Ericsson Leadership Framework

Coaching training, coach networks,

Communities of Practices, …

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FLOW

PLANS ACTIONS

RESULTS




Experiment #2: Team Level Cross-component, cross-discipline, co-located development teams

Continuous evolution of every team

to out-learn competition

Learning Days, Communities of Practices, Team Development Framework, … Start with Scrum or Kanban

Team retrospectives

every sprint, continuous

improvements regularly,

…

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FLOW

PLANS ACTIONS

RESULTS




Experiment #3: Organization Level Closing the gap between strategy and execution

Dialogue around strategy with everyone

in interactive workshops

Quarterly focus area Should impact the whole organization and be based on strategy & current needs

Quarterly strategy retrospectives with everyone

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MOTIVATION = Commitment & Satisfaction

Employee Surveys 2010: 67 → 2012: 73

EXPERIMENT Communicate clear intent: WHAT & WHY


Give freedom

to adjust HOW

in line with intent

Individual Improved

Leadership

Behaviour

Interactive seminars on

alignment & autonomy

Coaching, Teaching,

Challenging

Ericsson Leadership

Framework

Coaching training,

Coach networks,

Communities of

Practices, …

Team Cross-component,

cross-discipline,

co-located teams

for feature

development

Continuous evolution of

every team to out-learn

competition

Learning Days,

Communities of

Practices, …

Start with Scrum or

Kanban

Team retrospectives

every sprint,

continuous

improvements

regularly, ….…

Organization Closing the gap

between strategy

and execution

Dialogue around

strategy with everyone

in interactive workshops

Quarterly focus area

Impacts the whole

organization, based

on strategy and

current need

Quarterly strategy

retrospectives

with everyone

ExperimentS Summary and Results

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70 pt

CAPITALS

Slide subtitle

minimum 30 pt

References

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Experiences and Research

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TRY!

Too many organizations

are trying to control the waves

instead of learning how to surf.

Mary Poppendieck

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Leadership & Management

Art and Action for Flow Towards Results