R&D Leadership: Be Brave & Mind the Gaps

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text in the footer area R&D Leadership - Be Brave & Mind the Gaps | @erik_schon | #RnDTalks @ericsson | 2015-04-28 | Page 1 (25)

R&D Leadership: Be Brave & mind the Gaps

Erik Schön, April 28, 2015

Slide title

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minimum 24 pt

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Needs and questions

FLOW

PLANS ACTIONS

RESULTS

Why can’t we plan better?

Why wasn’t the plan followed?

Why didn’t the plan work?

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Reality: Friction Disrupts Flow

Human Limitation

Independent Agents

Limited Knowledge

Unpredictable Events

Imperfect Information

Imperfect Information Transfer

Independent Wills

Different Priorities

Different Inter-

pretations

Misunderstandings

Chance

Lack of data

Noise

External actors Different

Agendas

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

Friction makes even the simplest tasks difficult

FRICTION

Emotion & Stress Complexity

Chaotic Environment

Personal Interests

Human Limitation

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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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S

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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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Be Brave, dare to try!

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Be Brave: ClosE 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 for Autonomy

Less delays, more innovation, more motivation

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Alignment vs Autonomy


@henrikkniberg

Alignment Autonomy

Do

what I say! Do

whatever …

False

Dichotomy

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Alignment + Autonomy → Results

High

Alignment

High Autonomy

Build a

bridge!

We need to

cross the

river Figure out

how!

We need to cross

the river to reach

our destination

Low

Alignment

Low Autonomy

Hope someone is

working on the

river problem …

ALIGNED

AUTONOMY!


@henrikkniberg

Intent

What & Why

Actions

How

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Be brave

FLOW

PLANS ACTIONS

RESULTS

Communicate clear intent WHAT & WHY (ALIGNMENT)

Give freedom to decide HOW within boundaries (AUTONOMY)

Give freedom to adjust HOW in line with intent

(AUTONOMY)

Move from “Command & Control” to “Alignment & Autonomy”

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

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Reflection

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PLANS ACTIONS

RESULTS




(AUTONOMY)

In pairs, discuss the following for 2 minutes:

How could you use this in your daily work?

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CAPITALS

Slide subtitle

minimum 30 pt

ExperimentS & results

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FLOW

PLANS ACTIONS

RESULTS

Communicate clear intent WHAT & WHY

Give freedom to decide HOW within boundaries


Experiment: Individual Level Improved Leadership Behaviour

Interactive seminars

on alignment & autonomy

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

Coaching training, coach networks,

Communities of Practices, …

Source: DU Radio

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Experiment result

Personal Growth As a person,

I want to act in an environment,

so that I can reach my full potential

We TEACH, COACH and CHALLENGE




We develop ORGANIZATIONS




We develop TEAMS

We develop INDIVIDUALS

Source: DU Radio

The Line Manager in Lean/Agile

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FLOW

PLANS ACTIONS

RESULTS




Experiment: Team Level Cross-functional, semi-permanent, co-located 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,

…

Source: DU Radio

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FLOW

PLANS ACTIONS

RESULTS




Experiment: Organization Level Closing the gap between strategy and execution in a PDU

Dialogue around strategy with everyone

in interactive workshops

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

Quarterly strategy retrospectives with everyone

Source: DU Radio

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Every sprint deployed to live networks

with added customer value and higher quality

Source: DU Radio

Experiment result PDU Quarterly Challenge

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20% 67%

9% 5%

Motivated

Satisfied Alienated

Frustrated

Motivation clearly up in our Dialog surveys

Commitment

Satisfaction 2010

Motivated

Satisfied Alienated

Frustrated

18%

7%

72%

2%

2014

Source: DU Radio

OVerall result People’s Motivation

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Ericsson and beyond …

Spotify’s Engineering Culture – Part 1 L. David Marquet: "Greatness"

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https://vimeo.com/85490944




https://www.youtube.com/watch?v=OqmdLcyES_Q

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Be brave, Dare to try!

FLOW

PLANS ACTIONS

RESULTS




(AUTONOMY)

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

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Be Brave, Just do it!

Too many organizations

are trying to control the waves

instead of learning how to surf.

Mary Poppendieck

paraphrasing Allen Ward

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Q&A

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Thank You! [email protected]

@erik_schon

+46 73 031 2316

mailto:[email protected]

Leadership & Management

R&D Leadership: Be Brave & Mind the Gaps