create viral change...measuring and managing virality acquisition retention activation results...

ScaledAgileThinking©PatrickSteyaert,2018 1

Think beyond methods

Lean Kanban North America 2018

[email protected]

Create viral change


A thriving Agile industry

ABigEuropeanWinForAgile:Spotify'sWallStreetDebutSucceeds

- Forbes

Whyagilitypays- McKinseyQuarterly

- StateofAgile™survey,VersionOne

98%Successof

Agileprojects

94%Organizationspracticingagile


legitimate need(s) for agility

E.g.shortenthetimetomarket

E.g.whattobuildforwhomandwhy?

E.g.peopleworkingtogetherinautonomousteams


Survival in A dancing business landscape

Busin

essfitn

ess

Leader

Disruptor

Challenger

Growth/Decline


Dealing with volatility

Themainconcernisnotjuststart-up,growthand

conservation(frontloop)...

… butalsodisruptionandcontinuousrenewal

(backloop)!


Enterprise flowExploitation and exploration

UPSTREAM options

DOWNSTREAM commitments

fromsuspectedtosatisfiedneed

• Parts• Customerrequests• Unawarevisitors• Observations• Breakthroughideas

• Orders• Requestfulfilments• Happycustomers• Experiments• Emergingbusinesses

Exploit

Explore

Exploit

Explore


Networked collaborationTeam and network interactions

Highlyengagedteams…

… inalooselycouplednetwork

… acrossadiversityofinteractions

Work

Decide

Learn


Organizational learningExperience and experimentation

Unfoldingevents

… aswellasfromexperimentation

ModelsFriction

Learnfromexperience…


Business agility

Flow,collaboration andlearning,atalllevels,andacrossallfunctions,andorganizationalunits,fordifferenttypesoforganization* tothriveinavolatilebusinesslandscape.

*Includingcomplexsystemsdevelopment,servicenetwork,start-up/scale-up,volumeoperationsoranyaggregationthereof


(less legitimate) Bandwagon effecta self-reinforcing loop that fuels the agile industry

Othersareadoptingpopularagilemethod.

Wemustadoptpopularagilemethod

also!

R


A self-sealing logicThe major cause of problems are solutions

Benefitsofagileareclearandunquestioned

Thebiggestobstacleisto“implement”agile

Wecandeclaresuccesstothedegreethatwehaveovercomethatobstacle

©PatrickSteyaert,2018

Arethebenefitsclearand

unquestionable?

ScaledAgileThinking 5


Shallow agileadopting practices without adopting the underlying thinking

Agilepractices

Agilethinking

gapbetweenthinkinganddoing


Incongruence

©PatrickSteyaert,2018 ScaledAgileThinking 15

WhatIthinkandsayIdo

WhatIactually

do


Friction

… getting an organization madeup of individuals, to pursue acollective goal produces frictionjust as surely as applying thebrakes of a car.

StephenBungay,Theartofaction

“ “ Effectsgap Learninggap

Alignmentgap

ACTION PLANS

OUTCOMES


Caught between the hammer and the anvil

EFFORT

RESULT

Bottom-upchangestallsbylackofmomentum

Top-downchangestallsbecauseof

friction

Bottom-up


Profound changeFocus on the thinking that informs action

alignmentgap

Plans Action

effectsgap

OUTCOMES

learninggap

THINKING

Plannedchange

Outcome-orientedchange

Profoundchange


(rational) Thinking about agilityHow work, works

Flow

Feedbackdelay

R

LearningCollaboration C

Divisionoflabor

B

Finishingwork

Work-In-Progress(WIP)

Startingwork

O

Inducedwork

Blockedwork

Idletime

RExpeditedwork

Waittime(length&variability)

RCapacityutilization

C

O


Thinking about thinkingThe divided mindRationalbrain

Therider

IntuitivebrainTheelephant

Rationalreasoningis- SLOW- verbalconsciousthoughtusingmodelsandlogic

Thinkingisintuitiveaswellasrational

Intuitionisbasedon- FAST- patternmatchingwithpastexperience


Intuitions first, Reasoning second*Its hard to reason oneself into new behavior

Pastexperience

intuition judgement reasoning1 2

3

4

Unfoldingevents

*JonathanHaidt,TheRighteousMind


Thinking is social, not just individualSocial intuition model*

A’sintuition

A’sjudgement

A’sreasoning

B’sintuition

B’sjudgement

B’sreasoning

1 2

56

3

4

*JonathanHaidt,TheRighteousMind

Pastexperience

Unfoldingevents

Pastexperience


Leveraging the networkCreating exponential change

Thinkingisheavilyinfluencednotonlybysocialnetworkpeers,butalsobypeersofpeersandpeersofpeersofpeers

Viralityandcontagiousnessleveragesthenetworktocreateexponentialchange


Using simulation as a bootstrap


Agility beyond methodsAt team level

*Averageleadtime

Months*

Co-acting

Experience

FLOW

COLLABORATION

LEARNING

Weeks

Synchronized

Experiment

Days

Pair/Mob/Swarm

Double-loop

Agility


Success is defined by retention and referralMeasuring and managing virality

Acquisition

Retention

ResultsActivation

Referral

CHANGE

FACTORY

TraditionalViral

Embeddedsimulation

Infectotherpeopleand

units

TeamflowCross-teamflowEnd-to-endflow


Boosting agility

EFFORT

RESULT

Boost


Thinking about agile thinking

Shallowagile(rationalindividualthinking,implementingpractices)

Thinkbeyondmethods(intuitivethinking,flow+collaboration

+learning)

Scaledagilethinking(socialthinking,enterpriseflow+networkcollaboration+organizationallearning)

Sharingagile

Thinkingagile

DoingAgile


Thank you@PatrickSteyaert @OkaloaFlowlab

MoreinfoaboutOkaloa Flowlab atwww.okaloa.com/flowlab


CONTACT DETAILS t+32473565098t+32477791298

[email protected]@okaloa.com

@OkaloaFlowlab@PatrickSteyaert

create viral change...measuring and managing virality acquisition retention activation results...

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