transforming agile strategy - scrum day europe · 2018. 7. 10. · scrum (n): a framework within...
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Transforming Agile Strategy
A guide to letting go of linear futures
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bearbnb
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What’s a Strategy?
A plan of action designed to achieve a long-term or overall aim
Source: Google Search
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Common Approaches to Strategy1. Forecast years into the future2. Assume relative stability and predictability 3. Craft a vision of a desirable future state4. Establish a set of ambitious company-wide goals 5. Develop an implementation plan, including change management efforts to get
buy-in and alignment around ambitious goals, sub-goals, sub-sub goals ad infinitum
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Digital Transformation
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What Causes Complexity?● Fast flow of information● Global competition● Increased power of startups● Sinking costs to start a business● Sinking marginal costs● Easier scalability
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What’s Scrum?
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What’s Scrum?Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
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Strategy
Progress
Unused potential
Unused potential
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So What to Do?
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Strategy
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The ‘No Plan’ Approach1. Don’t forecast or only for a limited timeframe2. Assume unpredictability3. Focus on incremental improvement4. React to external factors and market dynamics5. Focus mainly on a product scale
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There’s Something Else
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What Do We Want?A strategy that
● Not only doesn’t flatten complexity but takes advantage of it● Continuously looks into the future but is firmly grounded in the present
moment● Includes more voices in shaping it
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Single MonolithicOver-controlled: one way flow from the top down; engaging only a select few in strategy-making
No PlanUnder-controlled: infinite possibilities; too uncoordinated to shape direction
LiberatedDistributed control: flow from any point; direction is shaped by participants out of local-global interaction
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Liberating Structures exist to
● replace unwitting practices that exclude, stifle, and over-control people
● unleash everyone to work at the top of their intelligence
liberatingstructures.com
Liberating Structures
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Strategy Knotworking
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• …• …• …
4. Baseline: Where are we starting, honestly? (What3, TRIZ, CU)
•
2. Context: What is happening around us that demands a fresh approach?(Mad Tea, What3, CU, DAD)
5. Ambition: Given our purpose, what seems possible now? (25/10, CU, What3)
3. Challenge: What paradoxical challenges must we face to make progress? (WQs, TRIZ)
• …• …
6. Action: How are we moving away from the current state toward the future? (Ecocycle, 15% Solutions, WINFY)
1. Purpose: Why is this work important to you and the larger community? (9 Whys, 1-2-4-All, Drawing Together)
• …• …
• …• …• …
• …• …• …
• ____ exists to…
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Purpose
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Purpose
The fundamental reason for a group or an activity to exist
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Examples● ___ exists to provide bears and their owners with a home on the road, while
strengthening the bear community and promoting animal welfare.● ___ exists to give everyone the power to create and share ideas and
information instantly, without barriers● ___ exists to improve its customers’ financial lives so profoundly, they couldn’t
imagine going back to the old way● ___ exists to build the best product, cause no unnecessary harm, use business
to inspire and implement solutions to the environmental crisis
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Purpose
Actions Intentions
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Sample String
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Sample String
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Why is the work you are doing important? What is the deepest
need you serve? How do you justify it
to others?
9 WhysMake the purpose of your work clear LS exist to
replace unwitting practices that exclude, stifle,
and over-control people
LS exist to unleash everyone to work at the top
of their intelligence
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Plausible
Unfolding Futures
2018-2028
Need for bear-friendly BnBsBearnormous
Need for bear-friendly BnBsLow
Strong Global competition
Weak Global competition
Scenario 1Get the Honey
Scenario 2Break the Bearriers
Scenario 3Bear Market
Scenario 4Bear With Me
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Plausible
Unfolding Futures
2018-2028
Global Energy DemandHigh
Global Energy DemandLow
High New Technologies
Low New Technologies
Scenario 1Live Now
Scenario 2
Source: http://amp.timeinc.net/fortune/2018/01/24/royal-dutch-shell-lower-oil-prices
Scenario 3Brave New World
Scenario 4
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Score25
24
23
22
21
20
19
Revisit WINFY commitments
quarterly
User research collected by
everyone everyday
Launch a research +
customer care squad
Daily stand up meetings +
coordination
Refresh cross-functional
Ecocycle monthly
Form creative destruction unit to free up space
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1 App
2 Website
3 Partnership with bear owner clubs
4 Collaboration with zoos
5 Collaboration with circuses
6 Social media initiatives
7 Lobbying
8 Online advertisement
9 Print advertisement
10 bearbnb forum
11 Biannual fundraiser
1
2
3
4 5
67
8
9
10
11
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Function A
1. In functions, formulate top needs to operationalize your strategy 2. Elect a leader to share your needs in the Fishbowl3. Develop & share your top needs as individual requests to each of the other 6
functions or roles4. Answers limited to: Yes, No, Huh?, Whatever
What I Need From YouCross-Functional Knot-Working
B
CF
E
G
D
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A New Definition
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A New Definition of Strategy
Strategy is a collective activity designed to make progress continuously
on a worthy yet elusive purpose by focusing on and sharpening the interplay of actions and intention
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Next StepsFor strategists and experts of all stripes, we are inviting you to:● accept that surprise is inevitable rather than the consequence of faulty
forecasting● move from a small circle of the usual suspects forming strategy to including
every voice in shaping the future● trust you are shaping the future responsibly without knowing precisely what
will unfold
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Read moreComing soon: the Liberating Strategy white paper
liberatingstructures.eu/strategy
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Thank you!
Keith McCandless
@KeithMcCandless
Johannes Schartau
@IntegralAgile