Agile beyond IT and beyond just doing it, but rather being it requires experimenting continuously in order to learn continuously. Thus more important than failing fast is learning fast. In this workshop we will learn what learning fast means for every individual and the organization as a whole and we will define experiments for you to use in your company for becoming agile truly. This will allow you to create an environment for continuous innovations, an environment where everyone is an entrepreneur! In this workshop we will also make use of examples that make: - the organizational structure (hierarchy?) more agile - the organizational processes faster so that they enable innovation - the organizational strategy better aligned with current needs so that your organization is able to drive the market instead of being driven by the market.

1. 1 @AgileBossaNova | agilebossanova.org1
Jutta Eckstein | @juttaeckstein
Deepti Jain | @agilevirgin
http://agilebossanova.org
@AgileBossaNova | #agilebossanova
Learning Fast & Small:
Nourishing Company-wide Agility
in a Skeptical Environment
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova

2. 2 @AgileBossaNova | agilebossanova.org
Goal for the Workshop
 Learn how to bring a culture of experimentation into your
company

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Agenda
 Welcome & set the stage
 Defining the context
 Values for company-wide agility
 Challenges for company-wide agility in your company
 A new perspective
 Using probes
 Next steps & wrap-up

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WHAT? CHALLENGES

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Reflect & Discuss
 What are the consequences
and impact for (your)
organization(s) of VUCA etc
from the perspective of:
– Entrepreneur
– Employee
– Client
– Shareholder
– Top management?

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Reflect & Discuss
 From your preferred
framework (entrepreneur,
employee, client, or
shareholder):
– What‘s the difference
between doing agile
versus being agile?
– What kind of activities are
involved in continuous
innovation?

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Reflect & Discuss
 What has in your context supported or hindered
company-wide agility (agile beyond IT) and what was
difficult along the way?
 Come up with top challenge in your group

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Beyond Budgeting
 Beyond command & control
– Toward a management model that is more empowered and
adaptive
 Separate the 3 budget purposes
– Targets
– Forecast
– Resource allocation
 Relative
 Rolling
 Dynamic

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Open Space
 Self-organization
– Everyone is invited to suggest and work on any idea
 Passion bound by responsibility
– Self-responsible for learning and helping others learn
– Passion follows the overall strategy
 Empowerment
– Anything can happen inspired by anyone

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Sociocracy
 Equivalence
– Shared decision-making by consent
– Feedback embedded in the structure: double linking

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4 Truths
HSD - https://www.hsdinstitute.org

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Cynefin
Kurtz, C.F. & Snowden, D. (2003): The new dynamics of strategy: Sense-making in a
complex and complicated world In: IBM Systems Journal, Vol.42, No.3, p.462-483.
Available also online: http://alumni.media.mit.edu/brooks/storybiz/kurtz.pdf

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Discuss & Create
 What are the different perspectives in your organization?
 Draw the organigram for at least one organization
showing the synthesis of perspectives

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Discuss
 What is the primary organizational characteristic
(strategy, structure, or process) for your top challenge?

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Eager to Experiment

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Is Trust Cheaper?

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Is Trust Cheaper?
 Background:
– Traditional travel expense procedures are burdensome and
assume people can’t be trusted.
 Hypothesis:
– Such procedures cost more than they save and are
demoralizing.
 Experiment:
– Pre-survey and audit. Try for three months in a few units
with other units as controls. Post-survey and audit.

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Discuss & Create
 Look at your top challenge
– Revisit your reflections on your top challenge and any
necessary details
• What is your challenge and what is it not?
• What might be the source of the difference?
 Pick a probe that you might use to explore that challenge
– If necessary modify the probe for your existing challenge
– Or invent a whole new probe

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Design a Probe
 Name of the Probe:
– <...>
 Background:
– <Define the context>
 Hypothesis:
– <Define what you expect to happen>
– <Observable impact>
 Safe-to-fail experiment:
– <Define what do you want to try and how you can (dis) prove
the hypothesis>

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Reflecting on the Probe
 Our results were largely not as the hypothesis predicted.
 We believed <hypothesis>
– But found while <activity>
– That <insight>
– And rejected this idea.
 Had we tried <x>,
– We might have discovered this
• <sooner, more cheaply, &/or more safely>
Source: Mike Burrows, Agendashift

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Publish to Your Peers
 Publish in the LinkedIn group:
– http://tinyurl.com/AgileBossaNova
 Based on the experiment results and comments of our
peers,
– What are the next questions to explore?
– What changes (if any) do we want to implement?

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Reflection Time
 What will you do on Monday?
– What will you try?
– Let us know what you did try and publish your experience!
• http://tinyurl.com/AgileBossaNova

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BOSSA nova for Nourishing
Company-wide Agility

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BOSSA nova for Company-wide Agility
 Never stop…
– …trying
– …learning
– …changing

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Many Thanks and… Stay in Touch:
PicturesbyKatjaGloggengießer
Jutta Eckstein | @juttaeckstein
Deepti Jain | @agilevirgin
http://agilebossanova.org
@AgileBossaNova | #agilebossanova
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova