This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development
2. Introduction
Kate Rand
People & Operations Director | AgileHR Practitioner | Public speaker
Your speaker today
Award winning AgileHR practitioner based at Beyond. I am also an
associate of the AgileHR community and regularly give talks,
facilitate workshops and create thought leadership around
progressive HR and business transformation for publications such
as Forbes, and conferences such as CIPD and CIMA events. You
can find me through my Forbes contributor page, Medium profile or
LinkedIn. If you google “Kate Rand” you’ll see it.
3. 1. OD & D refresher
2. Why now
3. Evolution as a function
4. Takeaways
5. “The term “holistic” refers to my
conviction that what we are
concerned with here is the
fundamental
interconnectedness of all things”
Dirk Gently
Dirk Gently’s holistic detective agency,
Douglas Adams
6. Organisations are impacted by their wider
environment. This can be explained through
systems thinking.
Open System
All Org development centres around the
company strategy, goals and core purpose
Strategy, Goals, Core purpose
Learning in the midst of performing through
incremental change.
Continuous improvement
Organisational development is more than the
sum of the parts. It is about taking a holistic view
and appreciating the interconnectedness of all
things in the pursuit of organisational
effectiveness
More than just change management
Planned, ongoing improvement to increase
organisational effectiveness
7. SWOT
TOWS
Pestle
Target Operating Model
Lean Canvas
STEEPLE
Review
As Is
OD Steps
Force Field Analysis
McKinsey 7’s model
5 star model
Lean Canvas
Balance scorecard
Diagnosis
Analysis
Type of intervention
Human process
Technological
Human resource
Strategic
Intervention
To Be
Change management
models
Agile project management
Waterfall project
management
Implementation
Bridging plan
10. 1920s
Ford
Sloan
Mass
Production
Theory X & Y
Behaviourism
Humanism
Toyota
Theory Z
‘Kaizen’
Lean
Taylorism
Scientific
Management
1960s
Relatively stable
socio-economic
environment
Globalisation
Deregulation
Digitisation
Complexity Theory
Systems Thinking
Disruption
1980s 2000s 2010s
Agile
Manifesto
Lean Start-up
Holacracy
Teal
Organisations
Scaled Agile
The paradigm shift
1950’s
Kurt Lewin
11. 14 Principles of
the future
Organisation
https://www.forbes.com/sites/jacobmorgan/2015/01/14/the-14-principles-of-the-futu
re-organization/#66e17f103ec2
19. We pursue objectives through agile
roadmaps, experimenting and adapting for
stronger solutions, delivered sooner.
Product Design & Build
We uncover opportunities for innovation
across digital and physical touchpoints.
Customer Experience
We align your message with your audience to
drive use throughout the product ecosystem.
Product Marketing
We solve for the future with progressive
technology strategy, design, and engineering.
Technology
We believe in innovation with intent.
22. SWOT
TOWS
Pestle
Target Operating Model
Lean Canvas
STEEPLE
Review
As Is
OD Steps
Force Field Analysis
McKinsey 7’s model
5 star model
Lean Canvas
Balance scorecard
Diagnosis
Analysis
Type of intervention
Human process
Technological
Human resource
Strategic
Intervention
To Be
Change management
models
Agile project management
Waterfall project
management
Implementation
Bridging plan
23. External
Employee
Market
Gen XYZ
Pace of
Change
IR35 & Gig
Economy
Legislation
Political
Unrest
Employment
is at an all
time high.
Employees at
director and
senior level
are dictating
their
packages.
Jnrs and
Grassroots are
the solution.
The
population is
ageing, but
we are
starting to see
the first multi
generational
workforce.
How do we
build for all?
Organisations
must remain
agile so they
can pivot for
market
changes. This
means
internal
flexibility is a
must.
As IR35 creeps
ever closer for
the UK, the
structure of
the workforce
must change,
along with the
forecast skills
deficit from
brexit
The impact of
Brexit in the UK
and other
political issues
in the EU and
US is causing
anxiety and
unrest due to
the levels of
complexity and
unpredictability
26. Big vision, strong
foundations
We know what we want to achieve and
why we exist.
Our mission is to empower you to leave a
mark on the world and help us get there.
Our Framework
Values & Behaviour: “The Beyond Way”
Operating Model
Ambitious Two Year Goal
Our ambition is to be named on
the Fast Company 50 Most Innovative
Companies list
Our Purpose
Our purpose is to design beautiful experiences
that transform the world around us
27. Ambitious Two Year Goal
Values & Behaviour: “The Beyond Way”
Operating Model
Our Purpose
Clear objectives
We need to create transparency,
alignment and momentum across the
entire company to realize our ambition
Our Framework
40. We use these to rectify issues
that have been identified,
and also to include the larger
studio in rapid problem
solving.
Swarms
Daily stand ups used outside
of the sprint format for all
People Ops team members.
Stand ups
Project specific kanbans, and
also our overall people ops
kanban are up in the studio in
physical format.
Kanbans
We use sprints in 1,2,4 and 8
week intervals.
Sprints
41. As a Business, I want < some goal >
so that < some reason >.
45. We work in principles
over policies.
Prescription is a sure
fire way for things to
go out of date quickly.
Principles
Principles feed in to our
overall belief in
adaptability. This is in
our approach, and our
processes. Rigidity
causes things to snap.
Adaptability means you
can flex with the
environment.
Adaptability
It’s not always right to
operate with full
transparency, but we
advocate it where we
can with everything we
do.
Transparency
We practice human
centred design when
creating process or
guidelines. Any changes
are taken through user
testing, and are done in
iterations so we can
ensure they are right for
the people.
Human
Centred
Decisions are not made
in vacuums. Data is
collected, and analysed
to ensure we’re
delivering the right
thing, not what we
think is right.
Data Driven
47. Studio health
Retention - 26% (vs. industry avg. of 27.5%)
GlassDoor - 4.9/5
eNPS - 40
Time to hire - 42 days
Av age - 32 (split Gen Z, Gen Y & Gen X)
Av tenure - 1 Yr 10 months
Gender split - 50/50
Av training spend per head -£1200
50. Principles of Evolution at Beyond
Thoughtful change
Dispersed change evangelists
Over communicate with candour
Feedback from all angles
Collaboration
Use technical solutions optimise
Data driven decisions
over reactivity
over command and control
even when there is little to share
over my way or the highway
over siloed ivory towers
consistency of messaging
over blind best practice
51. HR moves from dictators of best practice
to facilitators of success
61. Using customer journeys such as expenses
or candidate application routes to identify
pain points in processes
Experience mapping
This includes surveys, interviews, A/B testing
methods and focus groups
User research
A creative way to solve problems through
refinement, research and testing
Design thinking
Working in iterations to deliver value to the
customer by using different agile methodologies
and adapting them to HR
Design Sprints | Agile Approach
Using UX tools for EX
62. What happens if you map your employee journey like
your customer journey?
