Agile is a culture binding people together. Agile4HR Istanbul is the 3rd Release of Agile4HR event that try to define with both Agile and HR people new ways of doing HR.

1. ISTANBUL WORKSHOP08.05.15
Agile4Hr
1

2. ADIPISCING
MOLLIS PURU
COMMO DO M ATTIS DAPIBUS
CONSECTETUR EGESTAS CURSUS
COMM ODO MATTI S DAPI BUS
CONSECTETUR
EGESTAS C UR S US
COMMODO MAT T IS DAPIB US
EGE STA S CUR SUS
DAP IBUS
CONSECT ET UR
2

3. WhoAmI?
SeniorLeanAgileCoach
SeniorScrumCoach&Trainer
AgileManagementCatalyst
Father,Brother&Son
CAPGEMINI, ERDF, RUEDUCOMMERCE.COM , REDMIND, #PLAY14, ORES, SAP UK, KINGFISHER, EUROCLEAR GROUP, GDF SUEZ
EUROPE, AXA GROUP, INVIVO, CTIE, ATHOME, ACCENTURE, TOURING ASSURANCES, CLOUDWATT, SWINGMOBILITY, LUMENSION
SECURITY, WEMANITY, UPWARD CONSULTING, AGILE4HR…
3

4. Since more than a decade agile has changed the rule of the game of work by
revealing the creativity nature of people for the common wealth of the organisation.
The concept of work has completely evolved since to something more transversal,
more organic placing people to the centre of this new system.
Agile is neither a methodology nor a process, it’s a mindset, a culture.
So far corporate culture is in the hands of Human Resources, it’s time to « hack » the
old way of doing things.
4

5. What Is Hr?
5
HTTP://E N.WI KIPE DI A.ORG/WI KI/HUMA N_RESO URCE_M ANAGE ME NT
RECRUITMENT
TRA IN IN G
PERFORM AN CE AP P RAI SAL
REWAR DING
PAY & B EN EFI TS
COLLEC TIVE B A RGAINI NG
GOVERNMENT LAWS
STRATEGIC MANAGEMENT OF THE WORKFORCEMERGERS & ACQUI SI TION SUPPORT
TALENT MANAG EMENT
SUCCESSI ON PLANNING
INDUSTRI AL & LABOR RELATIONS
DIVERSI TY INCLUSI ON
ORGANISATION PSYCHOLOGY
EMPLOYEE TURNOVER

6. CHALLENGE
FOR HR
ALIGNED WITH B US INESS STRATEGY
CULTURE
LEA DER SHIP
ORGANISATI ONA L DE VELOPM ENT
CHANGE MA NA GE MENT
6

7. TableOfContent
7
+ old way, new way
and evolution
+ systemics
+ No management!
+ from Leadership to
Servant Leadership
+ coaches and
mentors
+ what is Human
Resources in an agile
world?
+ influence of agile works
in traditional environment
+ what is different in agile
according traditional work
environment?
+ building conditions for
Agile work
• adaptation of different
HR and Leader’s
instruments in agile
workspace
+ what is your
higher purpose?
measuring
autonomy?
+ target mastery
+ binding the three
+ moving motivators
+ the concept and
hidden values
+ working in fast
growing world
+ sense making
culture
Let’s talk
about agile!
Why change? The points for
Agile HR
Dare for
Motivation
01 02 03 04IN T RO
Pages 137–159Pages 99–136Pages 37–98Pages 9–36Pages 3–8

8. ‹#›© Duarte, Inc. 2014
+ designing the
organisation into
small high
performance teams
+Fearless Change
Patterns
+ Fearless Journey
Game
TABLEOFCONTENTS
+ leadership actions
+ aligning
management
processes with
leadership actions
Agile
organisations
Designing the
organisation
Fearless
Change
Conclusion
05 06 07 04
Pages 137–159Pages 99–136Pages 37–98Pages 9–36

9. ‹#›‹#›
Let’s talk about Agile!
+ the concept and hidden values
+ working in a fast growing world
+ sense making culture
01

10. Agile?
10
INDIVI DUALS AND INTERACTIONS
+
WORKI NG SOF TWARE
+
CUSTOM ER COLLABORATI ON
+
RESPONDI NG TO CHANGE
+
PR OCE SSE S AND T OOLS
-
COMPRE HENSIVE DOCUME NTATI ON
-
CONT RACT NEGOTIAT ION
-
FOLLOWING A P LA N
-

11. ‹#›|
WE INCREASE RETURN
ON INVESTMENT BY
MAKING CONTINUOUS
FLOW OF VALUE OUR
FOCUS.
WE DELIVER RELIABLE
RESULTS BY ENGAGING
CUSTOMERS IN
FREQUENT
INTERACTIONS AND
SHARED OWNERSHIP.
WE EXPECT
UNCERTAINTY AND
MANAGE FOR IT
THROUGH ITERATIONS,
ANTICIPATION, AND
ADAPTATION.
WE BOOST
PERFORMANCE THROUGH
GROUP ACCOUNTABILITY
FOR RESULTS AND
SHARED RESPONSIBILITY
FOR TEAM
EFFECTIVENESS.
WE UNLEASH CREATIVITY
AND INNOVATION BY
RECOGNIZING THAT
INDIVIDUALS ARE THE
ULTIMATE SOURCE OF
VALUE, AND CREATING
WE IMPROVE
EFFECTIVENESS AND
RELIABILITY THROUGH
SITUATIONALLY SPECIFIC
STRATEGIES, PROCESSES
AND PRACTICES.
[2005] DECLA RATI ON OF I NTERDEPENDENCE: AGILE AND ADAPTIVE AP PR OACHE S FOR LINKING PEOPLE, PROJECT AND VALUE.

12. AgileMakeItEasy
12
DELIVER AT L AST
EACH MONT H
INSPECT AND
ADAPT
T RE AT P E OPL E
A S A D U LT S
A SK T H E T E A M

13. ‹#›‹#›
+ The concept and hidden
values
1.1

14. WhatWorksBest!
14
1 2
3

15. HiddenObjectivesOfAgile
CUSTOMER
SATISFACTI ON
CONTINUOUS
IMP ROVEMENT
SELF
ORG ANIZATI ON
CHANGING
REQUI REME NTS
SIMP LI CI TY
TE CHNICA L
EXCELLE NCE
WORKING ITE MSITERATIONS
SUS TAINABLE
PACE
BIZ & DEV
WORKING
TOGETHER
MOTIVAT ED
INDIVIDUALS
CLEAR
COMMUNI CAT ION
15

16. ‹#›‹#›
+ Working in a fast growing
world
1.2

17. 17
FAST SLOW

18. 18
DURING ALL TH ESE YE ARS WE
THOUGHT THAT THE WO RLD
WAS TURNI NG AROU ND U S.
NOW TH E WORLD I S T URNING
THAT FAST THAT WE DO N OT
UNDE RSTAND I T ANYMORE.
BA CK OF FICE MANAGE R, SWITZ ERLA ND

19. 19
T HE GOOD T H IN G WI TH WATER, YOU HAVE TO JUMP IN TO GET WET!
A ND WHEN Y OU H E AT IT, IT’S GO NNA REALLY BOILING UP!

20. ‹#›‹#›
+ Sense making culture
1.3

21. CogniveEdge…
COMPLICATED
COMPLEX
SIMPLE
utilityoftheparadigm
time
mass production,
automation & commoditisation
mass customisation, scalable &
reliable technology &
communication
collaboration de masse,
informatique sociale
généralisée, mondialisation
SCI ENTI FIC MANAGEM EN T
SYSTEM THINKING
« SENSE MAKING »
Tailor, Drucker
Hammer, Senge,
Kaplan, Nonaka
Hammer, Senge,
Kaplan, Nonaka
Control of Function
Control of information
Ability to « situate » a network
waterfall
LEAN
AGILE
21

22. 22
COMPLEX
SIMP LE
COMPLI CATED
C H AOT IC
PROBE
SENSE
RESPOND
SENSE
ANALYSE
RESPOND
ACT
SENSE
RESPOND
SENSE
CATEGORISE
RESPOND
EMERGENT G O O D
P R AC T IC ES
NOV EL
BEST
P R AC T IC E

23. 23
OnceAWeek,I UseMyTerminalDay…
R. SE MLER

24. ‹#›‹#›
Why change?
+ old way, new way and evolution
+ systemics
+ No management!
+ from Leadership to Servant Leadership
+ coaches and mentors
02

25. 25
CHANGE
MEANS THE
MO VEMENT
FROM O NE
STATE TO
ANOTHE R

26. 26
≠

27. W.Schneider’s
27
TODAY TOMORROW
PEOPLE
PROCESS
COLLABORATI ON CULT IVAT ION
COMPET ENCECONTROL
(SYNERGY)
COACH & INTEG RATE
CU S TOMER VA LUE
(DIST INCT ION)
CATA LYSE & CULT IVAT E
EN ABLEMEN T
(CERTAINTY)
DIRECT AUTHORITATIVELY
MA RK ET S H AR E
(E NR ICHM ENT)
CRAFTSMANSHIP, CHALLE NGER
PROD UC T EXC ELLENC E
WILLIAM S CHNEI DER 1998 " WHY G OOD M ANAGEMENT IDEA S FA IL UNDER STANDING YOUR CORPORATE CULTURE"

28. KO TTER
OurIcebergIsMelting
28

29. ‹#›‹#›
+ Old way, new way and
evolution
2.1

30. TakeALookAt
Traditional
Organisation
Structure
30
OP ERATION S OPERATIONS OPE RATI ONS OPE RATI ONS
TEAM
LEADER
DIRECTOR
TEAM
LEADER
MANAG ER
SUP ERVI SOR SUPERVI SOR SUPERVISOR SUPERVISOR

31. TakeALookAt
Traditional
Organisation
Structure
31
OP ERATION S OPERATIONS OPE RATI ONS OPE RATI ONS
TEAM
LEADER
DIRECTOR
TEAM
LEADER
MANAG ER
SUP ERVI SOR SUPERVI SOR SUPERVISOR SUPERVISOR

32. WhatIsTheReal
CommunicationIn
TheOrganisation?
32
OP ERATION S OPERATIONS OPE RATI ONS OPE RATI ONS
TEAM
LEADER
DIRECTOR
TEAM
LEADER
MANAG ER
SUP ERVI SOR SUPERVI SOR SUPERVISOR SUPERVISOR
OFF ICIAL
R
EAL

33. IfYouLookReally
DeepHow
Communication
Works…
33
OP ERATION S OPERATIONS OPE RATI ONS OPE RATI ONS
TEAM
LEADER
DIRECTOR
TEAM
LEADER
MANAG ER
SUP ERVI SOR SUPERVI SOR SUPERVISOR SUPERVISOR
R
EAL

34. CanWeSayThat…
Agile tries to follow the reality of the communication
flow of the organisation?
34
IF YOU DON’ T LI KE TR UT H A ND H O NEST Y.
YOU WO ULD N OT LI KE AGI LE.
HENRI K KNIB ERG

36. ‹#›‹#›
+ Systemics
2.2

37. SYSTEM?
C OMPOS E D OF PARTS
ALL THE PA RTS OF A S YS TEM M UST BE RELATED
ELSE THERE ARE REALLY T WO OR MORE DIST INCT SYSTE MS
IS A UT ONOMOUS IN FULFILLING ITS P URPOSE
CONSIS TS OF PROCESSES THAT TRANSFORM INPUTS INTO OUTPUTS
ENCAPSULATED
THOUGH THE PARTS ARE NOT NECESSARI LY CO-LOCATED
IS B OUNDED IN SPACE
CAN OVE RLAP WITH ANOTHE R SYSTEM
CAN BE NEST ED INSIDE A NOT HER SYSTE M
*SOURCE WI KIP EDIA
HA S A B OUNDA RY
BUT MAY BE I NTERMITTENT LY OPERATI ONAL
IS BOU NDED IN TIME
RECEIVES INP UT F ROM
AND SENDS OUT PUT IN T O, T H E WID E R E N VIRONMENT
BOUNDARY IS A
DECISIO N MADE
BY AN
OBSERVER

38. Sociogram
38
ME & MY ENVI RO NMEN T

39. Collaboration
TE AMS
TE CHSI
QA

40. Collaboration
SYNC MEETINGS

41. CompanyValueStream
A B
VALUE CREATION FLOW
INPU T OUTPUT
TRUE
NORTH
CUST OMER

42. CompanyValueStream
A B
INPU T OUTPUT
TRUE
NORTH
CUST OMER
A A A A A A
A A A A A A A
A

43. ‹#›‹#›
+ No management!
2.3

44. IfEverybodyIsManaging.
DoWeNeedManagement?
44

45. 45
We are all prisoners of the familiar. Many things
—the first iPhone, J.K. Rowling’s wizardly world,
Lady Gaga’s sirloin gown—were difficult to
envision until we encountered them. So it is with
organizations. It’s tough to imagine a company
where…
• No one has a boss.
• Employees negotiate responsibilities with their
peers.
• Everyone can spend the company’s money.
• Each individual is responsible for acquiring the
tools needed to do his or her work.
• There are no titles and no promotions.
• Compensation decisions are peer-based.
Sound impossible? It’s not. These are the
signature characteristics of a large, capital-
intensive corporation whose sprawling plants
devour hundreds of tons of raw materials every
hour, where dozens of processes have to be
kept within tight tolerances, and where 400 full-
time employees produce over $700 million a
year in revenues. And by the way, this unique
company is a global market leader.
BeyondManagementAsUsual
GARY HAMEL, « F IRST LET ’S FI RE ALL T HE MA NAGERS » , HBR DE CE MB E R 20 1 1

46. ‹#›‹#›
+ From Leadership to Servant
Leadership
2.4

47. 47
GOOD LEADERS MUST FIRST BECOME GOOD SERVANTS.
ROBE RT GR EENLEA F

48. ServantLeaderCharacteristics
48
LISTENI NG EMPATHY HEALI NG AWAR ENESS PE RSUASION
CONCEP TUALI SAT IONFOR ESIGHTSTEWARDSHIP
COMM ITTED TO
GROWTH
BUILDING
COMMUNITY

49. ‹#›‹#›
+ Coaches and Mentors
2.5

50. 50
x
Coaches&Mentors

51. ‹#›‹#›
The points for Agile
Human Resources
+ What is Human Resources in an Agile World?
+ Influence of Agile works in traditional environment
+ What is different in Agile according traditional work
environment?
+ Building conditions for Agile Work
+ Adaptation of different HR and Leader’s instruments in Agile
workspace
03

52. TheoryX,TheoryY(D.Mcgregor)
• pas de budgétisation
traditionnelle
• objectifs relatifs et directionnels
• planning, prévisions et allocation
de ressources dynamiques
• évaluation holistique de
performance
PROC ESS US
DYNAMIQUE
STABILITÉ
THE OR IE YTHÉORI E X
LEA DE RSHIP
• rigide, détaillé et annuels
• micro-management basé sur des
rôles
• command-and-control centralisé
• secrets, bâtons et carottes
• basé sur des valeurs
• autonomie
• transparence
• motivation interne
BEYOND BUDGETING
52

53. ‹#›‹#›
+ What is Human Resources
in an Agile World?
3.1

54. Collaboration
TE AMS
TE CHSI
QA

55. TeamComposition
55
BU IL D
THE RIGH T THING
BUILD
THE THING
BUILD IT FAST
PO DEV T EA M
AGILE COA CH / SM

56. Organisation
56
BUILD
THE THING
DEV T EAM
BUILD IT FAST
AGI LE COACH / SM
BUI LD
THE RI GH T THI NG
PO
PRODUCT/SERVICE
LINE
PRODUCT/SERVICE
LINE
ORGANISATION
OPERATIONAL HRSTRATEG Y TACT IC

57. ‹#›‹#›
+ Influence of Agile works in
traditional environment
3.2

58. ‹#›‹#›
+ What is different in Agile
according traditional work
environment?
3.3

59. ‹#›‹#›
+ Building conditions for Agile
Work
3.4

60. CommunitiesOfPractiseInsteadManagementStreams
VOICE OF THE
CUST OMER
VOI CE OF T HE
BUSINESS
VOI CE OF THE
PROCESS
PR OJ ECTARCHI TECTURE
QA
ENTERPRI SE
ARCHI TECTURE
SAP
CORPORATE
CULTURE
AUTOCAD
.NET
EXAMPLE

61. 3ND LINE
OF
DEFENCE
2ND LI NE
O F
D EF ENCE
1 ST LIN E
OF
DE FE NCE
PurposeOfAnEffectiveManagement
TEAM
MA NA GE MENT
QA, RISK,
FI NA NCE ,…
AUDIT
GOVE RNANCE
LINES O F
DE FENCE ARE
PRO TE CTIN G THE
INNER CIR C LE
FROM O UTSIDE .
THEY A RE NOT
MICRO-MANAGING
THE INNER
CIRCL ES.

62. S INGLE LINE
OF
DE FE NCE
WhenYouAreFreeEnough,YouCanRemove2Circles
TEAM
LEA DE RSHIP
GOVE RNANCE
LINES O F
DE FENCE ARE
PRO TE CTIN G THE
INNER CIR C LE
FROM O UTSIDE .
THEY A RE NOT
MICRO-MANAGING
THE INNER
CIRCL ES.

63. WhenYouAreReady,YouDon’tNeedThemAnymore
TEAM

64. ‹#›‹#›
Adaptation of different
HR and Leader’s
instruments in Agile
workspace
05

65. MeasuringBehaviour(Belbin)
65
BEHAVIOUR
PERSONALITY
MENTAL
ABILI TIES
CURRENT
VALUES &
MOTIVATI ONS
FI ELD
CONST RAINT S
EXP ERI ENCE
ROLE
LEARNING

66. OVERP RODUCING
TRANSPO RTATION
DEF ECTSTALENTS
WAIT ING
OVE RPROCES S IN G
MOTION
POORG OOD GOOD
GOOD
GOOD
INVENT ORY

67. ‹#›‹#›
Dare for motivation
+ What is our higher purpose?
+ Measuring autonomy
+ Target mastery
+ Binding the three
+ Moving motivators
04

68. ‹#›‹#›
+ What is our higher purpose?
4.1

69. ‹#›‹#›
+ Measuring autonomy
4.2

70. ‹#›‹#›
+ Target Mastery
4.3

71. ‹#›‹#›
+ Binding the three
4.4

72. ‹#›‹#›
+ Moving motivators
4.4

73. ‹#›
Let’s try a game on what motivates you…
MovingMotivatorsFromManagement3.0

74. ‹#›

75. ‹#›‹#›
Agile
Organisations
+ leadership actions
+ aligning management processes with leadership actions
05

76. TheBeyondBudgeting
76
Agile organisation is a quite new concept emerging from organisational improvements since decades.
Nowadays, we are discovering people testing new concepts helping to enlarge our horizons. Zappos, Semco and
Handelsbanken are some relevant demonstration that this kind of organisation has concrete results on a long period of
time.
There is one « pattern » that I wish to introduce by now. This « pattern » gives guidelines to start a Beyond Budgeting way
of doing work.
Beyond Budgeting doesn’t mean without Budgeting. Beyond Budgeting means that you are opening your company to
opportunities, to respond to your customers instead following your yearly budget.
Like in Agile, it’s about planning not following a plan!

77. BeyondBudgetingPrinciples
77
LEADERSHIP ACTIONS
ALIGNING MANAGEMENT PROCESSES WITH LEADERSHIP ACTIONS
1
2

78. ‹#›‹#›
+ Leadership Actions
5.1

79. 79
GOVERNANCE
&
TRANSPARENCY
VALUES
GOVER N THROUGH A FE W CLE AR VALUE S, GOALS A ND
BOUNDAR IES; NOT DETA ILED RULE S AND BUDGE TS
PERFORM ANCE
CREATE A HI GH-P ERF OR MANCE CULTURE BA SED O N
RELAT IVE SUCCESS; NOT M EET ING FI XE D TAR GET S
TRANSPARENCY
PROMOTE OPE N INFORMATI ON FOR SELF -MA NAGEME NT;
DON’T RE ST RICT IT HI ER ARCHI CA LLY
ACCOUNTABLE
TEAMS
ORG ANIZATI ON
AUTONOMY
ACCOUNTABI LI TY
ORGANIZ E A S A NE TWOR K OF LE AN, ACCOUNTA BLE
TEAMS; NOT AROUND CE NTRA LIZE D FUNCT IONS
GI VE T EA MS THE FRE E DOM AND CAPA BILIT Y T O A CT;
DON’ T MI CR O- MANAGE THEM
FOCUS EVE RYONE ON I MPR OVI NG CUSTOME R
OUTCOMES; NOT ON HI ERA RCHI CAL RE LATIONSHIP S

80. ‹#›‹#›
+ aligning management
processes with leadership
actions
5.2

81. 81
PLANNING &
CONTROLS
PLANNI NG
COORDINATI ON
CONTROLS
MAKE P LANNING A CONTI NUOUS AND I NCLUSIV E
PROCESS; NOT A TOP- DOWN ANNUAL EVE NT
COORDINATE INTE RACT IONS DYNAMICALLY; NO T
THROUGH A NNUAL P LANNI NG CYCLES
BASE CONTR OLS ON RE LATI VE I NDICAT OR S AND
TRE NDS; NOT VA RIA NCE S AGAINST PLAN
RESOURCE
MANAGEMENT
RESOURCES
MAKE RESOURCE S AVAILABLE AS NE EDE D; NOT
THROUGH ANNUA L BUDGE T ALLOCAT IONS
GOALS &
REWARDS
GOALS
SET RELATI VE GOALS FOR CONT INUOUS IMPR OVE ME NT;
DON’T NEGOT IAT E F IXED PE RF ORM ANCE CONT RA CTS
REWARDS
REWARD TEA M-BA SED SUCCE SS B ASE D ON RE LATIV E
PERFORMA NCE ; NOT ON MEE TI NG FIXE D TAR GET S

82. ‹#›‹#›
Designing the
Organisation into
smal performance
teams
06

83. CompanyValueStream
B
INPU T OUTPUT
TRUE
NORTH
GEMB A
A A A A A A
A A A A A A A
A
VALUE LINKED TO TRUE NORTH
A

84. VALUE LINKED TO TRUE NORTH
Gemba=CustomerFeedback
INPU T
TRUE
NORTH
GEMB A
A A A A A A
A A A A A A A
A
A
CUST OMER FE EDBACK COLLABORAT ION
OUTPUT
B

85. ‹#›‹#›
Fearless Change
+ Fearless Change Patterns
+ Fearless Journey Game
07

86. ‹#›‹#›
+ Fearless Change Patterns
7.1

88. 88
ASK FOR HELP
BIG JOLT
BRIDGE-BUILDER
BROWN BAG
CHAMPION SKEPTIC
CONNECTOR
CORPORATE ANGEL
COR RIDOR POLIT ICS
DEDICATED CHAMPI ON
DO FOO D
E-FORUM
EARLY ADOPTER
EARLY MAJORI TY
EVANGELI ST
EXTER NAL VALIDATI ON
FEAR LESS
GROUP I DENTITY
GURU ON YOUR SIDE
GURU REVIEW
HOMETOWN STORY
IN YOUR SPACE
INNOVATOR
INVOLVE EVERYONE
JUST DO I T
JUST ENOUG H
JUST SAY THANKS
LOCAL SPONSOR
LOCATION, LOCATION, LOCATION
MENTOR
NEXT STEPS
PERSONAL TOUCH
PIGGYBACK
PLANT THE SEEDS
THE RIGHT TIME
ROYAL AUDI ENCE
SHOULDER TO CRY ON
SMALL SUCCE SSES
SMELL OF SUCCESS
STAY I N TOUCH
STE P B Y STEP
STUDY GROUP
SUSTA INED MOME NT UM
TAI LOR MADE
TE ST T HE WATE RS
TI ME F OR R EFLE CT ION
TOKEN TRIAL RUN WHI SP ER IN THE GE NE RAL’ S EAR

89. ‹#›‹#›
+ Fearless Journey Game
7.2

90. 90

91. ‹#›‹#›
Conclusion
08

92. PI ERRE E. NEIS
WWW. WECOMPANY. ME
WWW. UPWARD. CO NS ULT IN G PIERRE @WECOMPA NY. ME
@ELPE DR OM AJOR
92
THI S I S O N LY O N E
RE LEAS E .
STAY TU N E D, WE WI LL
IMPROV E IT O N
REGU LA R BAS I S HE LP S
YOUR FEEDBA CK.
P I ERRE