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agile² GmbH
DECISION MAKING
IN THE NEW NORMAL
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(AO) new normal eco system
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ORG DEV FRAMEWORK
FUTURE OF HR
COMMUNITY MEETUP
AGILE COACHING PROGRAM
WW SERIOUS GAMES & FACILITATION

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SATURDAYIGOSHOPPING
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ATTHESUPERMARKET
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IHAVETOCHOOSE
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I’MLOST
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INCOVID19TIMES

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SHELVESARELIKETHAT
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DOESITMAKESMYLIFEEASIER?

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IN THESE COVID-19 TIMES,
ANXIETY AND FEAR ARE
FREEZING OUR ABILITY TO
RESPOND TO ANY THREATS OR
OPPORTUNITIES IN OUR
BUSINESS ENVIRONMENT
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IMISSTHETEAMDYNAMICS

HOWCANIPREDICTTHE
UNPREDICTABLE?

ISTHECOMPANYAPRODUCTIONLINE
ORAGROUPOFHUMANBEINGS?

LOSINGSENSEOFBELONGING

HOWTOLEADPEOPLESPREAD
AROUNDTHEWORLD?

WHAT’SABOUTREBOARDING?

UNLEASHINGCREATIVITYINA
SAFETOFAILCONTAINER

HOWMUCHWORKFROMHOMEIS
FEASIBLE?

reasons
challenging our
ability for
making decisions
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CONTEXT MATTERS 22

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 23
Vvolatility
ARE OUR CUSTOMERS STILL
BUY OUR SERVICES?
ARE OUR BUSINESS PARTNERS
STILL TRUST US?
DOES OUR PEOPLE STILL
TRUST US?

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 24
Uuncertainty
OUR PLANS ARE NOT
ACCURATE
HOW CAN WE ENSURE BUSINESS
CONTINUITY?
THAT SITUATION IS NEW
HOW CAN I RESPOND TO
QUESTIONS THAT I DO NOT KNOW
THE ANSWERS?

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 25
Ccomplexity
HOW TO UNDERSTAND THE
WORLD ?
OUR PRODUCT AND SERVICES
CATALOGUE IS A MESS
COMPETITION IS ALL
AROUND US
HOW CAN MY ORGANIZATION BE
FIT FOR COMPLEXITY?

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 26
Aambiguity
WHAT TO DO WHEN I HAVE
TWO DIFFERENT ANSWERS
FOR THE SAME QUESTION?
CAN WE HAVE A SIMPLE WAY OF
WORKING?
IN OUR MEETINGS, I HAVE THE
FEELINGS THAT EVERYONE
SPEAKS ABOUT A DIFFERENT
TOPIC CAN WE LIVE WITH AMBIGUITY
WITHOUT GETTING MAD?

LET’S ANALYSE
THIS
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><agile² GmbH PIERRE.NEIS@AGILESQR.COM
we know what to do, but…
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CROWDED SPACE
BLEEDING SPACE
STOCKED SPACE

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you apply the process
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CROWDED SPACE

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EVALUATE SITUATI ON
IDENTIFY CONCERNS
SEPARATE AN D CLARIFY
ESTABL IS H P RI OR IT IE S
ID E NT IF Y T HE P ROC ES S T O F OLLO W
P RE PA RE T H E AC T ION P LA N

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 31
PROB LEM ANALYSI S
DESCRIBE THE P ROBLEM
ID ENTIFY POSSIBLE CA USES
EVAL UAT E POS S IBL E C AU S E S
C ONF IR M TH E RE A L CA U SE .
T HI NK IN G BE YO ND T HE S OLU TI ON

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 32
DECISIO N A NA LY SI S
CLARIFY TH E PU RPOSE
EVAL UATE OPT ION S
E VALU ATE R IS KS
M AK E T HE D E CIS ION

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ANALYSI S OF POTE NTI A L PR OB LE MS
ID ENTIFY POTENTIAL P ROBLEMS
TAKE PREVENTIVE MEA S UR E S
P LAN E M ER GE NC Y M E AS UR E S AN D D ET E R MI NE T R IGG E RS
M AK E T HE D E CIS ION

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 34
EVALUATE SITUATI ON PR OB L EM ANALY SIS
DE CISION ANALY SISANALYSI S OF POTE NTI A L PR OB L EM S
ID ENTI FY CO NCERNS
SEPARATE AND CLARIFY
ESTABLISH PRIORITIES
IDENTIFY THE PROCESS TO FOLLOW
PREPARE THE ACTION PLA N
DESC RIBE THE PROBLEM
ID ENTIFY P OSS IB LE CA US E S
EVALUATE P OS S IBLE CA U S ES
C ONF IR M TH E RE A L CA U SE .
T HI NK IN G BE YO ND T HE S OLU TI ON
C LAR IF Y T HE P UR POS E
E VALU ATE OP T IONS
E VALU ATE R IS KS
M AK E T HE D E CIS ION
I DE NT IF Y PO TE NTIAL PROBLEMS
TAKE PREVENTIVE ME ASURES
PLAN EMERGENCY MEASURES AN D D ETERMINE TRIGG ERS
MAKE THE DECISION
1 2
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WWW.AGILESQR.COM

HOW LONG DOES IT
MAKE?
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REMEMBERTHETITANIC

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 37
3 kms
😱

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agile² GmbH PIERRE.NEIS@AGILESQR.COM 38
Oops,
too late

THERE IS ANOTHER
WAY TO ADDRESS
THAT
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SPEEDBOAT

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agile² GmbH PIERRE.NEIS@AGILESQR.COM
what’s the
problem?
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LESSONS TO LEARN next 42

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agile² GmbH PIERRE.NEIS@AGILESQR.COM
crowd
BUILD A RESPONSIVE ORGANIZATION TO ALLOW EMERGENT BEHAVIOR.
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responsive organisations

STILL HIGH
LEVEL?
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HOW DO YOU MAKE
DECISIONS IN THE
NEW NORMAL?
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agile² GmbH PIERRE.NEIS@AGILESQR.COM
“BIG” responsive organisations
swarm
organisation a consolidated
portfolio
border is the
structure
1 team = 1 portfolio
THE CONCEPT REMAINS THE SAME AS FOR SMALLER ORGANIZATIONS TO AVOID OVER
PROCESSING WASTE.
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SOMETIMES, A BLACK SWAN IS AN OPPORTUNITY TO SPIN OFF
AND TO IMPROVE YOUR STRUCTURE
THE“ORGANIZATION”EVOLVESTOADJUSTITSELFFROMONECHANGETOTHEOTHER.

IS THERE SCIENCE
BEHIND THAT?
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“YOUCAN’TCONTROLCOMPLEX
SYSTEMS.YOUHAVETORESONATE
WITHITANDADOPTARESILIENTPATH.
P R DR P E TE R KRUSE

IT IS COMPLEX
SYSTEM THEORY
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agile² GmbH PIERRE.NEIS@AGILESQR.COM 52
new timesold times
Leaders had the knowledge
and the funding. They
needed a workforce to
execute their plan.
Leaders have the
funding. They have to
deal with a skilled
workforce to create
value.

DECISION MAKING IN
THE NEW NORMAL IS
COLLECTIVE: A
COLLECTIVE EFFORT
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IF YOU WANT MORE
OR TO LEARN HOW?
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HOWCANIPREDICTTHE
UNPREDICTABLE?
REGISTER TO THE 2021
DECISION MAKING
WORKSHOP
HTTP://BIT.LY/DECIDE2021

WE ARE BRINGING
A SOLUTION TO
YOUR CONTEXT
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><agile² GmbH PIERRE.NEIS@AGILESQR.COM ><agile² GmbH PIERRE.NEIS@AGILESQR.COM
my name is
Pierre Neis
CAC5, CEST, CBAC, CSPPO, CSP, CSPO, PSM
author of