The Adpative Strategy Framework
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Strategic framework for iterating strategy development and execution
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The Adpative Strategy Framework
- 1. BSS Nexus Global © 2016 The Adaptive Strategy Framework Global Launch Event May 25, 2016 We help leaders share intent, for their people to solve holistic messes, while networked teams proceed through uncertainty https://www.brighttalk.com/channel/13643/the-agility-series
- 2. BSS Nexus Global © 2016 • The Adaptive Strategy Framework and associated material is copyright BSSNexus Global Inc • But….it will be given away free! • So its free to use…but you need to acknowledge where it came from • Also would ask that rather than share your copy, please send new people to our website to download it when we make it available through our learning portal at www.mplaza.ca
- 3. BSS Nexus Global © 2016 About Me Mentor White papers: Implications of Agile Thinking on… Lead Author Author • 25+ years of agile thinking – OO has Agile flavours • B.Sc. Computer Science, M.A. Public Administration • Author of 30+ courses on Agile, Project Management, ITIL • Top download on Forbes.com for ITIL/PM whitepaper (2007) • Lead author on book endorsed by a co-author of the Agile Manifesto (Dr. Alistair Cockburn) • 25+ industry certifications (Agile, Project Management, ITIL, ISO) • The Agility Series author/blogger and webinar host at www.ProjectManagement.com (PMI) and at BrightTalk.com (https://www.brighttalk.com/mybrighttalk/channel/13643/home) • Reached #1 Agile Practices Influencer status on www.ProjectManagement.com
- 4. BSS Nexus Global © 2016 Learning Agility Nan-in, a Japanese master during the Meiji era (1868-1912), received a university professor who came to inquire about Zen. Nan-in served tea. He poured his visitor's cup full, and then kept on pouring. The professor watched the overflow until he no longer could restrain himself. "It is overfull. No more will go in!“ "Like this cup," Nan-in said, "you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?"
- 5. BSS Nexus Global © 2016 Why do organizations exist? Value creation! If you create value then… Customers/Clients Money etc. will follow!
- 6. BSS Nexus Global © 2016 Why do we need adaptive strategies?
- 7. BSS Nexus Global © 2016
- 8. BSS Nexus Global © 2016 http://content.time.com/time/interactive/0,31813,2048601,00.html “The Singularity is Near” The year man becomes immortal 1977 Commodore PET “Personal Electronic Translator” $795 2014 Samsung Gear S $349 1974 Started University1958 Born
- 9. BSS Nexus Global © 2016 Overnight updates versus…
- 10. BSS Nexus Global © 2016 VUCA Complexity Multiple key decision factors Volatility Rate of change Ambiguity Lack of clarity about meaning of an event Uncertainty Unclear about the present
- 11. BSS Nexus Global © 2016 No more Discrete Problems… Organizations have less control and more change than ever Traditional models don’t apply to new problems Customers & markets changing at increasing rate Innovation requires independent thought & action Tolerate ambiguity
- 12. BSS Nexus Global © 2016 New Reality • Collective intelligence is valued over individual knowledge • Hierarchies are intrinsically ineffective for required speed of decision-making • Can’t use past to predict future • Our Windows are shrinking
- 13. BSS Nexus Global © 2016 Windows….no not that one http://fromthetower.thig.com/your-window-of-opportunity/ http://konfrazzzled.com/ways-to-improve-your-balance-and-stability/ “an opportunity to do something that will only last for a short time and needs to be taken advantage of quickly” Collins On-line Dictionary You need to be able to balance your strategic choices about what you should do with how much you should do
- 14. BSS Nexus Global © 2016 Window of Stability While windows of opportunity are contextual Windows of stability are now universally short
- 15. BSS Nexus Global © 2016 On the Edge of Chaos and Disorder Known Knowns Known Unknowns Unknown Unknowns RiskHoly Crap! Planned Maybe we should do that…. Or unknown aspects of the messes? 15 “The edge of Chaos and Disorder”
- 16. BSS Nexus Global © 2016 Our world is full of holistic messes Holistic messes are sets of inter-related problems – i.e. a system of problems Even simple problems are mini-messes
- 17. BSS Nexus Global © 2016 Problem or mess? • You want to transform your entire organization to agile (business lines, HR, Finance, Marketing, IT, etc.) • Questions to ask?: How will this affect compensation and benefits? How will this affect “managers”? How will it affect how you do procurement? How will it affect your partners? Do your people need to learn new skills? Do you need to change your processes? Will it affect any internal policies? Will it affect your organizational structure?
- 18. BSS Nexus Global © 2016 Problem or mess? • Switch out a bunch of old systems with a new single system of record that must use Service Oriented Architecture to interoperate with your partners • Questions to ask?: Will you still operate the same way? Do your people need to learn new skills? Do you need to change your processes? Does it affect any internal policies? Does it affect your organizational structure? Does it affect your facilities?
- 19. BSS Nexus Global © 2016 These kinds of problems have traditionally been approached as discrete problems and often as single projects They are NOT discrete problems and they most certainly are NOT single projects
- 20. BSS Nexus Global © 2016 What kind of mindset do we need to better understand and solve holistic messes?
- 21. BSS Nexus Global © 2016
- 22. BSS Nexus Global © 2016 • We can’t know everything up front • The result we get can and will be affected by how we approach the messes • We need to use empiricism to determine how to react to what we discover along the way – i.e. we need to let the facts guide needed refinements to both our understanding of what the messes actually are as well as our actions towards solving them Fixed Mindset Approach to managing uncertainty Reducing uncertainty by “pretending to know everything up front” Looking to cast in stone and confirm things before starting Growth Mindset Approach to managing uncertainty Reducing uncertainty by experimenting and trying Looking to inspect and adapt to what we uncover as we go about solving a Problem – concept of “emergence” Uncertainty is the New Reality
- 23. BSS Nexus Global © 2016 Become Agile Thinkers • Embrace minimally viable products, processes, and documentation • Include any practice that supports agility whether at the team, portfolio, department or organizational levels as well as across organizational boundaries • Blend different aspects of different practices as needed • See any practice that supports agility as potentially being an agile one • Recognize that agile practices are always evolving and new ones are always emerging • Recognize that practices, even agile ones, may need to be adapted to context and teams are best suited to making practice adaptations or innovations to suit their context • Recognize individual competency is a contribution to value creation rather than as a role defined by job descriptions and governed by hierarchies
- 24. BSS Nexus Global © 2016 Agile Thinking relies on… • Adapting our methods, practices, techniques, etc. to the context of our particular messes • Iterative and incremental delivery of strategic change • People…as being more important than any process
- 25. BSS Nexus Global © 2016 How do we solve holistic messes?
- 26. BSS Nexus Global © 2016 Networked Leadership Strategic Iteration Growth mindset Intrinsic motivators Embrace ambiguity Simple rules Self-directing/ Self-organizing Adapt to context Serendipity Innovative and disruptive thinking
- 27. BSS Nexus Global © 2016 Adaptive Strategy • Definition: A strategy whose goals and objectives are continually refined throughout the execution phase through the emergent understanding of Networked Teams based on their observations, on measurement, and on customer feedback • Adaptive strategy helps us have a vision of the whole while refining our shared understanding of both the parts and the whole while executing Strategic Change • The strategic goals themselves are also continuously refined both during and after each Strategic Change
- 28. BSS Nexus Global © 2016 Value versus Values • Value is what a client/customer perceives as something that provides them with some utility. Value is in the eyes of the client/customer – it is a Simon Sinek suggests, perception • Values are statements intended to represent the beliefs, attitudes and behaviours of a person, or group of persons • Organizations often craft values statements to represent the collective values they want to hold • It is these values that they expect to use to guide their decision-making to deliver value to customers
- 29. BSS Nexus Global © 2016 Capabilities • Organizations are a mix of capabilities that coalesce around their mission and vision, guided by their values and principles, to meet the needs of their clients/customers
- 30. BSS Nexus Global © 2016 Paradoxical Balance Mission and Vision & Values and Principles Client/Customer Needs Compromise? Disrupt?
- 31. BSS Nexus Global © 2016 Solving holistic messes requires holistic approaches as well as Networked Leadership and Networked Teams using Adaptive Strategy
- 32. BSS Nexus Global © 2016 What is the Adaptive Strategy Framework?
- 33. BSS Nexus Global © 2016 Adaptive Strategy Framework • A tour guide for strategic excellence in creating value based on iterative and incremental execution of Strategic Change to realize an organization’s vision and strategies to meet client/customer needs • Encourages emergent thinking across Networked Teams and enables strategic adaptability through continuous refinement of an organization’s capabilities
- 34. BSS Nexus Global © 2016 Helps us answer: Why? …to satisfy client/customer needs
- 35. BSS Nexus Global © 2016 Before we answer: How?
- 36. BSS Nexus Global © 2016 To solve: Holistic Messes
- 37. BSS Nexus Global © 2016 We must learn to: Adapt
- 38. BSS Nexus Global © 2016 Using: Valued-centered Decision-making
- 39. BSS Nexus Global © 2016 By working: Thorough the Quadrants
- 40. BSS Nexus Global © 2016 As: Networked Teams
- 41. BSS Nexus Global © 2016 Using: Events
- 42. BSS Nexus Global © 2016 To uncover emergent: Artifacts
- 43. BSS Nexus Global © 2016 Through: Refinement & Exploration
- 44. BSS Nexus Global © 2016 Using: Iteration
- 45. BSS Nexus Global © 2016 Available at www.MPlaza.ca
- 46. BSS Nexus Global © 2016 Contact Info @cooperlk99 https://ca.linkedin.com/in/lawrencekcooper Larry.Cooper@BSSNexus.com; www.BSSNexus.com +1 (613) 868-0982 https://www.brighttalk.com/channel/13643/the-agility-series
- 47. BSS Nexus Global © 2016 47
Notes de l'éditeur
- https://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiNm6iJxvLMAhUj0oMKHW54AcUQjRwIBw&url=https%3A%2F%2Fedwest.com.au%2Flegal&psig=AFQjCNGtb4RRnhaMAWjMco82EctQX7YBVQ&ust=1464173601684832
- Slide 3: A few years ago I used to teach the entire ITIL V3 suite of courses and one of the things I observed was that many people in IT operations did not like change – which seems counterintuitive. I later realized that their resistance was based on the fact that their primary interest revolves around maintaining stable and secure IT operations. I only bring this up, as for many, what it meant in the classroom was that they were not open to new ideas or new ways of looking at things and would constantly bring up the “that’s not how we do things around here”. As a result, they had a hard time with the exams. Their prior experience had unfortunately become an encumbrance to learning new things - CLICK On the other hand, when I ran across relatively inexperienced people, I noticed the complete opposite. They did not have the reference point of experience to cloud their viewpoints or willingness to learn. This group tended to do very well on exams – in fact they consistently outscored the experienced IT people. As PMPs many of us cut our teeth on traditionally managed projects which mean we mostly used a waterfall-type approach. Agile is the complete antithesis of this approach. To not recognize that basic reality means that like Nan-in’s visitor and the folks in IT Operations, our mind will be closed to fully understanding agile thinking as well as Agile frameworks, practices, and techniques. So for those who have extensive work experience using waterfall, it is very true in my experience as Yoda says, that you must unlearn what you have learned about managing projects using a waterfall approach to be able to lead projects that follow an agile approach – they are that fundamentally different.
- Ray Kurzweil – The Sigularity Within a quarter century, non-biological intelligence will match the range and subtlety of human intelligence. It will then soar past it because of the continuing acceleration of information-based technologies, as well as the ability of machines to instantly share their knowledge. Intelligent nano-robots will be deeply integrated in our bodies, our brains, and our environment, overcoming pollution and poverty, providing vastly extended longevity, full-immersion virtual reality incorporating all of the senses (like “The Matrix”), “experience beaming” (like “Being John Malkovich”), and vastly enhanced human intelligence. The result will be an intimate merger between the technology-creating species and the technological evolutionary process it spawned. Non-biological intelligence will have access to its own design and will be able to improve itself in an increasingly rapid redesign cycle. We’ll get to a point where technical progress will be so fast that unenhanced human intelligence will be unable to follow it. That will mark the Singularity. I set the date for the Singularity—representing a profound and disruptive transformation in human capability—as 2045. The non-biological intelligence created in that year will be one billion times more powerful than all human intelligence today.
- http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=&url=http%3A%2F%2Fwww.autos-arena.com%2F2016-tesla-model-s-review-changes-and-price%2F&psig=AFQjCNHHDkN2-_ejUa1f-GYuK2-NkMcFtA&ust=1464174069946761 http://bringatrailer.com/2010/11/16/enhanced-blue-plate-driver-1971-jaguar-xj6/
- https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjyvNnToevMAhVi_4MKHfKHCnwQjRwIBw&url=https%3A%2F%2Fwww.linkedin.com%2Fpulse%2Fmasters-vuca-universe-tony-loyd&bvm=bv.122448493,d.amc&psig=AFQjCNFDP9nFqH44jDyK348WgELSHKLQyw&ust=1463923363393076
- Our traditional management models and therefore the patterns of thinking they entail do not apply to the new problems and pace of change that we face. e.g. Creative disruption breaks all the risk management rules as it no longer works when the number of ‘unknown-unknowns’ outnumber the rest e.g. It isn’t that risk management does not get done, it just doesn’t get done in the same way as before. Risk Spikes, Risk Census, Risk-adjusted Burn-down Charts, etc. It’s like trying to apply an old set of assembly instructions on a completely redesigned product. A cathode ray tube TV and a SmartTV are both TVs but that’s where the similarity ends Many organizations continue to believe that they are dealing with these new problems; but why can’t they find solutions through the same tried-and-true problem-solving methods they’ve always used? It comes down to the speed of change. Our traditional management models and the patterns of thinking that they entail do not apply to the new problems and pace of change that we all now face. Traditional thinking limits options. One of the tenets of traditional management thinking is that an organization can control change. However, customers and markets are changing at an increasing rate, which means leaders and organizations need to recognize that they have less control than ever, coupled with more change than ever. We have to learn how to tolerate ambiguity – in our planning, in our people, in our products and in every other aspect of our organizations. Adherence to formal job descriptions limits agility and promotes dysfunction. Organizations need people to innovate at all levels of the organization. They need individuals to take responsibility for issues they encounter within their sphere of influence and find ways to resolve them quickly. Innovation and problem-solving within an organization requires independent thought and the belief that the organization will back up the best efforts of their people, even (or especially) when they fail. This kind of independent action isn’t possible when people are checking job descriptions before acting.
- The Information Age has given rise to culture shifts that affect workplaces in which collective intelligence is valued over individual knowledge and hierarchies are ineffective in decision-making. Business issues have shifted from discrete problems to holistic messes that require networked thinking and approaches to resolve. Moore's Law: “In 1965, Gordon Moore observed that the number of transistors on a silicon chip doubled every technology generation (12 months at that time, currently 18-24 months). He predicted that this trend would continue for a while. Forty years later, Moore's Law continues to hold.” (Lundstrom) In 15 cycles you are over 18 thousand times the starting point Business and IT leaders are finding that the new normal is that there is no normal. Change is happening far too quickly. Moore’s Law now applies to our business environment such that we can no longer use the past to predict the future; precipitating a fundamental and irrevocable shift in leadership and management thinking. The idea that you cannot use the past to predict the future is a fundamental shift in leadership and management thinking. Creative disruption is such that whole industries are being usurped – 3d printing is being tested in for manufacturing parts in space to manufacturing personal medicines based on a person’s DNA. 4D printing is focused on manufacturing materials that self-shape over time. The so-called ‘tried and true’ management models don’t fit this emerging world of work.
- Slide 13: So how does all of this relate to project leadership? When we are doing planning from a traditional project management perspective we tend to think that we are planning around the things we already know we need to do – these are the known-knowns and are our identified deliverables. These known-knowns are the basis for the deterministic planning aspect of traditional project management. CLICK The things we feel might happen to our projects that are not part of that deterministic plan and that may delay or threaten our project are the known-unknowns – that is we know what they might happen, but we just don’t know if they will happen to our project in particular. We tend to call these Risks CLICK Then there are the things that we cannot anticipate as they have never happened before – these are the unknown-unknowns - AKA the HOLY CRAP what do we do now moments in our project? CLICK But are these really risks and holy crap moments or are they indicative of an emergent and deeper understanding of the problem we are solving that we did not know existed until now? So instead of calling them risks or holy crap moments I refer to these events as examples of emergent problem understanding. CLICK So maybe we should consider that these emergent understanding events should be assessed in terms of what might need to be included in the product(s) we are building that we had not originally planned CLICK A similar concept to this is called the Stacy Matrix – traditional project management tends to work best when our problems are in the simple or slightly complicated domains. CLICK Traditional management practices tend to struggle when our problems enter the highly complicated or complex domain. CLICK They mostly fall part entirely as our problems move towards the edge of chaos – which was a topic for one of my recent LinkedIn posts. CLICK The reality is that due to the speed of change in the modern world, more and more of the problems we are solving, as well as the environments in which we are solving them, are in the area near the edge of chaos. Value agility and delivery agility enable us to both recognize and adjust to emergent problem understanding that occurs as we approach the edge. Rather than causing us to run in the other direction, they allow us to take a considered and thoughtful approach to what we do next. This is a basic insight we need to recognize so that we can change from a project management premise that is deterministic, to an agile project leadership premise that is based on empiricism, on inspection of what we find, and one that positions steers us towards an adaptive change bias in how we lead our project teams and ourselves.
- Agile Thinking which is a bit of a broader concept that Agile alone: Embodies the concept of “minimally viable” for products, processes, and documentation. This means only doing what is necessary to achieve stated goals and results. The minimally viable concept is also in line with Lean thinking which focuses on eliminating waste. Within agile thinking, we go a step further by not introducing waste in any form in the first place. Includes any practice that supports agility whether at the team, portfolio, department, organizational or across organizational boundaries Can blend different aspects of different practices as needed Sees any practice that supports agility as potentially being an agile one Recognizes that existing agile practices are always evolving and that new ones are always emerging so practice or framework zealotry is its antitheses Recognizes that practices, even agile ones, may need to be adapted to the context in which they are being used and that the teams themselves are best suited to making practice adaptations or innovations to suit their context Recognizes that individual competency is a contribution to value creation rather than a role that is defined by job descriptions and governed by hierarchies
- A new breed of organizational leader is emerging that recognizes that part of the answer lies not in trying to control change but in finding ways to embrace it. These leaders are creating organizations that thrive, not in spite of these changes, but because of them. It is likely you have some experience with at least one non-traditional technique or methodology. You might have learned about Agile through a ScrumMaster course or your team might use a Kanban board to track your workflow. You might attend daily standup meetings, share a collaborative workspace, or participate in a peer evaluation process. There are many frameworks and methodologies that include non-traditional techniques. Key practices include: Focuses on Strategic Iteration over strategic planning Adopting a growth mindset Understanding intrinsic motivators (carrots and sticks don’t work) Welcoming change by focusing on the final goal rather than rigidly adhering to planned tasks Integrating disparate teams and departments using simple rules and self-organizing teams rather than trying to enforce centralized, detailed coordination Adapting methods to context rather than rigid process adoption, which also means evolving the approach as you learn what works for your organization Developing the ability to synthesize and apply information rather than training individuals to follow processes; a trained mind is a closed mind and a closed mind is not open to the serendipity that drives innovation Emphasizing innovative thinking over content expertise – you will no longer be valued only for what you know now, but also for your ability constantly learn and innovate But do these new techniques really work in today’s real-world businesses? And how can you know which approach will work for you? Let’s start by looking at a company that has demonstrated success through the use of its non-traditional management techniques: W. L. Gore and Associates.
- http://www.easpd.eu/sites/default/files/sites/default/files/EASYtoREAD-pictures/policy_4.jpg http://thenewmediagroup.ca/wp-content/uploads/2015/02/Flowchart.jpg http://clipartion.com/wp-content/uploads/2015/12/images-of-a-group-of-people.gif http://s3.amazonaws.com/libapps/accounts/27060/images/classroom-procedures-clipart-pencil_procedures.gif https://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjgo_z3g-_MAhWnz4MKHYfkA2AQjRwIBw&url=https%3A%2F%2Fwww.jisc.ac.uk%2Fguides%2Fdeveloping-digital-literacies%2Fsupport-and-development&bvm=bv.122448493,d.amc&psig=AFQjCNG-mxps4I1T9SWsHOx9WhyZnfta2g&ust=1464052696675373 http://www.stonyrealestatecapital.de/tl_files/english/en_principles.jpg http://jamsheerinvestment.com/images/content/MissionVision.jpg
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- Running continuous experiments and adjusting what we do next based on what we observe about what we just did (that is use an OODA approach) Looking for and at patterns and developing our ability to both recognize the familiar ones as well as uncovering new patterns Having a networked leaders and networked teams perspective that includes both internal and external players https://www.dsdm.org/sites/default/files/agile_project_framework_handbook_images/4.7%20-%20Principle%206.png
- Slide 36: If you have any questions following the webinar about this topic or if you’d just like to connect, feel free to contact me using any of the ways shown. Also, we have our own BrigthTalk webinar channel if you’d like to check us out.
- Slide 37: So now I’ll open it up to some questions.