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Organizational Resilience

A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.

The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.

Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:

* preventative control (defensive consistency)
* mindful action (defensive flexibility)
* performance optimization (progressive consistency)
* adaptive innovation (progressive flexibility)

In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.

More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive

Conference Link: https://2019.agileindia.org

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Organizational Resilience

  1. 1. O R G A N I S AT I O N A L R E S I L I E N C E D E S I G N Y O U R O R G A N I S AT I O N S T O F L O U R I S H N O T M E R E LY S U R V I V E Naresh Jain @nashjain https://xnsio.com #OrgResilience
  2. 2. Name a few successful companies that impact you every single day?
  3. 3. Will the success of these companies last for ever? Why not?
  4. 4. Adaptive Change Cycle
  5. 5. Adaptive Change Cycle in the Automobile Industry
  6. 6. Every FewYears we go through The Adaptive Change Cycle
  7. 7. Commercial Break!
  8. 8. Copyright © 2012,
  9. 9. Mumbai
  10. 10. Tech Talks!
  11. 11. D E F I N E O R G A N I S AT I O N A L R E S I L I E N C Y TA K E A M I N - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
  12. 12. Src: BSI Group
  13. 13. Src: BSI Group
  14. 14. W H AT M A K E S A N O R G A N I S AT I O N R E S I L I E N T ? TA K E 2 M I N S - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
  15. 15. Src: BSI Group
  16. 16. Src: BSI Group
  17. 17. How organisational resilience itself has evolved?
  18. 18. Src: Professor David Denyer’s Organisational Resilience research paper
  19. 19. Src: Professor David Denyer’s Organisational Resilience research paper
  20. 20. 5 P H A S E S O F H O W O R H A S E V O LV E D 1. Preventive Control 2. Mindful Action 3. Performance Optimisation 4. Adaptive Innovation 5. Paradoxical Thinking
  21. 21. How does this help?
  22. 22. Src: Professor David Denyer’s Organisational Resilience research paper
  23. 23. Src: Professor David Denyer’s Organisational Resilience research paper
  24. 24. D E F E N S I V E V S . P R O G R E S S I V E Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse
  25. 25. C O N S I S T E N C Y V S . F L E X I B I L I T Y FlexibilityConsistency Process Driven Output-centric People Driven Outcome-centric
  26. 26. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric
  27. 27. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper
  28. 28. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying Adapted from Professor David Denyer’s Organisational Resilience research paper
  29. 29. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting Adapted from Professor David Denyer’s Organisational Resilience research paper
  30. 30. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding Adapted from Professor David Denyer’s Organisational Resilience research paper
  31. 31. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding ADAPTIVE INNOVATION Imagining and creating Adapted from Professor David Denyer’s Organisational Resilience research paper
  32. 32. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper Performance Optimisation Adaptive Innovation Mindful ActionPreventative Control PA R A D O X I C A L T H I N K I N G - O R G A N I S AT I O N A L R E S I L I E N C E
  33. 33. Can Plan-Do-Check-Act approach work in highly dynamic environments?
  34. 34. Src: Professor David Denyer’s Organisational Resilience research paper
  35. 35. Src: Professor David Denyer’s Organisational Resilience research paper
  36. 36. F O R E S I G H T M E T H O D O L O G Y • Foresight • Insight • Oversight • Hindsight
  37. 37. L E T ’ S T I E T H I S B A C K
  38. 38. O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S
  39. 39. O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S Is this resilient?
  40. 40. N E W O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P VA L U E T E A M L E A D E R S H I P C I R C L E VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M
  41. 41. VA L U E T E A M S
  42. 42. VA L U E T E A M S • Focus on end-to-end user value ownership & delivery
  43. 43. VA L U E T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources
  44. 44. VA L U E T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources • More anti-fragile
  45. 45. O b j e c t i v e A n d K e y R e s u l t s
  46. 46. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR
  47. 47. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up)
  48. 48. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals)
  49. 49. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals) • Measure teams using the same KRs (apples-to-apples comparison)
  50. 50. S I M P L E G O V E R N A N C E M O D E L
  51. 51. S I M P L E G O V E R N A N C E M O D E L • Democratise Data
  52. 52. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell
  53. 53. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review
  54. 54. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding
  55. 55. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding • Low-performing teams are dismantled and find new teams (market place)
  56. 56. T H I S H E L P E D U S B U I L D A C U LT U R E O F • User-first Thinking • Aligned Autonomy • To De-risk Ourselves (safe-fail experimentation)
  57. 57. R E C A P
  58. 58. R E C A P 1. Preventive Control - XP, CD
  59. 59. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy
  60. 60. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights
  61. 61. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery
  62. 62. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery 5. Paradoxical Thinking - Structuring team for End-to-End Value Ownership
  63. 63. L A S T Y E A R W E S H I P P E D 1 0 7 F E AT U R E S !
  64. 64. L A S T Y E A R W E S H I P P E D 1 0 7 F E AT U R E S ! T H I S Y E A R , W E O N LY S H I P P E D 8 F E AT U R E S T O A L L O F O U R U S E R S
  65. 65. E M A I L F R O M T H E F O U N D E R “I know a few of you have doubts about how much progress we have made this year. That feeling exists because we have only shipped 8 features. So we don’t have what I call the illusion of progress. Highlights • 30 Day Retention is ~2x up • High Engagement Bucket is ~2x up • % of MAU using the product for >12 days in a month is 50% up”
  66. 66. T H A N K Y O U ! Q U E S T I O N S ? Naresh Jain @nashjain https://xnsio.com

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