The document discusses the concept of agile organizations, focusing on self-organized teams and adapting to market changes. It emphasizes the importance of culture, trust, and leadership in achieving agility, alongside practical frameworks like Scrum. The text also highlights the need to address obsolete goals and develop a supportive structure that fosters responsibility and new behaviors.

1. Agile Organisation: What, When, How?
Stefan Roock
stefan.roock@it-agile.de
@StefanRoock

2. The best team of the world

3. At least wesuck less.

6. Back
to
the roots

7. Some day I will
clean the windows.
Just out of curiosity.

8. Solutions
Problems
TeamCustomers
Agile: Feedback Cycle with Customers

9. Scrum etc. as support

10. Solutions
Problems
TeamCustomers
Foreground / Background
Scrum etc.
Best Job
Solutions
Problems
TeamCustomers
Scrum etc.
Suck Less

11. Solutions
Problems
TeamCustomers
Startup

12. Solutions to
obsolete
problems
Probleme
Customers
Enterprise
Local Feedback
Cycles

13. Probleme
Market
The Problem
… with
obsolete
goals
Solutions to
obsolete
problems
Local Feedback
Cycles …

14. Agile Organisation: more than teams
Self-organized
Teams
Self-organized relations
flexible
adaptabel
Market

15. Solutions
Problems
Team
Customers
Solutions
Problems
Team
Customers
Solutions
Problems
Customers
Team
Solutions
Problems
Customers
Team

16. Periphery
Center
Beta Codex
* Niels Pfläging

17. Beware of Cargo Cult

18. Leaders?
Work in the system
Working on the system

19. Descale the
organization
Impediments
Work more
agile
Incremental Organizational Development

20. Vision/
True North
Direction
Descale the
organization
Work more
agile
Impediments

21. „Culture eats strategy for breakfast.“ Peter Drucker

22. „Culture shows up in what we
always do and never do.“ Esther
Derby

23. Descale the
organization
Impediments
Work more
agile
Increase
trust
Foster
responsibility
Culture Structure
Vision/
True North
Culture-Structure-Complicity

24. Behaviour
Beliefs
Experiences
determ
ine
confirm
leads to
Culture is conservative
Often: routine, clear&separate roles, conflict is bad

25. Structure,
e.g. Scrum
influences
Behaviour
Beliefs
Experiences
determ
ine
confirm
leads to
Culture is conservative

26. Stories A-K
Stories L-Z
Epics A-K
Epics L-Z
ReleaseTrains A-F
ProductOwnershipgonewrong

27. Employees
Top
Management
Separation

28. Coaching
Structure,
e.g. Scrum
influences
Behaviour
Beliefs
Experiences
determ
ine
confirm
leads to
Create new perspectives

29. 1. What do we want to change?
2. New Experiences? 3. New
behaviour?
4. Supporting structure?
Influence the culture: Plan backwards
Structure,
e.g. Scrum
influences
Behaviour
Beliefs
Experiences
determ
ine
confirm
leads to

30. „Never doubt that a small group of
thoughtful committed citizens can change
the world, indeed it’s the only thing that
ever has.“ Margaret Mead

31. Descale the
Organisation
Impediments
Work
more agile
Increase
trust
Foster responsibility
Culture Structure
Leadership
lead
(self and others)
Vision/
True North
Observe
effect
Set
intention

32. "Wir müssen das
Unmögliche
versuchen, um das
Mögliche zu
erreichen.“
(We have to try the
impossible to achieve
the possible.) H.
Hesse
VonGretWidmann(†1931),Gemeinfrei,
https://commons.wikimedia.org/w/index.php?curid=208230

33. Grow organizations that excite their
customers and employees.
it-agile