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I S TA N B U L W O R K S H O P0 8 . 0 5 . 1 5

Agile4Hr

1

A D I P I S C I N G M O L L I S P U R U

C O M M O D O M AT T I S D A P I B U S

C O N S E C T E T U R E G E S TA S C U R S U S


C O N S E C T E T U R

E G E S TA S C U R S U S


E G E S TA S C U R S U S

D A P I B U S

C O N S E C T E T U R

2

Who Am I?

Senior Lean Agile Coach Senior Scrum Coach & Trainer Agile Management Catalyst Father, Brother & Son

C A P G E M I N I , E R D F, R U E D U C O M M E R C E . C O M , R E D M I N D , # P L AY 1 4 , O R E S , S A P U K , K I N G F I S H E R , E U R O C L E A R G R O U P, G D F S U E Z E U R O P E , A X A G R O U P, I N V I V O , C T I E , AT H O M E , A C C E N T U R E , T O U R I N G A S S U R A N C E S , C L O U D W AT T, S W I N G M O B I L I T Y, L U M E N S I O N S E C U R I T Y, W E M A N I T Y, U P W A R D C O N S U LT I N G , A G I L E 4 H R … 3

http://RueduCommerce.com

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

What Is Hr?

5

H T T P : / / E N . W I K I P E D I A . O R G / W I K I / H U M A N _ R E S O U R C E _ M A N A G E M E N T

R E C R U I T M E N T

T R A I N I N G

P E R F O R M A N C E A P P R A I S A L

R E WA R D I N G

PAY & B E N E F I T S

C O L L E C T I V E B A R G A I N I N G

G O V E R N M E N T L AW S

STRATEGIC MANAGEMENT OF THE WORKFORCEM E R G E R S & A C Q U I S I T I O N S U P P O RT

TA L E N T M A N A G E M E N T

S U C C E S S I O N P L A N N I N G

I N D U S T R I A L & L A B O R R E L AT I O N S

D I V E R S I T Y I N C L U S I O N

ORGANISATION PSYCHOLOGY

EMPLOYEE TURNOVER

C H A L L E N G E F O R H R

A L I G N E D W I T H B U S I N E S S S T R AT E G Y

C U LT U R E

L E A D E R S H I P

O R G A N I S AT I O N A L D E V E L O P M E N T

C H A N G E M A N A G E M E N T

6

Table Of Content

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 04I N T R O

Pages 137–159Pages 99–136Pages 37–98Pages 9–36Pages 3–8

‹#›© Duarte, Inc. 2014

+ designing the organisation into small high performance teams

+Fearless Change Patterns

+ Fearless Journey Game

TABLE OF CONTENTS

+ leadership actions + aligning management processes with leadership actions

Agile organisations

Designing the organisation

Fearless Change

Conclusion

05 06 07 04Pages 137–159Pages 99–136Pages 37–98Pages 9–36

‹#›‹#›

Let’s talk about Agile!

+ the concept and hidden values + working in a fast growing world + sense making culture 01

Agile?

10

I N D I V I D U A L S A N D I N T E R A C T I O N S+

W O R K I N G S O F T WA R E+

C U S T O M E R C O L L A B O R AT I O N+

R E S P O N D I N G T O C H A N G E+

P R O C E S S E S A N D T O O L S-

C O M P R E H E N S I V E D O C U M E N TAT I O N-

C O N T R A C T N E G O T I AT I O N-

F O L L O W I N G A P L A N-

‹#›|

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.

[ 2 0 0 5 ] D E C L A R AT I O N O F I N T E R D E P E N D E N C E : A G I L E A N D A D A P T I V E A P P R O A C H E S F O R L I N K I N G P E O P L E , P R O J E C T A N D VA L U E .

Agile Make It Easy

12

D E L I V E R AT L A S T E A C H M O N T H

I N S P E C T A N D A D A P T

T R E AT P E O P L E A S A D U LT S

A S K T H E T E A M

‹#›‹#›

+ The concept and hidden values

1.1

What Works Best!

14

1 2

3

Hidden Objectives Of Agile

C U S T O M E R S AT I S FA C T I O N

C O N T I N U O U S I M P R O V E M E N T

S E L F O R G A N I Z AT I O N

C H A N G I N G R E Q U I R E M E N T S S I M P L I C I T Y

T E C H N I C A L E X C E L L E N C EW O R K I N G I T E M SI T E R AT I O N SS U S TA I N A B L E

PA C E

B I Z & D E V W O R K I N G

T O G E T H E R

M O T I VAT E D I N D I V I D U A L S

C L E A R C O M M U N I C AT I O N

15

‹#›‹#›

+ Working in a fast growing world

1.2

17

FA S T S L O W

18

D U R I N G A L L T H E S E Y E A R S W E T H O U G H T T H AT T H E W O R L D WA S T U R N I N G A R O U N D U S .

N O W T H E W O R L D I S T U R N I N G T H AT FA S T T H AT W E D O N O T U N D E R S TA N D I T A N Y M O R E .

B A C K O F F I C E M A N A G E R , S W I T Z E R L A N D

19

T H E G O O D T H I N G W I T H WAT E R , Y O U H AV E T O J U M P I N T O G E T W E T !A N D W H E N Y O U H E AT I T, I T ’ S G O N N A R E A L LY B O I L I N G U P !

‹#›‹#›

+ Sense making culture

1.3

Cognive Edge…

COMPLICATED

COMPLEX

SIMPLE

utilit

y of th

e para

digm

time

mass production, automation & commoditisation

mass customisation, scalable & reliable technology &

communication

collaboration de masse, informatique sociale

généralisée, mondialisation

S C I E N T I F I C M A N A G E M E N T

S Y S T E M T H I N K I N G

« S E N S E M A K I N G »

Tailor, Drucker

Hammer, Senge, Kaplan, Nonaka

Hammer, Senge, Kaplan, Nonaka

Control of Function

Control of information

Ability to « situate » a networkwaterfall

LEAN

AGILE

21

22

COMPLEX

S IMP L E

COMPL I CATED

CHAOT I C

PROBE

SENSE

RESPOND

SENSE

ANALYSE

RESPOND

ACT

SENSE

RESPOND

SENSE

CATEGORISE

RESPOND

EMERGENT GOOD PRACT I C ES

NOVE LBEST PRACT I C E

23Once A Week , I Use My Terminal Day…

R . S E M L E R

‹#›‹#›

Why change?

+ old way, new way and evolution + systemics + No management! + from Leadership to Servant Leadership + coaches and mentors 02

25

C H A N G E M E A N S T H E M O V E M E N T F R O M O N E S TAT E T O A N O T H E R

26

≠

W. Schneider’s

27

TODAY TOMORROW

PEOPLE

PROCESS

C O L L A B O R AT I O N C U LT I VAT I O N

C O M P E T E N C EC O N T R O L

( S Y N E R G Y ) C O A C H & I N T E G R AT E

C U S T O M E R VA L U E

( D I S T I N C T I O N ) C ATA LY S E & C U LT I VAT E

E N A B L E M E N T

( C E RTA I N T Y ) D I R E C T A U T H O R I TAT I V E LY

M A R K E T S H A R E

( E N R I C H M E N T ) C R A F T S M A N S H I P, C H A L L E N G E R

P R O D U C T E X C E L L E N C E

W I L L I A M S C H N E I D E R 1 9 9 8 " W H Y G O O D M A N A G E M E N T I D E A S FA I L U N D E R S TA N D I N G Y O U R C O R P O R AT E C U LT U R E "

K O T T E R

Our Iceberg Is Melting

28

‹#›‹#›

+ Old way, new way and evolution

2.1

Take A Look At Traditional Organisation Structure

30O P E R AT I O N S O P E R AT I O N S O P E R AT I O N S O P E R AT I O N S

T E A M L E A D E R

DIRECTOR

T E A M L E A D E R

M A N A G E R

S U P E RV I S O R S U P E RV I S O R S U P E RV I S O R S U P E RV I S O R

Take A Look At Traditional Organisation Structure


T E A M L E A D E R

DIRECTOR

T E A M L E A D E R

M A N A G E R


What Is The Real Communication In The Organisation?


T E A M L E A D E R

DIRECTOR

T E A M L E A D E R

M A N A G E R


O F F I C I A L

REAL

If You Look Really Deep How Communication Works…


T E A M L E A D E R

DIRECTOR

T E A M L E A D E R

M A N A G E R


REAL

Can We Say That…

Agile tries to follow the reality of the communication flow of the organisation?

34

I F Y O U D O N ’ T L I K E T R U T H A N D H O N E S T Y. Y O U W O U L D N O T L I K E A G I L E .

H E N R I K K N I B E R G

‹#›‹#›

+ Systemics

2.2

S Y S T E M ?

C O M P O S E D O F PA RT S

A L L T H E PA RT S O F A S Y S T E M M U S T B E R E L AT E D

E L S E T H E R E A R E R E A L LY T W O O R M O R E D I S T I N C T S Y S T E M S

I S A U T O N O M O U S I N F U L F I L L I N G I T S P U R P O S E

C O N S I S T S O F P R O C E S S E S T H AT T R A N S F O R M I N P U T S I N T O O U T P U T S

E N C A P S U L AT E D

T H O U G H T H E PA RT S A R E N O T N E C E S S A R I LY C O - L O C AT E D

I S B O U N D E D I N S PA C E

C A N O V E R L A P W I T H A N O T H E R S Y S T E M

C A N B E N E S T E D I N S I D E A N O T H E R S Y S T E M

* S O U R C E W I K I P E D I A

H A S A B O U N D A RY

B U T M AY B E I N T E R M I T T E N T LY O P E R AT I O N A L

I S B O U N D E D I N T I M E

R E C E I V E S I N P U T F R O M

A N D S E N D S O U T P U T I N T O , T H E W I D E R E N V I R O N M E N T

B O U N D A RY I S A D E C I S I O N M A D E B Y A N O B S E RV E R

Sociogram

38

M E & M Y E N V I R O N M E N T

CollaborationT E A M S

T E C H SI

Q A

CollaborationSYNC MEETINGS

Company Value Stream

A BVA L U E C R E AT I O N F L O W

I N P U T O U T P U T

T R U E N O RT H

C U S T O M E R


A BI N P U T O U T P U T

T R U E N O RT H

C U S T O M E R

A A A A A A

A A A A A A A

A

‹#›‹#›

+ No management!

2.3

If Everybody Is Managing. Do We Need Management?

44

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.

Beyond Management As Usual

G A RY H A M E L , « F I R S T L E T ’ S F I R E A L L T H E M A N A G E R S » , H B R D E C E M B E R 2 0 1 1

‹#›‹#›

+ From Leadership to Servant Leadership

2.4

47

GOOD LEADERS MUST FIRST BECOME GOOD SERVANTS.R O B E RT G R E E N L E A F

Servant Leader Characteristics

48

L I S T E N I N G E M PAT H Y H E A L I N G AWA R E N E S S P E R S U A S I O N

C O N C E P T U A L I S AT I O NF O R E S I G H TS T E WA R D S H I PC O M M I T T E D T O

G R O W T HB U I L D I N G

C O M M U N I T Y

‹#›‹#›

+ Coaches and Mentors

2.5

50

x

Coaches & Mentors

‹#›‹#›

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

Theory X, Theory Y (D.Mcgregor)• pas de budgétisation

traditionnelle • objectifs relatifs et directionnels • planning, prévisions et allocation

de ressources dynamiques • évaluation holistique de

performance

P R O C E S S U S

DY

NA

MIQ

UE

STA

BIL

ITÉ

T H E O R I E YT H É O R I E X

L E A D E R S H I P

• 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

‹#›‹#›

+ What is Human Resources in an Agile World?

3.1

CollaborationT E A M S

T E C H SI

Q A

Team Composition

55

B U I L D T H E R I G H T T H I N G

B U I L D T H E T H I N G

BUILD IT FAST

P O D E V T E A M

A G I L E C O A C H / S M

Organisation

56

B U I L D T H E T H I N G

D E V T E A M

BUILD IT FAST

A G I L E C O A C H / S M

B U I L D T H E R I G H T T H I N G

P O

PRODUCT/SERVICE LINE

PRODUCT/SERVICE LINEORGANISATION

O P E R AT I O N A L H RS T R AT E G Y TA C T I C

‹#›‹#›

+ Influence of Agile works in traditional environment

3.2

‹#›‹#›

+ What is different in Agile according traditional work environment?

3.3

‹#›‹#›

+ Building conditions for Agile Work

3.4

Communities Of Practise Instead Management Streams

V O I C E O F T H E C U S T O M E R

V O I C E O F T H E B U S I N E S S

V O I C E O F T H E P R O C E S S

P R O J E C TA R C H I T E C T U R E

Q AE N T E R P R I S E A R C H I T E C T U R E

S A P

C O R P O R AT E C U LT U R E

A U T O C A D

. N E T

EXAMPLE

3 N D L I N E O F D E F E N C E

2 N D L I N E O F D E F E N C E

1 S T L I N E O F D E F E N C E

Purpose Of An Effective Management

TEAM

M A N A G E M E N T

Q A , R I S K , F I N A N C E , …

A U D I T

G O V E R N A N C E

L I N E S O F D E F E N C E A R E

P R O T E C T I N G T H E I N N E R C I R C L E

F R O M O U T S I D E . T H E Y A R E N O T

M I C R O - M A N A G I N G T H E I N N E R C I R C L E S .

S I N G L E L I N E O F D E F E N C E

When You Are Free Enough, You Can Remove 2 Circles

TEAM

L E A D E R S H I P

G O V E R N A N C E

L I N E S O F D E F E N C E A R E

P R O T E C T I N G T H E I N N E R C I R C L E

F R O M O U T S I D E . T H E Y A R E N O T

M I C R O - M A N A G I N G T H E I N N E R C I R C L E S .

When You Are Ready, You Don’t Need Them Anymore

TEAM

‹#›‹#›

Adaptation of different HR and Leader’s instruments in Agile workspace

05

Measuring Behaviour (Belbin)

65

BEHAVIOUR

P E R S O N A L I T Y

M E N TA L A B I L I T I E S

C U R R E N T VA L U E S &

M O T I VAT I O N S

F I E L D C O N S T R A I N T S

E X P E R I E N C E

R O L E L E A R N I N G

O V E R P R O D U C I N GT R A N S P O RTAT I O N

D E F E C T STA L E N T S

WA I T I N G

O V E R P R O C E S S I N G

M O T I O N

P O O RG O O D G O O D

G O O D

G O O D

I N V E N T O RY

‹#›‹#›

Dare for motivation

+ What is our higher purpose? + Measuring autonomy + Target mastery + Binding the three + Moving motivators 04

‹#›‹#›

+ What is our higher purpose?

4.1

‹#›‹#›

+ Measuring autonomy

4.2

‹#›‹#›

+ Target Mastery

4.3

‹#›‹#›

+ Binding the three

4.4

‹#›‹#›

+ Moving motivators

4.4

‹#›

Let’s try a game on what motivates you…

Moving Motivators From Management 3.0

‹#›

‹#›‹#›

Agile Organisations

+ leadership actions + aligning management processes with leadership actions 05

The Beyond Budgeting

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!

Beyond Budgeting Principles

77

LEADERSHIP ACTIONS

ALIGNING MANAGEMENT PROCESSES WITH LEADERSHIP ACTIONS

1

2

‹#›‹#›

+ Leadership Actions

5.1

79

GOVERNANCE

&

TRANSPARENCY

VA L U E SG O V E R N T H R O U G H A F E W C L E A R VA L U E S , G O A L S A N D B O U N D A R I E S ; N O T D E TA I L E D R U L E S A N D B U D G E T S

P E R F O R M A N C EC R E AT E A H I G H - P E R F O R M A N C E C U LT U R E B A S E D O N R E L AT I V E S U C C E S S ; N O T M E E T I N G F I X E D TA R G E T S

T R A N S PA R E N C YP R O M O T E O P E N I N F O R M AT I O N F O R S E L F - M A N A G E M E N T; D O N ’ T R E S T R I C T I T H I E R A R C H I C A L LY

ACCOUNTABLE

TEAMS

O R G A N I Z AT I O N

A U T O N O M Y

A C C O U N TA B I L I T Y

O R G A N I Z E A S A N E T W O R K O F L E A N , A C C O U N TA B L E T E A M S ; N O T A R O U N D C E N T R A L I Z E D F U N C T I O N S

G I V E T E A M S T H E F R E E D O M A N D C A PA B I L I T Y T O A C T; D O N ’ T M I C R O - M A N A G E T H E M

F O C U S E V E RY O N E O N I M P R O V I N G C U S T O M E R O U T C O M E S ; N O T O N H I E R A R C H I C A L R E L AT I O N S H I P S

‹#›‹#›

+ aligning management processes with leadership actions

5.2

81

PLANNING &

CONTROLS

P L A N N I N G

C O O R D I N AT I O N

C O N T R O L S

M A K E P L A N N I N G A C O N T I N U O U S A N D I N C L U S I V E P R O C E S S ; N O T A T O P - D O W N A N N U A L E V E N T

C O O R D I N AT E I N T E R A C T I O N S D Y N A M I C A L LY; N O T T H R O U G H A N N U A L P L A N N I N G C Y C L E S

B A S E C O N T R O L S O N R E L AT I V E I N D I C AT O R S A N D T R E N D S ; N O T VA R I A N C E S A G A I N S T P L A N

RESOURCE

MANAGEMENTR E S O U R C E S M A K E R E S O U R C E S AVA I L A B L E A S N E E D E D ; N O T

T H R O U G H A N N U A L B U D G E T A L L O C AT I O N S

GOALS &

REWARDS

G O A L SS E T R E L AT I V E G O A L S F O R C O N T I N U O U S I M P R O V E M E N T; D O N ’ T N E G O T I AT E F I X E D P E R F O R M A N C E C O N T R A C T S

R E WA R D S R E WA R D T E A M - B A S E D S U C C E S S B A S E D O N R E L AT I V E P E R F O R M A N C E ; N O T O N M E E T I N G F I X E D TA R G E T S

‹#›‹#›

Designing the Organisation into smal performance teams

06


BI N P U T O U T P U T

T R U E N O RT H

G E M B A

A A A A A A

A A A A A A A

A

VA L U E L I N K E D T O T R U E N O RT HA

VA L U E L I N K E D T O T R U E N O RT H

Gemba = Customer FeedbackI N P U T

T R U E N O RT H

G E M B A

A A A A A A

A A A A A A A

A

A

C U S T O M E R F E E D B A C K C O L L A B O R AT I O N

O U T P U T

B

‹#›‹#›

Fearless Change

+ Fearless Change Patterns + Fearless Journey Game 07

‹#›‹#›

+ Fearless Change Patterns

7.1

88

ASK FOR HELP

BIG JOLT

BRIDGE-BUILDER

BROWN BAG

CHAMPION SKEPTIC

CONNECTOR

CORPORATE ANGEL

C O R R I D O R P O L I T I C S

D E D I C AT E D C H A M P I O N

D O F O O D

E - F O R U M

E A R LY A D O P T E R

E A R LY M A J O R I T Y

E VA N G E L I S T

E X T E R N A L VA L I D AT I O N

F E A R L E S S

G R O U P I D E N T I T Y

G U R U O N Y O U R S I D E

G U R U R E V I E W

H O M E T O W N S T O RY

I N Y O U R S PA C E

I N N O VAT O R

I N V O LV E E V E RY O N E

J U S T D O I T

J U S T E N O U G H

J U S T S AY T H A N K S

LOCAL SPONSOR

LOCATION, LOCATION, LOCATION

MENTOR NEXT STEPSPERSONAL TOUCH

PIGGYBACK

PLANT THE SEEDS

THE RIGHT TIME

R O YA L A U D I E N C E

S H O U L D E R T O C RY O N

S M A L L S U C C E S S E S

S M E L L O F S U C C E S S

S TAY I N T O U C H

S T E P B Y S T E P

S T U D Y G R O U P

S U S TA I N E D M O M E N T U M

TA I L O R M A D E

T E S T T H E WAT E R S

T I M E F O R R E F L E C T I O N

T O K E N T R I A L R U N W H I S P E R I N T H E G E N E R A L’ S E A R

‹#›‹#›

+ Fearless Journey Game

7.2

90

‹#›‹#›

Conclusion

08

P I E R R E E . N E I S W W W. W E C O M PA N Y. M E

W W W. U P WA R D . C O N S U LT I N G P I E R R E @ W E C O M PA N Y. M E @ E L P E D R O M A J O R

92

TH I S I S O N LY O N E R E L EA S E .

STAY TU N E D , W E W I L L I M P RO V E IT O N R EG U L A R BA S I S H E L P S YO U R F E E D BA C K .

P I ERR E

http://www.wecompany.me

http://www.upward.consulting

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