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 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 M M O D O M AT T I S D A P I B 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
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
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
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 !
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
‹#›‹#›
Why change?
+ old way, new way and evolution + systemics + No management! + from Leadership to Servant Leadership + coaches and mentors 02
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 "
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
31O 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
What Is The Real Communication In The Organisation?
32O 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
O F F I C I A L
REAL
If You Look Really Deep How Communication Works…
33O 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
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
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
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
Company Value Stream
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
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
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
‹#›‹#›
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
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
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 .
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
‹#›‹#›
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
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
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
Company Value Stream
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
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
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