Agile4HR Istanbul

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

    Agile4Hr1

  • 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, its a mindset, a culture.

    So far corporate culture is in the hands of Human Resources, its 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 RTTA 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 Leaders 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

    Lets talk about agile!

    Why change? The points for Agile HR

    Dare for Motivation

    01 02 03 04I N T R OPages 137159Pages 99136Pages 3798Pages 936Pages 38

  • # 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 137159Pages 99136Pages 3798Pages 936

  • ##

    Lets 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 S

    I 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

    utility

    of th

    e para

    digm

    time

    mass production, automation & commoditisation

    mass customisation, scalable & reliable technology &

    communication

    collaboration de masse, informatique sociale

    gnralise, 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. Schneiders

    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

    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