In the beginning everything is very simple: flat (because non-existent) hierarchy, open doors, and teamwork. The larger the company is, the more employees demand for “”professionalization”". Roles and hierarchies are defined, meanwhile the company solidifies. Instead of having fun, employees suffer in neverending meetings. Is that necessary? How do you remain mobility, lightness and fun while growing business?

1. BERATUNG
JUDITH
ANDRESEN
Growing business changes behaviour | Talk
Agile on the Beach | September 06, 2013
COMPANY CULTURE
UNDER PRESSURE

2. Project Coaching
Consulting
Project Audits
judithandresen.com
@janosch007
BERATUNG
JUDITH
ANDRESEN
BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE2 | More Presentations
REMARKS
LINKS

3. BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE3
RULES FOR THIS TALK
_ Tweet @janosch007
_ Ask, if you have questions
_ Coaching

4. BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE
WHO IS THIS TALK FOR?
_ Dan North: „Agile doesn‘t scale“
_ „We used to be a wonderful company. That‘s
gone.“
4
Understand how growing company size
impacts your behaviour and deal with it

5. How do we behave in groups
Typical tacit assumptions about work
What to Do
BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE6
@janosch007

6. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
We have always organized ourselves
in groups
7

7. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
3
8
Information flow
Decisions
Roles

8. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
_ Cross functional, open communication
_ No explicite processes
_ No hierarchy*
(but: alpha-, beta-, omega-voices)
9
IN THE BEGINNING
Managing
Organizing
*Last decision
through founder

9. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
_ Sharing a common goal
_ Frequent, informal meetings & offers of help
10
TRACK & TARGET

10. _ Members share
we-feeling.
_ There is an atmosphere
of trust.
_ Team members aim to a
shared goal.
_ The goal of the team is
more important than
personal goals.
_ Team members know
tasks, roles and status of
each other
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
A PERFECT TEAM
11

11. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
8
12

12. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
The best architectures, requirements, and designs
emerge from self-organizing teams.
13
11TH PRINCIPLE
| Agile Manifesto

13. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
SOME MATHEMATICS IN RELATIONSHIPS
14
2 employees / 1 Relationship
5 employees / 10 Relationships
10 employees / 45 Relationships
20 employees / 190 Relationships
We need structure!
We need responsibilities!
n(n-1)/2

14. A new role: team leader*
* Invent a role title
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN15

15. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
25
16

16. Organizing
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
Group
Organization
17
Managing

17. Processes
Policies
Practices
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN18

18. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
Us against them
19 | Who do we trust? Beware of your brain, Linda Rising

19. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN20
SCIENTIFIC MANAGEMENT (TAYLORISM)
I. Seperates "Plan" / "Work" (white / blue collar)
II. Specialists for discrete, unambiguous work
III. Different payment (piece rate)
IV. Time & motion studies
V. Definition of the daily workload

20. Scientific Mangement focuses on planning*
*Stop Thinking!
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN21

21. INTERDISCIPLINARY SUCCESS OF PROJECTSBERATUNG JUDITH ANDRESEN22
AGILE MOVEMENT
| http://www.morguefile.com/archive/display/682878
Cross functional Self reflecting / Feedback
Transparency Self Organizing

22. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
80?
23

23. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
A lot of organizations grow up to this size
24 | Who do we trust? Beware of your brain, Linda Rising
8 x 8 + 8 + Y

24. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
I. Goal setting through the board
II. Task management by the board
III. Micro management
25
COMMAND & CONTROL
| Agile Manifesto

25. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
MOTIVATION KILLER #1
MOVING TARGET & CONTROL
26

26. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
147.5
27

27. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
Dunbar's number is a suggested cognitive
limit to the number of people with whom one
can maintain stable social relationships.
These are relationships in which an individual
knows who each person is and how each
person relates to every other person.
28 | Dunbar's number

28. How do we behave in groups
Typical tacit assumptions about work
What to Do
BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE29
@janosch007

29. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN30
„This is how we do things around here“
| D. Bright und B. Parkin (1997), Human Resource Management – Concepts and Practices

30. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN31
3 LEVELS OF COMPANY CULTURE
Values
Support "Fast"Loyalty
Artifacts
Rituals ProductsUniforms
Tacit assumptions
Nature BusinessHuman beings
| http://en.wikipedia.org/wiki/Organizational_culture (Schein‘s Model)
Physical artifacts
Behaviour (Rituals, Stories)
We can talk about it!

31. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN32
The corporate culture is deeply rooted in
corporate behaviour.
It is based on the tacit assumptions ​​of all
employees.

32. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
Every (new) employee‘s thoughts and
assumptions affect the company culture
33

33. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN34
#01
The founder has the right
to change any process at any time

34. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN35
#02
It worked for two years.
It‘s a perfect process.
We just need to follow the rules

35. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN36
#03
If we did { SCRUM | Kanban | XP }
as it is described in the textbook,
the process would succeed

36. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN37
#04
We are doing a great job.
The client is an idiot

37. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN38
#05
I am not professional
when I share my emotions

38. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN39
#06
We need to grow

39. How do we behave in groups
Typical tacit assumptions about work
What to Do
BERATUNG JUDITH ANDRESEN COMPANY CULTURE UNDER PRESSURE40
@janosch007

40. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
TALK !
41
Processes
Practices
Policies

41. panic
learning
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
DISCOVER THE LEARNING ZONE
_We prefer to stay in the
comfort zone
_Organizations need to
enter the learning zone
_We fall back to old
habits in the panic zone
42
comfort
Zone
| http://sethsandler.com/productivity/3-zones/

42. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
Introspect your team / company behaviour
in retrospectives
43

43. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
OPEN SPACE MEETINGS
44

44. _ Follow the agile path
_ transparency
_ self organization
_ feedback
_ Open Daily Meeting
_ Open Priority Meeting
_ Monthly Vision Meeting
_ Quarterly Company
Meeting
_ Meta KanbanBoard for
the company
COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN45
META COMMUNICATION

45. COMPANY CULTURE UNDER PRESSUREBERATUNG JUDITH ANDRESEN
IN A NUTSHELL
46 | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/
Organizational change: groups with a max. of 8 persons
Check & change: processes, practices, policies
Define information flow + communication between groups

46. BERATUNG
JUDITH
ANDRESEN
www.judithandresen.com/blog/vortrag/
Image: Alexander Stielau
QUESTIONS?