Organic agilty

www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
ORGANIC Agility
A strategic approach to achieve higher levels of organizational resilience, leveraging agile values
and principles…

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com
@agile42/coaches
CAL
@tumma72

Who we are
• Started in 2007, as an international
group of passionate people
• Focussed since then in making every
workplace more livable and engaging
• Completely self-managed, no
department, no fixed roles, no HR, no
Controlling…
• Very high qualified people (highest
amount of CECs, CTCs, CSTs and CAL
Educators in a single company
worldwide)

agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2017.
Experience makes the difference.
We recognize that your organization and culture are unique, which
implies a unique implementation of any new methods like Scrum or
Kanban.
Our eﬀective combination of leadership coaching, knowledge transfer,
team training, coaching on the job and practical tools is the basis for your
success, as it has been for many other international customers.
agile42 has helped enterprises such as Nokia, Sony, ABB Group, Ericsson,
Avea and Siemens successfully and sustainably transition to agile.
agile42 also helped startups to grow faster and healthier, good examples
are: Fyber, Babbel and Sipgate.

The World around us is changing
faster than we think…

Technology is often one of the main
drivers in this change…

To survive organizations need to be
adaptable, flexible, nimble… agile!

https://www.youtube.com/watch?v=JOq-5D4gm0U

“The best requirements, architecture and
designs, emerge from self-organizing
teams”
(Agile Manifesto, 2001)

Self-organizing teams require a new
type of leadership, with core capabilities
of: focusing, designing, facilitating,
changing

Experiences
Beliefs
Actions
Results
Culture
Manage
Lead
The “Results Pyramid” is copyright of Partners in Leadership LLC
shift
the
balance
coaching is an ongoing
long term investment

Leadership Development
Expert Achiever Catalyst
A doer, still very operational,
demonstrates competence,
mentors others to do the job.
Understands that to grow
further needs to develop the
team.
Catalyzes growth and success by
moving beyond existing boundaries
and acting as strategic enabler

Agile Leadership and Organization (1/5)
Leader’s Skills
•Technical Expert
•Planner & Organizer
•Delegator
•Controller
Characteristics
•Controlling
•Individual Evaluation
•Individual Reward
Hierarchical

Leader’s Skills
•Group Communication
•Problem Solver
•Conflict Resolution
•Group Dynamic
Characteristics
•Participative
•Individual Evaluation
•Individual Reward
Enlightened

Leader’s Skills
•Facilitator
•Leader
•Conflict Resolution
Characteristics
•Participative
•Collaborative
•Team Evaluation
•Team Reward
Shared

Leader’s Skills
•Coach
•Benchmarking
Characteristics
•Collaborative
•Peer Evaluation
•Team Reward
Coordinated

Leader’s Skills
• Strategic Planner
Characteristics
•Empowered
•Peer Evaluation
•Team Reward
•Team Recruitment
Agile

“Don’t copy the tools, copy the
principles.”
- Dr. W. Edwards Deming, 1972

Organizational resilience: is the capability of an organization
to react to unknown challenges and volatility by co- evolving
with the change into a new and improved stable state.
Growing autonomy: means investing in growing people to
enable them to act more autonomously and consciously
within and for the organization. Good as well as fast decisions
needs to be made constantly, and autonomously within the
organization to allow fast feedback and reaction time.
Nurturing an inter-dependent culture: requires enabling
communication between diﬀerent groups and people within
the organization. Increasing transparency and encouraging
development of interpersonal relationship outside of team
and group boundaries accelerate reaction times. Cultural
coherence deepens and with it the understanding about how
to act in everyone’s interest.

1st Principle: increase cultural
awareness and coherence
Organizational culture exists and manifests in the form of behaviors, habits, parables,
sacred stories, failure stories. By making these explicit, awareness will increase and
coherence will emerge. Culture is a lagging indicator, and can be used to measure the
behaviors which are successful the stories which are followed and the habits which stick. If
these qualities are measurable we can act aiming and promoting more of the stories we
like, and less of those stories we don’t like. The same applies to behaviors, and habits.
These can be fostered through rituals

“This is how we do things around here…”
Culture is the set of behaviors that have been
established and accepted within an organization

Culture Type: Hierarchy
Orientation: Controlling
Leader Type: Coordinator, Monitor,
Organizer
Value Drivers: Efficiency, Timeless,
Consistency and Uniformity
Theory of Effectiveness: Control and
efficiency with capable processes produce
effectiveness
Culture Type: Market
Orientation: Competing
Leader Type: Hard driver, Competitor,
Producer
Value Drivers: Market share, Goal
achievement, Profitability
Theory of Effectiveness: Aggressively
competing, customer focus produce
effectiveness
Culture Type: Adhocracy
Orientation: Creative
Leader Type: Innovator, Entrepreneur,
Visionary
Value Drivers: Innovative outputs,
Transformation, Agility
Theory of Effectiveness: Innovativeness,
vision, and new resources produce
effectiveness
Culture Type: Clan
Orientation: Collaborative
Leader Type: Facilitator, Mentor, Team
Builder
Value Drivers: Commitment,
Communication, Development
Theory of Effectiveness: Human
development and participation produce
effectiveness
Flexibility & Discretion
Stability & Control
Internalfocus&Integration
Externalfocus&Differentiation
Organizational Culture Profile (CVF)

Agile Values &
Principles
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan Most of the organization today have a
strong Hierarchy oriented proﬁle
They struggle to introduce a more agile
and lean approach to work, because the
hierarchical culture is not supportive of
agile values and principles

Most of the organization today have a
strong Hierarchy oriented proﬁle
They struggle to introduce a more agile
and lean approach to work, because the
hierarchical culture is not supportive of
agile values and principles
To create the right context to move
toward a more agile and lean culture, we
need to transition toward Clan or Ad-
Hocracy
10
20
30
40
50
60
10
20
20
20
10
10
30
40
50
60
30
40
50
60
30
40
50
60
Ad-hocracy
Hierarchy
M
arket
Clan

“If you can make
culture explicit, you
can agree where you
stand, and where you
want to go…”
There are two ways to encourage speciﬁc behaviours within an
organization:
1. Story telling and role-modeling (e.g: empathy and
tradition, walk the talk, common jargon)
2. Ritualization (e.g: Scrum events, Ritual Dissent, Open
Space)

Clan
Hierarchy
Ad-hocracy
Market
Leader Type
Clan
Hierarchy
Ad-hocracy
Market
Quality Strategies
Clan
Hierarchy
Ad-hocracy
Market
Theory of Effectiveness
Clan
Hierarchy
Ad-hocracy
Market
Value Drivers
•Diﬀerent dimensions contributing to
cultural development can be
compared
•It is possible to clearly see the
overlapping areas, and understand
how far is the overall culture from
being coherent
•It is easier to find “adjacent possibles”
toward which to shift the culture to
facilitate coherence, before embracing
a transition towards a new profile
•It is possible to compare diﬀerent
areas of an organization including
currently running experiments
OrgScan

2nd Principle: base situational
assessment and decision making
on the context
Understanding the context is key to be able to identify the right approach. Depending on
the context, the assessment of the situation and the way the decision-making process will
be implemented varies significantly

Complicated
Obvious
Chaotic
Complex
sense-analyse-respond
sense-categorise-respond
probe-sense-respond
act-sense-respond
Governing constraints
Fixed constraints
Enabling constraints
no effective constraint
Good Practice
Best Practice
Novel Practice
Emergent Practice
Cyneﬁn Framework
•It’s a Sense-making Framework means that the
data comes before the model, contrary to
categorization where the model comes before the
data.
•It has 5 domains which are separated by
boundaries. On the right side there are Ordered
domains which have hard defined boundaries, on
the left side Unordered domains which have
permeable and overlapping boundaries.
•Each domain is defined by recognizable
behaviours supporting decision making
processes, and are defining diﬀerent contexts
•The grey area in the middle is called Disorder and
indicates that we aren’t able to make sense of a
specific situation

Complicated
Obvious
Chaotic
Complex
Cyneﬁn Framework
• Learning Loop: allows to learn and
consolidate the learnings (e.g.: Scrum,
Experimentation…);
• Innovation Loop: shallow dive into
controlled chaos to allow innovation to
emerge by removing constraints;
• Standardization: acquired knowledge is
commoditized into standard usage
procedures;
• Entrenched Expertise: experts are stuck
into their models, and underestimate the
complexity, dive into disorder and
recover through complexity
• Fall into Chaos: over-simplification,
causes chaos and recovery is very
expensive
Learning
Standardization
Entrenched
Expertise
Fall into chaos
Innovation

Obvious Domain
Situational analysis: isn’t necessary as in
this domain things are self-evident.
Decision making: Rules based, where rules
are understandable and applicable by
everybody. A review process will grant that
decisions are consistent with the rules.

Complicated Domain
Situational analysis: is done by experts or
peers, and it is validated through peer
reviews.
Decision making: rules & process based,
where rules are understandable and
applicable only by experts. Peer to peer
reviews will provide insights on how to
improve outcomes, and iterations will help
improve decisions.

Complex Domain
Situational analysis: is distributed, actions
are distributed (to probe faster) and
decisions based on actions are happening
in real-time and distributed.
Decision making: direction decisions and
respond decisions are centralized, to keep
coherence in an environment in which a lot
of unexpected outcomes and unintended
consequences will emerge.

Chaotic Domain
Situational analysis: isn’t possible.
Decision making: draconian decision
making is necessary to provide a minimal
level of coherence. A bad decision which
leaves options open is better than no
decision at all. Decisions need to be taken
very fast.

3rd Principle: focus on value
creation
Your organization supports the creation of value. The traditional approach has been to
optimize organizations to support the management of the business, versus value delivery
to customers and stakeholders. Identify what is value, and evolve the organization to
eﬀectively create it, whilst removing waste and making adjustments to streamline the
simplest path to delivery.

The matrix organization…
SubSystem1
SubSystem2
Quality
Infrastructure
Operations
PMO
Project 1
Project 2
Project 3
… optimized for utilization, not value delivery…
Handovers and coordination
Value
Client
Push in the lines

Stream 1
Stream 2
Stream 3
The agile organization…
SubSystem1
SubSystem2
SubSystem3
Infrastructure
Operations… optimized for value delivery and time to market
Value
Client
Pull on the streams

Opportunity Canvases to create context and focus on Customer Value…
Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (BY), non commercial usage (NC) and
share alike (SA) options. You can reuse and modify the template, but you will always have to leave the logo on it.
OpportunityName (title)
1. Opportunity 2. Customer Segments
What is the problem to be solved? What type of customers & users will
benefit from this solution?
How is the customer solving the
problem right now?
3. Possible Solution
What are the key points of a possible
solution to the presented problem?
4. Benefits
What are the benefits for the
customers?
6. Measuring Success
What metrics will be best measure the
success of the feature?
5. Business Readiness
What steps are required from the
business side to be able to use this
capability?
7. Cost of Delay
Which profile better represent the cost
of delay (CoD)?
8. Costs Structure
How does the cost structure look like for such a feature? One time, ongoing
costs, contractors expenses, development costs?
9. Value to Customer and Business
What are the expected incremental revenue for selling this feature, and what are
the strategic and tactical benefit? What are the intangible values (usability,
performance, customer knowledge obtained...)
Opportunity Owner (name)

Regular synchronization events in
front of the portfolio board, allow for
better decision making…

Uniﬁed Portfolio and Program System
to increase transparency, to visualize
Customer Value and dependencies

Clear Policies allow everyone to both
understand and contribute to the
work very quickly, value is key…

4th Principle: validate changes in
small increments
Change is diﬀicult and confronting. Validate changes with small safe-to-fail
experiments, executed at regular intervals, to reduce resistance and minimize the
waste of two coexisting systems of work, whilst gradually incorporating validated
learnings. A portfolio of safe-to-fail experiment will help emerging options that can
then be vetted and tested, before being implemented, significantly reducing risk.

The traditional approach to change management…
…focused on standardization, before stabilization…
t
Design
Documentation
Rollout
Fix Issues
> 9-10 months…

The agile approach to change management…
…focused on stabilization with emergent standardization…
Design
Rollout
Doc
Rollout
Doc
Rollout
Doc
Coach
≤ 12 weeks t
Design Coach
Rollout
Doc
Rollout
Doc
Experimentations allows
for better approaches to
emerge

Goal PSF
NC
Agile Strategy Map™
Deﬁne the
Goal we want
to achieve
Possible Success Factor
(PSF) represents a
hypothesis about a key
factor that would enable
us to achieve the Goal
Necessary Condition
(NC): what is needed in
order to fulﬁll the
Success Factor

Strategy Map from March 2014
The Goal for 2015 has been
established
The Transition Team identiﬁed
at least 7 PSFs that would
provide a powerful leverage to
achieve the ﬁnal Goal

Strategy Map June 2014
Break out groups
worked on detailing the
various PSFs into
actionable experiments
to validate the
hypothesis for
organizational
improvement
Safe-To-Fail
Experiments

Strategy Map from
Mai 2016
-> strategic
alignment within
project with multiple
agile teams
Tactical board to the Strategy Map
-> created for alignment on tactical
actions related to each Success
Factor

Strategy Map from
Mai 2016
-> presenting relation
from GOAL and
company Vision
Tactical board to the Strategy Map
—> focus only on 2 main Success
Factors

5th Principle: optimize the ﬂow
Dependencies are a symptom of an over synchronized system design. They carry the
excessive burden of coordination, handovers and plans which dramatically increase the
transaction costs. Design a decoupled system which removes unnecessary synchronization
and establishes eﬀective working agreements which grant collective responsibility and
ownership. Inter-dependence between teams emerges based on needs, and it is temporary.
This allows for minimal alignment while remaining strongly coherent through principles.

t
Project 2
Project 3
Project 1
The plan driven organization… Synchronization of
all Projects for a
release, decreases
efficiency and
increases
coordination costs
Release
Pm 3
Pm 1
Pm 2
…fixed scope and fixed date…

t
The agile organization… De-synchronization
of development
teams to reduce
cost of release
…variable scope and variable date…
Feature A
Release
Team 1
Team 2
Team 3
Team 4
Feature B
Release Release
Feature C
Release
Feature D
Release
Feature E

Release incrementally,
with higher quality
Automated testing
in short cycles
Delivered
serviceable Product
in just 2 months

Continuos Integration & Delivery…
Switch from big
product releases to
incremental change,
every feature is
released on all
platforms
“Focusing on one Feature at
a time allowed for faster
feedback also involving
stakeholders was easier…
deliver fast to learn fast”

Copyrights notice
All material produced in this presentation is protected by the Creative Common
License 4.0 (by-nc-sa).
The brands and logos of agile42, Enterprise Transition Framework ETF (http://agile42.com/etf/), Team Coaching Framework TCF
(http://tcf.agile42.com/) and Agile Strategy Map (http://www.agile42.com/en/agile-transition/agile-strategy-map/) are Copy Rights and
Trademarks of agile42, and agile42 International and can’t be reused without written authorization. The OrgScan has been jointly developed
by Cognitive Edge and agile42 International, SenseMaker® is a registered trademark of Cognitive Edge.

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