Agile4HR Istanbul

  • Published on
    20-Jul-2015

  • View
    261

  • Download
    1

Embed Size (px)

Transcript

<ul><li><p>I S TA N B U L W O R K S H O P0 8 . 0 5 . 1 5</p><p>Agile4Hr1</p></li><li><p>A D I P I S C I N G M O L L I S P U R U</p><p>C O M M O D O M AT T I S D A P I B U S</p><p>C O N S E C T E T U R E G E S TA S C U R S U S</p><p>C O M M O D O M AT T I S D A P I B U S</p><p>C O N S E C T E T U R</p><p>E G E S TA S C U R S U S</p><p>C O M M O D O M AT T I S D A P I B U S</p><p>E G E S TA S C U R S U S</p><p>D A P I B U S</p><p>C O N S E C T E T U R</p><p>2</p></li><li><p>Who Am I?</p><p> Senior Lean Agile Coach Senior Scrum Coach &amp; Trainer Agile Management Catalyst Father, Brother &amp; Son</p><p>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</p></li><li><p>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. </p><p>The concept of work has completely evolved since to something more transversal, more organic placing people to the centre of this new system. </p><p>Agile is neither a methodology nor a process, its a mindset, a culture. </p><p>So far corporate culture is in the hands of Human Resources, its time to hack the old way of doing things. </p><p>4</p></li><li><p>What Is Hr?</p><p>5</p><p>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</p><p>R E C R U I T M E N T</p><p>T R A I N I N G</p><p>P E R F O R M A N C E A P P R A I S A L</p><p>R E WA R D I N G</p><p>PAY &amp; B E N E F I T S</p><p>C O L L E C T I V E B A R G A I N I N G</p><p>G O V E R N M E N T L AW S</p><p>STRATEGIC MANAGEMENT OF THE WORKFORCEM E R G E R S &amp; 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</p><p>S U C C E S S I O N P L A N N I N G</p><p>I N D U S T R I A L &amp; L A B O R R E L AT I O N S</p><p>D I V E R S I T Y I N C L U S I O N</p><p>ORGANISATION PSYCHOLOGY</p><p>EMPLOYEE TURNOVER</p></li><li><p>C H A L L E N G E F O R H R</p><p>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</p><p>C U LT U R E</p><p>L E A D E R S H I P</p><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</p><p>C H A N G E M A N A G E M E N T</p><p>6</p></li><li><p>Table Of Content</p><p>7</p><p>+ old way, new way and evolution + systemics + No management! + from Leadership to Servant Leadership + coaches and mentors </p><p>+ 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 </p><p>+ what is your higher purpose? </p><p>measuring autonomy? + target mastery + binding the three </p><p>+ moving motivators </p><p>+ the concept and hidden values + working in fast growing world + sense making culture </p><p>Lets talk about agile!</p><p>Why change? The points for Agile HR</p><p>Dare for Motivation</p><p>01 02 03 04I N T R OPages 137159Pages 99136Pages 3798Pages 936Pages 38</p></li><li><p># Duarte, Inc. 2014</p><p>+ designing the organisation into small high performance teams</p><p>+Fearless Change Patterns </p><p>+ Fearless Journey Game</p><p>TABLE OF CONTENTS </p><p>+ leadership actions + aligning management processes with leadership actions </p><p>Agile organisations</p><p>Designing the organisation</p><p>Fearless Change</p><p>Conclusion</p><p>05 06 07 04Pages 137159Pages 99136Pages 3798Pages 936</p></li><li><p>##</p><p>Lets talk about Agile!</p><p>+ the concept and hidden values + working in a fast growing world + sense making culture 01</p></li><li><p>Agile?</p><p>10</p><p>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+</p><p>W O R K I N G S O F T WA R E+</p><p>C U S T O M E R C O L L A B O R AT I O N+</p><p>R E S P O N D I N G T O C H A N G E+</p><p>P R O C E S S E S A N D T O O L S-</p><p>C O M P R E H E N S I V E D O C U M E N TAT I O N-</p><p>C O N T R A C T N E G O T I AT I O N-</p><p>F O L L O W I N G A P L A N-</p></li><li><p>#|</p><p>WE INCREASE RETURN </p><p>ON INVESTMENT BY </p><p>MAKING CONTINUOUS </p><p>FLOW OF VALUE OUR </p><p>FOCUS.</p><p>WE DELIVER RELIABLE </p><p>RESULTS BY ENGAGING </p><p>CUSTOMERS IN </p><p>FREQUENT </p><p>INTERACTIONS AND </p><p>SHARED OWNERSHIP. </p><p>WE EXPECT </p><p>UNCERTAINTY AND </p><p>MANAGE FOR IT </p><p>THROUGH ITERATIONS, </p><p>ANTICIPATION, AND </p><p>ADAPTATION.</p><p>WE BOOST </p><p>PERFORMANCE THROUGH </p><p>GROUP ACCOUNTABILITY </p><p>FOR RESULTS AND </p><p>SHARED RESPONSIBILITY </p><p>FOR TEAM </p><p>EFFECTIVENESS. </p><p>WE UNLEASH CREATIVITY </p><p>AND INNOVATION BY </p><p>RECOGNIZING THAT </p><p>INDIVIDUALS ARE THE </p><p>ULTIMATE SOURCE OF </p><p>VALUE, AND CREATING </p><p>WE IMPROVE </p><p>EFFECTIVENESS AND </p><p>RELIABILITY THROUGH </p><p>SITUATIONALLY SPECIFIC </p><p>STRATEGIES, PROCESSES </p><p>AND PRACTICES. </p><p>[ 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 .</p></li><li><p>Agile Make It Easy</p><p>12</p><p>D E L I V E R AT L A S T E A C H M O N T H</p><p>I N S P E C T A N D A D A P T</p><p>T R E AT P E O P L E A S A D U LT S</p><p>A S K T H E T E A M</p></li><li><p>##</p><p>+ The concept and hidden values</p><p>1.1</p></li><li><p>What Works Best!</p><p>14</p><p>1 2</p><p>3</p></li><li><p>Hidden Objectives Of Agile</p><p>C U S T O M E R S AT I S FA C T I O N</p><p>C O N T I N U O U S I M P R O V E M E N T</p><p>S E L F O R G A N I Z AT I O N</p><p>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</p><p>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</p><p>I T E R AT I O N SS U S TA I N A B L E PA C E</p><p>B I Z &amp; D E V W O R K I N G </p><p>T O G E T H E R</p><p>M O T I VAT E D I N D I V I D U A L S</p><p>C L E A R C O M M U N I C AT I O N</p><p>15</p></li><li><p>##</p><p>+ Working in a fast growing world</p><p>1.2</p></li><li><p>17</p><p>FA S T S L O W</p></li><li><p>18</p><p>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 . </p><p>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 .</p><p>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</p></li><li><p>19</p><p>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 !</p></li><li><p>##</p><p>+ Sense making culture</p><p>1.3</p></li><li><p>Cognive Edge</p><p>COMPLICATED</p><p>COMPLEX</p><p>SIMPLE</p><p>utility</p><p> of th</p><p>e para</p><p>digm</p><p>time</p><p>mass production, automation &amp; commoditisation</p><p>mass customisation, scalable &amp; reliable technology &amp; </p><p>communication </p><p>collaboration de masse, informatique sociale </p><p>gnralise, mondialisation</p><p>S C I E N T I F I C M A N A G E M E N T</p><p>S Y S T E M T H I N K I N G</p><p> S E N S E M A K I N G </p><p>Tailor, Drucker</p><p>Hammer, Senge, Kaplan, Nonaka</p><p>Hammer, Senge, Kaplan, Nonaka</p><p>Control of Function</p><p>Control of information</p><p>Ability to situate a networkwaterfall</p><p>LEAN</p><p>AGILE</p><p>21</p></li><li><p>22</p><p>COMPLEX</p><p>S IMP L E</p><p>COMPL I CATED</p><p>CHAOT I C</p><p>PROBE </p><p>SENSE </p><p>RESPOND</p><p>SENSE </p><p>ANALYSE </p><p>RESPOND</p><p>ACT </p><p>SENSE </p><p>RESPOND</p><p>SENSE </p><p>CATEGORISE </p><p>RESPOND</p><p>EMERGENT GOOD PRACT I C ES</p><p>NOVE LBEST PRACT I C E</p></li><li><p>23Once A Week , I Use My Terminal Day</p><p>R . S E M L E R</p></li><li><p>##</p><p>Why change?</p><p>+ old way, new way and evolution + systemics + No management! + from Leadership to Servant Leadership + coaches and mentors 02</p></li><li><p>25</p><p>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</p></li><li><p>26</p></li><li><p>W. Schneiders</p><p>27</p><p>TODAY TOMORROW</p><p>PEOPLE</p><p>PROCESS</p><p>C O L L A B O R AT I O N C U LT I VAT I O N</p><p>C O M P E T E N C EC O N T R O L</p><p>( S Y N E R G Y ) C O A C H &amp; I N T E G R AT E </p><p>C U S T O M E R VA L U E</p><p>( D I S T I N C T I O N ) C ATA LY S E &amp; C U LT I VAT E </p><p>E N A B L E M E N T</p><p>( 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 </p><p>M A R K E T S H A R E</p><p>( 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><p>P R O D U C T E X C E L L E N C E</p><p>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 "</p></li><li><p>K O T T E R</p><p>Our Iceberg Is Melting</p><p>28</p></li><li><p>##</p><p>+ Old way, new way and evolution</p><p>2.1</p></li><li><p>Take A Look At Traditional Organisation Structure</p><p>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</p><p>T E A M L E A D E R</p><p>DIRECTOR</p><p>T E A M L E A D E R</p><p>M A N A G E R</p><p>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</p></li><li><p>Take A Look At Traditional Organisation Structure</p><p>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</p><p>T E A M L E A D E R</p><p>DIRECTOR</p><p>T E A M L E A D E R</p><p>M A N A G E R</p><p>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</p></li><li><p>What Is The Real Communication In The Organisation?</p><p>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</p><p>T E A M L E A D E R</p><p>DIRECTOR</p><p>T E A M L E A D E R</p><p>M A N A G E R</p><p>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</p><p>O F F I C I A L</p><p>REAL</p></li><li><p>If You Look Really Deep How Communication Works</p><p>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</p><p>T E A M L E A D E R</p><p>DIRECTOR</p><p>T E A M L E A D E R</p><p>M A N A G E R</p><p>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</p><p>REAL</p></li><li><p>Can We Say That</p><p>Agile tries to follow the reality of the communication flow of the organisation?</p><p>34</p><p>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 .</p><p>H E N R I K K N I B E R G</p></li><li><p>##</p><p>+ Systemics</p><p>2.2</p></li><li><p>S Y S T E M ?</p><p>C O M P O S E D O F PA RT S</p><p>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</p><p>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</p><p>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</p><p>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 </p><p>E N C A P S U L AT E D</p><p>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</p><p>I S B O U N D E D I N S PA C E </p><p>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</p><p>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</p><p>* S O U R C E W I K I P E D I A</p><p>H A S A B O U N D A RY</p><p>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</p><p>I S B O U N D E D I N T I M E</p><p>R E C E I V E S I N P U T F R O M</p><p>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</p><p>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</p></li><li><p>Sociogram</p><p>38</p><p>M E &amp; M Y E N V I R O N M E N T</p></li><li><p>CollaborationT E A M S</p><p>T E C H SI</p><p>Q A</p></li><li><p>CollaborationSYNC MEETINGS</p></li><li><p>Company Value Stream</p><p>A BVA L U E C R E AT I O N F L O W</p><p>I N P U T O U T P U T</p><p>T R U E N O RT H</p><p>C U S T O M E R</p></li><li><p>Company Value Stream</p><p>A BI N P U T O U T P U T</p><p>T R U E N O RT H</p><p>C U S T O M E R</p><p>A A A A A A</p><p>A A A A A A A</p><p>A</p></li><li><p>##</p><p>+ No management!</p><p>2.3</p></li><li><p>If Everybody Is Managing. Do We Need Management?</p><p>44</p></li><li><p>45</p><p>We are all prisoners of the familiar. Many thingsthe first iPhone, J.K. Rowlings wizardly world, Lady Gagas sirloin gownwere difficult to envision until we encountered them. So it is with organizations. Its tough to imagine a company where </p><p> No one has a boss. </p><p> Employees negotiate responsibilities with their peers. </p><p> Everyone can spend the companys money. </p><p> Each individual is responsible for acquiring the tools needed to do his or her work. </p><p> There are no titles and no promotions. </p><p> Compensation decisions are peer-based. </p><p>Sound impossible? Its 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.</p><p>Beyond Management As Usual</p><p>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</p></li><li><p>##</p><p>+ From Leadership to Servant Leadership</p><p>2.4</p></li><li><p>47</p><p>GOOD LEADERS MUST FIRST BECOME GOOD SERVANTS.R O B E RT G R E E N L E A F</p></li><li><p>Servant Leader Characteristics</p><p>48</p><p>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</p><p>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 </p><p>G R O W T HB U I L D I N G </p><p>C O M M U N I T Y</p></li><li><p>##</p><p>+ Coaches and Mentors</p><p>2.5</p></li><li><p>50</p><p>x</p><p>Coaches &amp; Mentors</p></li><li><p>##</p><p>The points for Agile Human Resources</p><p>+ What is Human Resources in an Agile World? + Influence of Agile works in traditional environment + What is different in Agile according traditional work </p><p>environment? + Building conditions for Agile Work + Adaptation of different HR and Leaders instruments in Agile </p><p>workspace03</p></li><li><p>Theory X, Theory Y (D.Mcgregor) pas de budgtisation </p><p>traditionnelle objectifs relatifs et directionnels planning, prvisions et allocation </p><p>de ressources dynamiques valuation holistique de </p><p>performance</p><p>P R O C E S S U S</p><p>DY</p><p>NA</p><p>MIQ</p><p>UE</p><p>STA</p><p>BIL</p><p>IT</p><p>T H E O R I E YT H O R I E X</p><p>L E A D E R S H I P</p><p> rigide, dtaill et annuels micro-management bas sur des </p><p>rles command-and-control centralis secrets, btons et carottes</p><p> bas sur des valeurs autonomie transparence motivation interne</p><p>BEYOND BUDGETING</p><p>52</p></li><li><p>##</p><p>+ What is Human Resources in an Agile World?</p><p>3.1</p></li><li><p>CollaborationT E A M S</p><p>T E C H SI</p><p>Q A</p></li><li><p>Team Composition</p><p>55</p><p>B U I L D T H E R I G H T T H I N G</p><p>B U I L D T H E T H I N G</p><p>BUILD IT FAST</p><p>P O D E V T E A M</p><p>A G I L E C O A C H / S M</p></li><li><p>Organisation</p><p>56</p><p>B U I L D T H E T H I N G</p><p>D E V T E A M</p><p>BUILD IT FAST</p><p>A G I L E C O A C H / S M</p><p>B U I L D T H E R I G H T T H I N G</p><p>P O</p><p>PRODUCT/SERVICE LINE</p><p>PRODUCT/SERVICE LINEORGANISATION</p><p>O P E R AT I O N A L H RS T R AT E G Y TA C T I C</p></li><li><p>##</p><p>+ Influence of Agile works in traditional environment</p><p>3.2</p></li><li><p>##</p><p>+ What is different in Agile according traditional work environment?</p><p>3.3</p></li><li><p>##</p><p>+ Building conditions for Agile Work</p><p>3.4</p></li><li><p>Communities Of Practise Instead Management Streams</p><p>V O I C E O F T H E C U S T O M E R</p><p>V O I C E O F T H E B U S I N E S S</p><p>V O I C E O F T H E P R O C E S S</p><p>P R O J E C TA R C H I T E C T U R E</p><p>Q AE N T E R P R I S E A R C H I T E C T U R E</p><p>S A P</p><p>C O R P O R AT E C U LT U R E</p><p>A U T O C A D</p><p>. N E T</p><p>EXAMPLE</p></li><li><p>3 N D L I N E O F D E F E N C E</p><p>2 N D L I N E O F D E F E N C E</p><p>1 S T L I N E O F D E F E N C E</p><p>Purpose Of An Effective Management</p><p>TEAM</p><p>M A N A G E M E N T</p><p>Q A , R I S K , F I N A N C E , </p><p>A U D I T</p><p>G O V E R N A N C E</p><p>L I N E S O F D E F E N C E A R E </p><p>P R O T E C T I N G T H E I N N E R C I R C L E </p><p>F R O M O U T S I D E . T H E Y A R E N O T </p><p>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 .</p></li><li><p>S I N G L E L I N E O F D E F E N C E</p><p>When You Are Free Enough, You Can Remove 2 Circles</p><p>TEAM</p><p>L E A D E R S H I P</p><p>G O V E R N A N C E</p><p>L I N E S O F D E F E N C E A R E </p><p>P R O T E C T I N G T H E I N N E R C I R C L E </p><p>F R O M O U T S I D E . T H E Y A R E N O T </p><p>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 .</p></li><li><p>When You Are Ready, You Dont Need Them Anymore</p><p>TEAM</p></li><li><p>##</p><p>Adaptation of different HR and Leaders instruments in Agile workspace</p><p>05</p></li><li><p>Measuring Behaviour (Belbin)</p><p>65</p><p>BEHAVIOUR</p><p>P E R S O N A L I T Y</p><p>M E N TA L A B I L I T I E S</p><p>C U R R E N T VA L U E S &amp; </p><p>M O T I VAT I O N S</p><p>F I E L D C O N S T R A I N T S</p><p>E X P E R I E N C E</p><p>R O L E L E A R N I N G</p></li><li><p>O V E R P R O D U C I N GT R A N S P O RTAT I O N</p><p>D...</p></li></ul>