BOSSA nova: Beyond Agile - Preparing for Digitalization

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The document discusses preparing organizations for digital transformation through an agile approach called BOSSA nova. It proposes values like self-organization, transparency, and continuous learning to promote company-wide agility. Various agile concepts are covered, including beyond budgeting, open space, and sociocracy. The document encourages organizations to try new approaches, learn from failures, and continuously change.

Business

@JuttaEckstein | agilebossanova.org11
Jutta Eckstein, @juttaeckstein
BOSSA nova: Beyond Agile –
Preparing for Digitalisation

@JuttaEckstein | agilebossanova.org22
#agilebossanova
http://agilebossanova.org

@JuttaEckstein | agilebossanova.org3
WHAT? CHALLENGES

@JuttaEckstein | agilebossanova.org4
PRINCIPLES & VALUES

@JuttaEckstein | agilebossanova.org5
Values for Company-wide Agility?
Self-Organization
Transparency
Constant Customer Focus
Continuous Learning

@JuttaEckstein | agilebossanova.org8
Beyond Budgeting
 Beyond command & control
– Toward a management model that is more empowered and
adaptive
 Separate the 3 budget purposes
– Targets
– Forecast
– Resource allocation
 Relative
 Rolling
 Dynamic

@JuttaEckstein | agilebossanova.org9
Open Space
 Self-organization
– Everyone is invited to suggest and work on any idea
 Passion bound by responsibility
– Self-responsible for learning and helping others learn
– Passion follows the overall strategy
 Empowerment
– Anything can happen inspired by anyone

@JuttaEckstein | agilebossanova.org10
Sociocracy
 Equivalence
– Shared decision-making by consent
– Feedback embedded in the structure: double linking

@JuttaEckstein | agilebossanova.org11
Agile
 Continuous learning through feedback:
– Rapidly, regularly, and frequently
– On needs, product, technology, process, quality, …

@JuttaEckstein | agilebossanova.org13
INVITATION TO PROBE

@JuttaEckstein | agilebossanova.org15
Is Trust Cheaper?
 Background:
– Traditional travel expense procedures are burdensome and
assume people can’t be trusted.
 Hypothesis:
– Such procedures cost more than they save and are
demoralizing.
 Experiment:
– Pre-survey and audit. Try for three months in a few units
with other units as controls. Post-survey and audit.

@JuttaEckstein | agilebossanova.org16
Failures are Opportunities

@JuttaEckstein | agilebossanova.org19
BOSSA nova for Company-wide Agility
 Never stop…
– …trying
– …learning
– …changing

@JuttaEckstein | agilebossanova.org20
Many Thanks!
Jutta Eckstein, @JuttaEckstein
Jutta@JEckstein.com
http://JEckstein.com
PicturesbyKatjaGloggengießer
#agilebossanova
http://agilebossanova.org

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At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g., backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truly cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc. This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market. Too many products have been developed that serve one kind of client only. The reason is that the composition of the teams leads (subconsciously) to the development of products that serve only people that resemble the people in the team. One “famous” example is the soap dispenser that only works if your hands are white. If teams are really cross-functional and are resembling the diversity of the market, the products they’re creating are also better. Thus, if the whole team has the full business expertise, knows the market, reflects the full diversity of the clients, then it can even disrupt the market and isn’t waiting for some person (e.g., the Product Owner) to decide on priorities. With this real cross-functionality the team can fully understand the company’s business and has a holistic view of it, knowing its contribution to the company’s value stream. Real cross-functional teams are an essential building block for implementing company-wide agility and the organization benefits by creating better and in a way more real products and by having more options when entering the war of talent.

Real Cross-functional Teams for Creating real and better Products

Jutta Eckstein

The Agile Manifesto captures "better ways of developing software" yet, could this better way also take the carbon footprint of your software into account? Some forecasts project that in 2030 IT will account for 21% of all energy consumption. Software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. If we do not change the way we implement software, we will contribute to the increase of the carbon footprint. This means it is about time to take another look at how agile development can help decrease energy consumption. So, this session tries to provide the first answers to "how can the agile community and the agile principles contribute to or guide sustainability?" In this workshop, we want to examine how the principles of the Agile Manifesto can provide guidance for implementing sustainability in IT. In order to do so, we will explore how the principles can contribute to sustainability, and how a greater awareness can change our current way of working for providing our contribution to addressing climate change.

What's the Impact of the Agile Manifesto on our Carbon Footprint?

Jutta Eckstein

At the core of agile development are self-organizing cross-functional teams. Yet, this is often understood as e.g. backend & front-end developers working together. If an organization is aiming for company-wide agility, to fully benefit from agility it has to enable teams as value centers that are truely cross-functional by bringing in different perspectives from business, markets, cultures, beliefs etc.This way cross-functional teams overcome not only the limitations of organizational silos but also of a singular view on the market.

Real Cross-functional Teams for Creating Real and Better Products

Jutta Eckstein

In agile development we often talk about that our highest priority is to satisfy the customer or that we welcome change for the customer's competitive advantage. However, we always assume the customer is a business customer. In this session I want to attempt to broaden our horizon to have a more holistic perspective on who our customer is (or could be) and how this can change our actions. I will share both ideas about possibilities and examples from companies who make already attempts in implementing this holistic perspective. So, open your mind and explore with me how the agile community can expand their responsibility.

What if the world is our customer?

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1. @JuttaEckstein | agilebossanova.org11 Jutta Eckstein, @juttaeckstein BOSSA nova: Beyond Agile – Preparing for Digitalisation

2. @JuttaEckstein | agilebossanova.org22 #agilebossanova http://agilebossanova.org

3. @JuttaEckstein | agilebossanova.org3 WHAT? CHALLENGES

4. @JuttaEckstein | agilebossanova.org4 PRINCIPLES & VALUES

5. @JuttaEckstein | agilebossanova.org5 Values for Company-wide Agility? Self-Organization Transparency Constant Customer Focus Continuous Learning

6. @JuttaEckstein | agilebossanova.org6

7. @JuttaEckstein | agilebossanova.org7

8. @JuttaEckstein | agilebossanova.org8 Beyond Budgeting  Beyond command & control – Toward a management model that is more empowered and adaptive  Separate the 3 budget purposes – Targets – Forecast – Resource allocation  Relative  Rolling  Dynamic

9. @JuttaEckstein | agilebossanova.org9 Open Space  Self-organization – Everyone is invited to suggest and work on any idea  Passion bound by responsibility – Self-responsible for learning and helping others learn – Passion follows the overall strategy  Empowerment – Anything can happen inspired by anyone

10. @JuttaEckstein | agilebossanova.org10 Sociocracy  Equivalence – Shared decision-making by consent – Feedback embedded in the structure: double linking

11. @JuttaEckstein | agilebossanova.org11 Agile  Continuous learning through feedback: – Rapidly, regularly, and frequently – On needs, product, technology, process, quality, …

12. @JuttaEckstein | agilebossanova.org12

13. @JuttaEckstein | agilebossanova.org13 INVITATION TO PROBE

14. @JuttaEckstein | agilebossanova.org14

15. @JuttaEckstein | agilebossanova.org15 Is Trust Cheaper?  Background: – Traditional travel expense procedures are burdensome and assume people can’t be trusted.  Hypothesis: – Such procedures cost more than they save and are demoralizing.  Experiment: – Pre-survey and audit. Try for three months in a few units with other units as controls. Post-survey and audit.

16. @JuttaEckstein | agilebossanova.org16 Failures are Opportunities

17. @JuttaEckstein | agilebossanova.org17

18. @JuttaEckstein | agilebossanova.org18

19. @JuttaEckstein | agilebossanova.org19 BOSSA nova for Company-wide Agility  Never stop… – …trying – …learning – …changing

20. @JuttaEckstein | agilebossanova.org20 Many Thanks! Jutta Eckstein, @JuttaEckstein Jutta@JEckstein.com http://JEckstein.com PicturesbyKatjaGloggengießer #agilebossanova http://agilebossanova.org

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