Wie bekommt man Anarchie in die Hierarchie? Diskussion bei Freitag AG über Scrum in der Produktion bzw. Organisatorische Parameter in der Agilisierung.

1. Consulting. Design. Agile Projects. Products. Innovation Hosting.
Anarchie in der Hierarchie
Impulsvortrag bei Freitag AG für Contagious talk 2016
Zürich, 2.Juni.2016
Walter Strametz, CTO - please follow me @WalterStrametz

2. ti&m garage

3. 29.06.2016 3
ti&m garage closes the innovation gap and turn their innovations into successful products!
ti&m garage – Closing the innovation gap1
Ideate Select
Innovation
Gap
Development
Introduction
& Scale
Why innovation centers often fail: -
- Customers are lost on the transition from
the idea to the product.
- Existing Processes and silo thinking
create firewalls - the idea cannot evolve.
- Unrealistic and untested assumptions
drive the idea – disappointments are
programmed.
Why the garage works:
- Takes the tools from “the left side” of
innovation, ideation into the development
phase
- Product is tested on the market as early as
possible – so are the assumptions.
- Integrated and co-located teams support
direct information flow – no slow processes.
- Time to market is key
1) Based «Bridging the Innovation Gap»

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Be inspired by the ti&m innovation room and let your ideas grow by reducing to the maximum.
ti&m garage – ti&m Cookbook for Innovation
+ Design thinking
+ Agile Software Engineering
+ Excellent people
+ Vertical integration
ti&m garage
Ideas vs. hierarchies
Fast launches
Empowerment
Entrepreneurship
Time-boxed and Co-located @ ti&m Obtain products rapidly within
3
months
6
months
9
months
Innovation culture

5. Design Thinking makes the use of a product or a service intuitive by involving the end-user.
ti&m garage – Warum ist Agile/Scrum nicht genug?
Wie komme ich von
 hier nach da 
?

6. Jede Kompetenz ist eine
Rigidität.

7. 29.06.2016 7
The garage is the physical melting pot of innovation, iteration and market focus.
ti&m garage – Die Methodik ti&m garage (ti&m garage OS)
Backlog Tasks
Use time
blocker for
the tools
ti&m
garage
Empathize Artefacts & ceremonies:
- Ideation, e.g. Brainstorms
- Personas and Immersion
- Paper prototypes & wireframes
- Immersion, Interviews
- Gut Check
Fixed time block and budget, select tools you need that your product will pivot towards real needs.
Scale artefacts & ceremonies:
- Find first customers
- Measure success – data driven
decisions
- Business model and its assumptions
Product
& Pitch

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A typical ti&m garage lasts for 4-6 months or 20-30 FTEs
ti&m garage –Phases overlap co-located in the ti&m garage
ti&m garage sets the
stage for out-of-the-
box innovations and
speed. We create
productive software
within a short time
frame to create the
opportunity to learn
from the market and
also transform your
company by building
new capabilities.
FTEs
months
iterate
empathize scale
Optional field research
- Deep dive into customers, the job-to-be-done and pain points
- Researchers accompany customers for some time
- Create insights for innovations: Our partners will ensure that
the research is “out-of-the-box”.
co-location in ti&m garage

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Künstlerische Freiheit und Effizienz
– können wir beides in
einer Organisation haben?

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Historie und Kostendruck begünstigen einen Inside-Out Sicht. Für Wachstum und Innovation ist
jedoch eine Outside-In Sicht notwendig.
 Kostendruck richtet Aufmerksamkeit nach Innen.
 Unternehmen müssen sparen
 Aus Unternehmern werden Manager.
Wir brauchen beides!  Bimodale Organizationsformen:
Rückspiegel – Warum wollen wir Agilität?

11. 29.06.2016 11
Bimodale IT – Kernthemen zur
O rganisation
Strategy
Structure
Processes &
Lateral Links
Rewards
HR/Culture
Strategy
Structure
Processes &
Lateral Links
Rewards
HR/Culture
• Karriere in der Linie SOP‘s, Prozess-
schublade und
Wasserfall
• Funktionale Silos
und Hierarchien
• durch
Management
ernannt
Effizienz und
Kostenstruktur
Bimodal IT Flexibilität und
Innovation
• Flach,
wissensbasiert,
von Peers gestützt
• Integrierte Teams
• Coaches
• Learning & Growth
opportunity
• Sicherheit, „Job-
Description“,
Bereichsverantw
ortung
• Kundenzentriert
End-to-End
Verantwortung
AgileFunktional
Skalieren eines
funktionierenden Modells Ändern & suchen eines Modells

12. Sprinter und Marathonläufer haben eine andere DNA.
Bimodale IT – Welten treffen aufeinander
Konträre Gedankenwelten
Goal
Value
Approach
Governance
Sourcing
Talent
Culture
Cycle Times
Agility
Revenue, brand, customer experience
Agile, kanban, low ceremony IID
Empirical, continuos, process-based
Small, new vendors, short-term deals
Good at new & uncertain projects
Business-centric, close to customer
Short (days, weeks)
Reliability
Price for performance
Waterfall, V-Model, high-ceremony IID
Plan-driven, approval-based
Enterprise suppliers, long-term deals
Good at conventionals process/projects
IT-centric, removed from customer
Long (months)
©2014 Gartner
29.06.2016 12

13. Inkompatibles Denken verhindert Speed & Innovation.
Bimodale IT – Eine kulturelle Frage
Zwei Kulturen treffen auf einander
System of Innovation
System of Differentiation
System of Record
Traditional
Mode
Required, Reliability
(ITIL, CMMi, COBIT)
Nonlinear
Mode
Accept instability
(DevOps, Agile)
-
+
-
+
Change
Governance
©2014 Gartner

14. 29.06.2016 14
Wie sieht Ihre Landkarte aus? Wo treten Dissonanzen auf? Wie sieht das Zielbild aus, und welche
Schnitte müssen gemacht werden um das zu erreichen?
Bimodale IT – Kartografie einer Bimodalen IT
Presentation
Layer
Middle
Tier
Backend
Systems 1
Funktionale Orga,
Hierarchien und
Standardisierung
Agile Teams und
Governance
“garagen”
mit Kunden und
Marktfokus an erster
Stelle
Records Differentiation Innovation
2
3 3
2
1
System of …
Architektur, Organisation und Relevanz auf einen Blick:

15. Wir digitalisieren Ihr Unternehmen.
Consulting. Design. Agile Projects. Products. Innovation Hosting.
ti&m AG
Buckhauserstrasse 24
CH-8048 Zürich
Belpstrasse 39
CH-3007 Bern
Telefon +41 44 497 75 00
E-Mail info@ti8m.ch
Twitter @ti8m_ag
Facebook ti8m.ch/fb
www.ti8m.ch