Business Agility

judehorrill.com@judehorrill
Business
Agility
A
new
way
of
being,
leading
&
working
Jude
Horrill

Engagement
Design
-‐ Agility
Coaching
-‐ Lean
Change
-‐ Communications
Speaker
|
Consultant
|
Coach
|
Facilitator
Founder
&
Director
@
The
Change
Agency
www.judehorrill.com
Jude
Horrill
Connect.

Simplify.

Change.

@judehorrill

THE
WHY

Because
we
are
feeling…
Sense
of
urgency,
loss
of
control,
continuous
change/disruption,
anxiety
judehorrill.com

•Reduce
Risk
in
constantly
changing
environments
• ROI/cost
on
big
projects
• Time
it
takes
for
validation
by
customers
•Manage
increasing
complexity
• Customers
expecting
instant
response
&
multi
channels
• Needs
are
changing
-‐ boomers
ageing,
Millennial’s
growing
•Make
faster,
effective
decisions
We
need
to…

•Manage
a
more
fluid
workplace
(contingent
workers)
•Engage
a
new
generation
of
employees
…and
Lead
with
a
new
mindset
to
become
capable
of
responding
and
adapting

In
dynamic
environments
We
need
to…

This
model
no
longer
works
Control
Command

Our
new
networked
reality
1.
You,
not
your

organisation,
are
at

the
center
of
your

network.
2.
Multiple

influences
reduce

the
relative
impact

of
any
one
source
…

and
you
choose.
3.
Information
flows

in
multiple
directions.
4.
Connections
in
your
network
are

unpredictable
and

fluid,
re-‐forming
as
situations
change.
Stakeholder
organisation

Drivers:
New
path
to
influence
Traditional
• Organisational control
• One
way
information
flow
• Company
drives
messages
• Structured
around
channel
• Siloed
• Hierarchical
• Measure
of
success
=
Acceptance
Agile
/
Networked
• Greater
individual
control
• Networked
information
flow
• Individual
creates
own
messages

• Individual
has
choice
• Collaborative
• Connected
• Measure
of
success
=
Active

support

WHAT
should
leadership
look
like?

Leadership:
current
thinking
A
leader’s
job
is
to
anticipate
the
future,
to
identify
the

trends
that
will
affect
their
organization,
and
to
guide
and

inspire
people
to
move
toward
a
better
reality.

Today
more
than
ever,
this
job
requires
leaders
to
grasp
the

rapid
rate
of
change
in
the
business
world
and
to
build
an

organisation
that’s
capable
of
continually
adapting.
-‐ Nancy
Duarte
&
Patti
Sanchez,
Duarte
Inc.
17
Feb,
2016
“
judehorrill.com

New
reality:
Leadership
mindset
is
now
about
…
• Self
leadership

• Decentralised
and
Distributed

• Agile
and
Adaptable
• Facilitator
and
Enabler
• Co-‐creator
and
Ideator
• Collaborative
and
Interactive
• Ecosystem
mindset
judehorrill.com

New
Organisation
Mindset
OLD
Organisation
= organism
mindset
• Network
is
inside
the
building
• Bounded
entity,
complete
unto

itself
• Siloed,
non-‐questioning
• Slow
to
adapt
• Stuck
with
old
DNA
while
world

outside
changes,
recombines,

evolves
NEW
Organisation
=
ecosystem
mindset
• Network
is
also
outside
the

building

• Part
of
a
wider
ecosystem
• Interactive,
always
asking
“is
our

network
working?”
• Fast
to
adopt
and
adapt
• Able
to
grow,
absorb,
react
and

transform

Agile
leadership
is
to…
• Foster
a
safe
environment,
with
equal
voice,
where
people
are

willing
to
do
the
unexpected
and
challenge
the
norm
• Courageously
unlearn
command
and
control
management

practices

• Learn
new
leadership
styles

• Drive,
inspire
and
embrace
change
and
continuous

improvement…the
learning
organisation
=
business
agility
• Nurture
culture
through
aligned
values.

Most
value
comes
from…
Mindset
and
culture
NOT
from
agile
practices
DOING
AGILE
BEING
AGILE
PRACTICES MINDSET
Ability
to
manage
changing
priorities Customer
delight
Improved
visibility Workplace
happiness
Increased
productivity Employee
engagement
Improved
quality Innovation,
Creativity
Reduced
risk Continuous
learning

The
agile
environment
• Chosen
• Collaborative
• Connected
• Visible
• Fluid
• Relevant
@judehorrill

THE
HOW

…the
smartest
person
in
the
room is
the
room

David
Weinberger
– Too
Big
to
Know:
Rethinking
Knowledge
Now
That
the
Facts
Aren't
the
Facts,
Experts
Are

Everywhere,
and
the
Smartest
Person
in
the
Room
Is
the
Room
“
An
agile
leaders
mindset
recognises…
judehorrill.com

Agile
starts
with
mindset
Key
behaviours
that
enable
the
agile
mindset:
•Respect for
the
worth
of
every
person
•Truth
in
every
communication
•Transparency of
all
data,
actions,
and
decisions
•Trust that
each
person
will
support
the
team
•Collaboration
in team
and
goal
commitment

Principles
behind
Agile
• To
satisfy
the
customer
is
the
highest
priority
• Self-‐organising teams
deliver
the
best
outcomes
• People
must
work
together
daily
• Deliver outcomes
frequently
• Face-‐to-‐faceis
the
most
efficient
and
effective

communication
method

Principles
behind
Agile
• Simplicity is
essential…limit
work
in
progress

• Outcomes are
the
primary
measure
of
progress

not
outputs e.g.
customer
delight
vs
new
product
feature
• Team
reflects
regularly
on
how
to
become
more

effective
and
adjusts behaviour
-‐ the

retrospective.

The
agile
working

style
• Connected
• Co-‐created

• Feedback
driven
• Experimental

• Visible
• Non-‐linear
CONNECT
COMMUNICATE
CREATE
SIMPLIFY EXPERIMENT
SHARE
@judehorrill

As
agile
mindset
and
processes
enter

management
mainstream,
organisations are

learning
how
to
draw
on
the
full
talents
of

those
doing
the
work,
involve
customers
at

every
stage
of
product
development
and
so

generate
innovations
that
customers
value.
-‐ Steve
Denning,
May
22
2017
“

Key
Concepts
•Agile
is
based
on
empiricism
– evidence,
as

discovered
in
experiments

•We
often
use
the
word
‘experiment’
to
describe

work
that
is
uncertain
•Experiments
have
a
‘hypothesis’
to
test
our

understanding
-‐ this
is
a
key
metric

Key
Concepts
•Work
(in
an
experiment)
is
sliced
as
small
as

possible so
it
can
be
delivered
quickly
to
a

customer
to
be
tested
•If
it
matches
what
we
expected,
the
hypothesis,
it

is
accepted
and
delivered
or
‘done’
-‐ if
it
does
not

it
is
rejected
•Small
improvements
are
delivered
quickly,
rather

then
big
ones
slowly

In
other
words,
agile
is…
The
ability
to
slice
work
into
increments
that
is

the
minimum
required,
to
satisfy
a
piece
of

‘done’
work
…so
it
can
quickly
be
validated
or

rejected
by
customers.

If
possible,
customer
feedback
is
used
to

inform
the
next
iteration.

Key
concept
The
customer
is
directing
the
work
Which
removes
risk
…associated
with
lengthy
planning,
staging,
project

management,
production,
testing,
then
delivery
…in
an

uncertain
and
changing
environment.

Summary
WHOLE
OF
BUSINESS
AGILITY
CAN
REDUCE
UNCERTAINTY
AND
RISK

LEADERSHIP

IMPACT

Impact
of
agile
on
leadership
The
focus
on
leadership
is
shifted,
affecting…
1.
Strategy
and
alignment
2.
Planning
and
decision-‐making

3.
Accounting
and
measurement
4.
Organisational
design

In
other
words
HOW
THE
WORK
GETS
DONE

1.
Strategy
and
alignment
Agile
strategy
=
Strategic
Intent
(high-‐level
intent,

aligned
to
goals
and
purpose)
• The
what we
seek
to
achieve
…and
why
• Not
...what to
do
and
how to
do
it
• Operational
details
are
added
as
it
moves
down
the
chain
• Greater
detail
is
added
at
the
final
stages,
giving
the
ability

to
respond
to
changing
needs.

Visibility
and
Collaboration
•High
visibility
of
decision-‐making
and
collaborative
nature
of
the
work

•Planning
and
decision
making
is
collaborative
and

performed
by
the
team
– it
happens
where
the

work
is
done
•The
style
of
work
is
visible so
that
anyone
can
see
it,

offer
feedback,
or
act
as
input
to
another
team.

ü Transparency – increases
clarity
and
collaboration
ü Empowerment – increases
autonomy
and
self

organisation
ü Focus – increases
productivity/
outcomes

From
silos
to
collaboration
ü At
the
heart
of
agile
üPowers
collective
ideas
üAccelerates
learning
ü Helps
build
for
meaning

2.
Planning
&
decision
making
Agile
leadership:
• Is
shifted
from
telling
people
what
to
do,
to
making
sure
the

intent is
being
carried
out
• Removes
impediments

• Creates
trust,
alignment
and
systems
to
support
fast

‘iterations’
of
work,
for
testing
with
customers

• Seeks
to
constantly
improve
delivery
of
services
and

products
to
customers,
throughout
the
system.
‘Manage
the
system
not
the
people’

3.
Accounting
and
measurement
New
metrics
will
be
required
• Budgeting
e.g.
CapEx and
OpEx may
need
to
change

from
those
required
for
big,
long
term
projects,
to

support
smaller
faster
ones e.g.
testing
and
automation

tools,
or
Data
and
Analytics
• Change
from
Return
On
Investment
to
Cost
of
Delay
i.e.

the
cost
of
not
doing
something,
versus
potential
future

value.

4.
Organisational
design
• Some
roles
are
embedded
in
a
lean/agile
environment
e.g.

Project
&
change
management,
communications,

employee
engagement

• Building
cross
functional
‘line
of
business’
teams
or
squads
• Designing
for
Agile
HR,
Finance,
Marketing,
and
Risk
is

coming
or
is
here
now
• After
initial
changes,
organisations
continue
to
adapt,

based
on
adopting
continuous
improvement
…
‘the

learning
organisation’.

Summary
BUSINESS
AGILITY
REQUIRES

STRATEGIC
RE-‐ALIGNMENT

ACROSS
A
NUMBER
OF
DOMAINS

EMPLOYEE
ENGAGEMENT

Agility…our
people
are
central
to
value
creation
Leadership
Direction
Manager
Employee
Employee
Leadership
Direction
Manager
Peer
Peer
Peer
Peer
Employee
agility
Object
of
change Driver
of
change
Employee
responsiveness

Employee
drivers
for
value
creation
&
agility
1. Personal
connection
Understand
what
action
team
must
take
&
the
link

between
their
work
and
organisational
success
2. Peer
learning
Peer
support
and
idea
sharing,
&
what
my
peers
are
doing

to
improve
their
performance
3. Environment
/
market
context
Understand
strategic
intent,
and
organisational
risks
&

opportunities

Employee
drivers
for
value
creation
&
agility
4.

Organisational
encouragement
To
try
new
things,
find
new
solutions
to
problems,
and

develop
my
own
ideas
5.

Confidence
in
leadership
Trust
in
leaders
to
make
the
right
decisions,
align
purpose

and
values,
and
to
listen
to
the
people
and
the
system
of

work

BRINGING
IT
ALL
TOGETHER

Business
agility
Helps
deal
with
complexity

Requires
new
leadership

Creates
shared
purpose Builds
a
collaborative
workforce
Aligns
values Manages
risk
Enables
innovation Workplace
happiness
and
…CUSTOMER
DELIGHT
Start
a
new
way
of
being,
leading
and
working
tomorrow

“

One
Degree
of
Influence:
170
Contacts
Two
Degrees
of
Influence:
25,400
Contacts
Three
Degrees
of
Influence:
2,145,900
Contacts
Source:
N.A.
Christakis
and
J.H.
Fowler
(2009),
Connected;
LinkedIn;

Communications
Executive
Council
research.
A
single
individual

can
have
huge

influence
in
a

network
Be
the
leader
who

inspires
others
to
join

you
on
your
business

agility
quest
You
are
the

change
catalyst

Discussion

Business Agility

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