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Cultural Awareness and Coherence (Principle #1)

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Cultural Awareness and Coherence (Principle #1)

  1. 1. www.organic-agility.com | All rights reserved. Copyright © 2020. ORGANIC Agility A strategic approach to achieving higher levels of organisational resilience by leveraging agile values and principles
  2. 2. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Martin von Weissenberg Agile Coach & Trainer agile42 Finland martin.von.weissenberg@agile42.com +358 400 314 159 CAL
  3. 3. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. “This is how we do things around here…” Culture is the set of behaviors that have been established and accepted within an organization. Every organization has a culture... regardless of whether you want it or not.
  4. 4. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020.
  5. 5. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Make it easy to do the right things, and to do them right
  6. 6. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Oct 2013 Dec 2013 Jan 2014 Jul 2014 Pictures by Annemarie Kreyenberg Company C
  7. 7. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Experiences Beliefs Experiences Actions Results CultureManage Lead The “Results Pyramid” is copyright © Partners in Leadership LLC shift the balance
  8. 8. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. 1st Principle: increase cultural awareness and coherence Organizational culture exists and manifests itself 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 which behaviors are successful, which stories are "lived" and which habits stick. If these qualities are measurable we can promote more of the stories we like to see, and less of those stories we don’t want to see. The same applies to behaviours and habits. These can be fostered through rituals.
  9. 9. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Speed of feedback Proactive vs reactive Emotionality Masculinity Level of Subordination Isolationism Power distanceExtrovert vs. Introvert Control vs. Flexibility Conflict resolution Risk appetite Cultural Dimensions
  10. 10. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. 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 Competing Values Framework
  11. 11. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. t Culture, Market/Product Maturity and Context Early Adopters Early Majority Late Majority Laggards Chasm CultureMethods Complex (EmergentPractices) Com plicated (Good Practices) Obvious (Best Practices) Rapid Prototyping/XP Scrum/ XP Scrum/ Kanban Kanban Chaotic (Novel Practices) Complex (Emergent)
  12. 12. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Assessments Assessment
  13. 13. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Organisation culture dimensions Example-Company 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 18 Dynamic data 1. Take a baseline 2. Run the survey continuously 3. Track your pilot/experiment teams 4. What happens?
  14. 14. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Company A • Every dot represents a decision, self- submitted and self-signified by an employee • Leaders are Clannish but the Quality Strategies are Market-driven Organisation culture dimensions Example-Company 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 18
  15. 15. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Where 60% of respondents were with the company for les this group. While 14,5% of the respondents were there fo came from them; therefore a higher likelihood of negative The more problematic the situation was, the more likely th 8 Critical leaderTypeX qualityStrategiesX Rare theoryEffectivenessX DecisiveAction intPrinciples Politics Resources Time RationalAnalysis theoryEffectivenessY Familiar Frequency StrategicOps Problematic MadeBy Role Tenure TimeTaken 0 5 10 15 Importance of variable toward Emotional tone Variable Factors influencing Emotion d to stories being negative or positive? higher likelihood of being reported negatively: while 31,5% of the reports were of decisions of the negative stories were taken right away. Decisions taken within a day made up 29% of hile being only 19% overall of the stories. ents were with the company for less than 6 months, 70% of the negative stories came from % of the respondents were there for longer than 24 months, 23,5% of the negative stories ore a higher likelihood of negative stories from recent employees or “old hands” he situation was, the more likely the stories were to be negative 8 10 15 e of variable toward Emotional tone ng Emotion 0 20 40 60 Negative Neutral Positive Not sure Emotion Problematic How problematic the situation was Me The Team Manager/Leader Everyone Not sure 0 10 20 30 40 50 count MadeBy Emotion Negative Neutral Positive Not sure Decision made me feel ... The approach taken to decision making was quite evenly balanced between Rational analysis, Decisive action and Collaborative consensus building. No strong patterns were found that Rational analysis is preferred in any particular circumstance. Collaborative consensus building is more likely to be important when decisions are strongly influenced by Peers, and in Operational rather than Strategic decisions (see next slide) 10 Right away Within the hour Within the day Within the week Within the month Took forever I don’t know 0 10 20 30 40 50 count TimeTaken Decision was made ... 20 40 60 80 100 20 40 60 80 100 20 40 60 80 100 Rational analysis Decisive action Collaborative consensus building T5: Decision needed ... 20 40 60 80 100 20 40 60 80 10 Resources T6: Compromises were made on ... 0 25 50 75 100 Team leader Team member Role Politics Compromise on Politics 40 60 80 100 20 40 60 Resources Compromises: Decisions right away ... Compromises Observations wrt compromises made were balanced across the whole triad. Note that T6 had 38 NA’s (25%), which might be meaningful. Relatively few patterns were found in this triad. Quite reasonably, decisions that were made right way tended to compromise on Time more than either Resources or Politics. Team Leaders tended to compromise more on Politics than Team Members did, and Rare decisions involved more compromises on Politics than more frequent ones (graph not shown) Operational/Tactical, but two thirds of these were in the “Rare and problematic” or “Familiar but difficult” categories. This is consistent with a concentration in the Clan quadrant of the culture profile wrt Leader type, and with Agile principles 14 Clan Hierarchy Ad-hocracy Market Leader Type Me The Team Manager/Leader Everyone Not sure 0 10 20 30 40 50 count MadeBy StrategicOps Not sure Operational Strategic Decision was made by ... Consistency between Leader type & Decision maker Slow decisions and Long tenure had negative impact Flat org structure→ Rapid decisions Managers handle politics Problematic decisions turned out negative
  16. 16. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Company B • Positive decisions strongly linked to Clan culture (and Ad-hocracy) • Negative decisions strongly linked to Hierarchy and Market cultures
  17. 17. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. ... but influenced by colleagues? Clan Hierarchy Ad-hocracy Market Quality Strategies 20 40 60 80 100 20 40 60 80 100 20 40 60 80 100 External Advisors Peers Market T1: Decision was influenced by ... Collaborative Creative CompetingControlling Flexibility & discretion Stability & control Internallyfocussed Externallyfocussed Me The Team Manager/Leader Advisor/Expert A group Not sure 0 20 40 60 80 count MadeBy Decision was made by ... 20 40 60 80 100 20 40 60 80 100 20 40 60 80 100 External Advisors Peers Market T1: Decision was influenced by ... Innovation company? Need more Ad-hocracy Majority of decisionsmade by managers... And not by customers?
  18. 18. ® ORGANIC agility Enabling Organizational Resilience www.organic-agility.com | All rights reserved. Copyright © 2020. Copyrights notice All material produced in this presentation is protected by the Creative Common License 4.0 (by-nc-sa), except as otherwise noted. The brands and logos of agile42, Organic Agility Oa (https://www.organic-agility.com/), 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 Copyrights and Trademarks of agile42 GmbH and agile42 International GmbH, and can’t be reused without written authorization

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