Visuals for a talk in Lean Management 2018 Seminar, October 4th 2018. http://www.leanyhdistys.fi/wp-content/uploads/2018/10/LEANmanagement2018_esite_ENG_181002.pdf

1. Team-Based Organization
Timo Punkka, Schneider Electric

2. Case organization
“Organization may comprise of marketing, product management, development, operations and support
for a single product or a certain business unit.
What is important is their ability to support complete, end-to-end business value chains.”
(Arell,Coldewey and Hesselberg, 2012)
60
180 000

3. First Agile
Development team
2008 2010
2009 2013
2014
2015
2012
2011
Agile Hardware
Development
ISO9001 for Agile
product
development
Whole Product
Development using
Agile Development
methods
Synchronized
releases across the
company
First Nordic-Baltic
Release Planning -
event
Scaled Agile
Framework
First Innovation Days
–event
Lean Startup -
method
Whole product
development using
Agile Development
methods
Brief history

4. Surfacing Symptoms:
• Misconceptions
• No clear authority
• Where are the decisions made, how?
• Lacking / not aligned understanding
of big picture / priority
• Confusing meetings, no focus
CEO
Moving on...
Portfolio
&
Roadmap
Leadership
3P

5. Team-Based Organization (TBO)

6. Need Value
Operational value stream
Development value stream
Defining an organization using value streams
Organization

7. Need Value
Organization
Team
Team
Team
Team Team
Team
Team
Defining an organization using value streams

8. Organization Team Role
Name:
Social Media
Purpose:
We are attractive and innovative at social media
with our offer.
Domains:
Company social media accounts
Accountabilities:
Producing material like messages and updates.
Publishing and updating.
Fractals in Team-Based Organization

9. Current governance
(27.9.2018)
2 Years
12 Teams
114 Roles

10. All teams visible to everyone

11. Project – Outcome oriented Tensions – Always a bit better
Next-actions towards
the outcome
Outcome to be fullfilled (=Project)
A possible state
Current observed
reality
= ”A Tension”
Projects and/or
Next-Actions
”A feeling of a gap between what is and what could be”
Phrased in past tense; ”Pricing information updated.”
Two primary duties of a role assignee

12. Check-In Round
Checklists and Metrics
Project Updates
Agenda Building
Processing tensions
Closing Round
Check-In Round
Administrative Concerns
Agenda Building
Process Agenda
Closing Round
Doing
Work
Tactical
Meeting
Governance
Meeting
Sensing
Tensions
Focused meetings around purpose

13. 2. Bi-Weekly Governance Meetings
Meeting type Week 1 Week 2 Week 1 Week 4
Tactical Meeting
Governance Meeting
Issue Specific Meeting
(as needed)
Four weeks in a life of a team

14. Key findings
Benefits so far:
• Value becomes transparent
• Company-wide understanding of capacity
• Operative structure supports the change
Current challenges:
• Behavior strongly anchored in institution
• Moving beyond critical mass
• Getting the Governance to truly work

15. Agile Product
Development
New
Team
One Team First
(Close proximity to Agile teams)
Technical
Support
Product
Management
Development
Cross-Functional
Clear authority (role definitions)
Fixed meeting practices
Outcome oriented work management
Work is transparent
Continuous improvement
How to experiment – ”start with one” -approach

16. http://reinventingorganizationswiki.com/
https://sociocracy30.org
https://www.holacracy.org/
https://www.tealsuomi.fi/