Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Scaling to a Team of Teams

4.705 Aufrufe

Veröffentlicht am

Veröffentlicht in: Technologie

Scaling to a Team of Teams

  1. 1. Scaling to a Team of Teams An iceberg-hopping journey through key ideas from General Stanley McChrystal’s book Team of Teams and Agile practice
  2. 2. The value of teams www.codegenesys.com Teamwork remains the one sustainable competitive advantage that remains untapped. Patrick Lencioni In an economy driven by knowledge work, value gets created through the efforts of teams. Daniel Goleman
  3. 3. Why do teams matter… www.codegenesys.com The reality is, teams of people are the only entity capable of solving the big problems and thriving in growing complexity. Teams in and of themselves are no longer enough; entire systems must learn to cooperate with the same dynamics of teams.
  4. 4. Teams are a mainstay of Agile www.codegenesys.com Consider for a moment… Think of a time when you were on a team that was simply incredible. 1. What was it like? 2. How did the team get to be that way? 3. What did it do to maintain it?
  5. 5. Teams are a mainstay of Agile www.codegenesys.com Teams outperform individuals in complex contexts Any one individual cannot comprehend the whole, or hold all required skills Most orgs as a whole have yet to even begin to understand how to gain the advantages of teams at scale How can you become a Team of Teams?
  6. 6. What is your purpose… www.codegenesys.com Consider for a moment… 1. Why does your organization or team really exist? 2. What are you seeking to adapt to? 3. Do you know your own purpose? 4. Do you dare articulate it?
  7. 7. Scaling Trust www.codegenesys.com Scaling trust is very, very difficult Each team must have at least one person that has a positive relationship with at least one person on each other team Expand your circle of “we” Link teams through explicit dependency; use Kanban to limit WIP between systems
  8. 8. Organizational mental model www.codegenesys.com Consider for a moment… 1. Your image of the organization is most like _____________? 2. What is the metaphor you use to think about your organization – is it more like a machine or a living system?
  9. 9. Command network and hierarchy www.codegenesys.com Source: McChrystal, Stanley (2015). Team of Teams. New York: Penguin.
  10. 10. Command of teams www.codegenesys.com Source: McChrystal, Stanley (2015). Team of Teams. New York: Penguin.
  11. 11. Team of Teams www.codegenesys.com Source: McChrystal, Stanley (2015). Team of Teams. New York: Penguin.
  12. 12. And while we’re at it… www.codegenesys.com While network organizational structures are effective, it’s simply beyond most organizations’ current capability to formally organize in this way 1. If your information flows are networked 2. When decisions are able to be made by those best positioned to make them 3. Those people have the most complete and up-to-date information 4. A clear sense of purpose 5. Allowed to lead through mistakes It may not be necessary
  13. 13. Key patterns of Team of Teams www.codegenesys.com Consider for a moment… 1. Upshift leadership from commanding to building shared consciousness 2. Expect and empower decision making by whomever is closest to the content 3. Work directly together to build trust 4. Know your purpose 5. Be willing to learn
  14. 14. www.codegenesys.com Now what?
  15. 15. Actions to consider www.codegenesys.com You have the power 1. Look at information flows from a “lean” lens 2. Observe and map how and where information flows 3. Regular real-time effective information exchanges 4. Seek to build shared understanding 5. Tie actions back to purpose
  16. 16. www.codegenesys.com Want to learn more?
  17. 17. © 2016 CODE GENESYS LLC. SOUTH PORTLAND, MAINE info@codegenesys.com www.codegenesys.com
  18. 18. Sources • David Snowden, M. B. (2007). A Leader's Framework for Decision Making. Boston: Harvard Business School Publishing. • General Stanley McChystal, T. C. (2015). Team of Teams: New Rules of Engagement for a Complex World. New York: Penguin. • Jeffery Pfeffer, R. S. (2006). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management. Boston: Harvard Business School Publishing. • Laloux, F. (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. Brussels, Belgium: Nelson Parker. • Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco: Jossey-Bass. • Marquette, L. David. (2012). Turn The Ship Around. New York: Penguin. • Morgan, G. (2007). Images of Organization. SAGE Publications. • Patton, J. (2014). User Story Mapping. Sebastopol, CA: O’Reilly Media, Inc.. • Taylor, F. W. (1911). The Principles of Scientific Management. New York: Harper & Brothers. • William Joiners, Steven Josephs. (2007). Leadership Agility: Five Levels of Leadership Mastery. San Francisco: Jossey-Bass.