Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings. Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls. It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process. It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.

1. Leading4Innovation
Emiliano Soldi
@AgileTriathlete
#A4I2019

2. " Leprosy is a long-term
infection that attacks skin
and peripheral nervous
system.
According to its effects, it may
result in a lack of ability to feel
pain, which can lead to the loss
of parts of extremities due to
repeated injuries or infection
to unnoticed wounds "
Wikipedia

3. Many companies behave as they are
sick of leprosy. Too much distance
between management and people on
the field, limits reciprocity, short
feedback loops and learning.

4. WHEN THIS DID START?

5. Frederick Winslow Taylor introduced
the scientific management theory
in the early 20th century.
Managers set strategy, plan, define
and allocate work tasks
Employees execute, following defined
organization’s rules, and procedures,
and aiming to incentives.
A key principle was the radical
separation of design and execution.
Wikipedia

6. It worked quite well in relatively stable environments

7. Not today.
Doing that in a complex
environment is useless.
If not highly dangerous

8. Complexity?!
Due to linear thinking complexity seems to be
a tough concept to grasp for human beings

9. In a sterile attempt to control complexity,
however, several managers introduce in their
organizations, more rules and policies, ending in
increasing up organizational complicatedness.

10. This further slows down decision making,
disengages people and deteriorates
organizations' capacity to respond and innovate

11. Sources: Andrew G. Haldane, "Productivity Puzzles" London School of Economics, March 2017;
Yves Mourieux, "Smart Rules: Six Ways to Get People Solve Problems Without You", Harvard Business Review, September 2011, BCG Analysis

12. “ Complexity, rules out rules ”
Yves Mourieux

13. Well but, what a manager can do when rules
can no longer be designed upfront?

14. 1. FRAME THE CONTEXT

15. Low Autonomy High Autonomy
High
Alignment
Low
Alignment
Spotify - Henrik Kniberg
Alignment enables Autonomy

16. Part of a leader’s job is to tell stories,
If they won't be able to tell the story of their
organization and products, someone else will do.
And that could not be the right one.

17. Specify the end state, its purpose,
and the minimal possible constraints
PRINCIPLE OF MISSION

18. MBWA - Management by Wandering Around
“ Style of business management which involves
managers wandering around, in an
unstructured manner, through the workplace,
at random, to talk and check with employees,
equipment, or on the status of ongoing work “
Wikipedia

19. MBSA - Management by Sitting Around
“ MBWA can be taken a step further by
picking up you stuff and move to an
ordinary desk, alongside with your team.
It vastly increases the amount of
learning, interaction and effectiveness “
J. Appelo

20. New “rules” emerge from the field, from
where leaders need to influence and frame
behaviors of people, through direct action

21. Understood.
But, how leaders in a complex
environment, can help people
produce value on a steady pace?

22. 2. UNDERSTAND HOW VALUE IS CREATED
IN COMPLEX ENVIRONMENTS

23. The higher the complexity…

24. The higher the complexity,
the more the need for specialization and diversity…

25. The higher the complexity,
the more the need for specialization and diversity,
The stronger the need for cooperation…

26. The higher the complexity,
the more the need for specialization and diversity,
the stronger the need for cooperation,
the less understandable the value created by single individual

27. Forget about resource utilization, focus on flow.
Watch the baton, not the runners.

28. Avoid using KPIs for measuring
single individual performance

29. Define richer objectives which allow
learning for individuals, growth of
team skills, collaboration across
areas, aiming to shared results

30. Observe behaviors of individuals during
action, to understand performance and,
in case, propose training or coaching

31. Fair enough.
Now, how can we pursuing
innovation?

32. 3. CREATE THE CONDITIONS WHICH FAVOUR
CREATIVITY AND COLLABORATION

33. ” The most valuable asset of a 21st century
organization, will be its knowledge
workers and their productivity.
Knowledge workers are workers whose
main capital is knowledge. The knowledge
worker cannot be supervised closely or in
detail; he can only be helped.
He must direct himself towards
performance and contribution. ”
Peter Drucker

34. ” In this century, there is less need to know
things and more need to make things.
In the 21st century, there is little value in
knowing how to use a tool: tools emerge
and disappear faster and continuously.
In this century, there is less need to know
things; but more need to make things.
This century is for creative workers.
The ones who invest their time in
experimentation and practice,
while continuously updating
and replacing their knowledge. ”
Jurgen Appelo

35. Create conditions to give your
people the AUTONOMY they need
to face complexity,
while remaining accountable
for their work.
MASTERY is the pursuit
of excellence, the human
urgency to improve.
People become better problem
solvers and more satisfied.
It is natural for humans
to seek out PURPOSE.
The more the people buy into
the larger organization purpose,
the greater the results.
Increase Collaboration, Creativity and Productivity

36. Leaders shall create physical and time spaces
(social platforms), where people can bring
together, to share, learn and innovate

37. Individuals and interactions
over processes and tools
AgileManifesto.org, 1st Value
Simplicity -the art of maximizing the amount
of work not done- is essential
AgileManifesto.org, 10th Principle
….and all of this brings me back exactly
where everything started…

38. Emiliano Soldi
@AgileTriathlete
https://www.linkedin.com/in/emilianosoldi/
Thank you!