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Requisite Agility

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Reframe your business with requisite agility

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Requisite Agility

  1. 1. REFRAME YOUR BUSINESS WITH REQUISITE AGILITYA C T I VAT E A G I L I T Y I N YO U R B U S I N E S S A DA P T YO U R B U S I N E S S TO A G I L I T Y Amit Arora · RequisiteAgility.org © 2020
  2. 2. AGILITY IS IN YOUR MIND - ADOPT NEW MODES OF THOUGHT Amit Arora · RequisiteAgility.org © 2020 Your business success guarantees that you are an expert in one of these already. ‘Context’ thinking –What situation is my customer in now? ‘Process’ thinking – What exactly should my customer consistently do? ‘Relationship’ thinking – Who should my customer partner up with? ‘Transformational’ thinking –What should my customer become?
  3. 3. LET ALL YOUR THOUGHT MODES ACTIVATE Remember these are adoptions of Living Mental Processes, not of “Practices” or “Ceremonies” ADOPTING “PRACTICES” IS “COLLECTING” - works for simple situations where best practice and benchmarks is all you care about. NEWTHOUGHTS ENABLE ADAPTATION WHICH IS AGILITY! ADAPTATION and ACTIVATION is applying the power of complexity. Amit Arora · RequisiteAgility.org © 2020
  4. 4. ACTIVATION IS ADAPTATION AND INNOVATION. ADOPT - apply exiting best practice - follow the rules (compliance) . ADAPT - synchronize the internal and external environment - challenge the rules (take them to the edge). INVENT - disruptive innovation - change the rules. Amit Arora · RequisiteAgility.org © 2020
  5. 5. NEED FOR AGILITY Requirements for agility are different across different organisations, and even for organisations within the same sector or industry because no two set of strategies and cultures are alike. Even within an organisation the required or requisite agility may be different from one year to another, from one business unit to another, from one function to another. Amit Arora · RequisiteAgility.org © 2020
  6. 6. THREE FORMS OF AGILITYP E R S O N A L A G I L I T Y T E A M A G I L I T Y O R G A N I S AT I O N A G I L I T Y Amit Arora · RequisiteAgility.org © 2020
  7. 7. PERSONAL AGILITY Leadership  Be present and listen to your employees  Promote and nurture a true company culture of experimentation and learning  Recognize and reward teams or individuals for being active contributors. Individual Contributorship  Support yourself as a person.  Meditate on your guiding principles.  Crystalize the larger purpose of your work  Align priorities with those you respect  Create a cadence for continuously learning and improving. Amit Arora · RequisiteAgility.org © 2020
  8. 8. TEAM AGILITY Team Leadership Know on whose behalf your team is working Know the pain they are feeling and that your team is working to remove Know how to tell when your team has actually helped them Team Contributorship  Support your teammates as people.  Take reflective action,  Make collaborative decisions  Be conscious of upward and downward dynamics  Agree on your guiding principles.  Create shared purpose for your work  Align priorities across the team  Create a cadence for continuously learning and improving. Amit Arora · RequisiteAgility.org © 2020
  9. 9. ORGANIZATIONAL AGILITY Organizational Leadership  Communication is KEY.  Adapt, adapt, adapt.  Switch up your management style.  Inspire learning and personal growth. holistic approach to leading and managing complex change.  Empower self organizing teams. Organizational Contributorship  Support everyone in your organization as people.  The presence of networked structures is an important part of the agile, future proof organization.  You need the right culture to be able to work in networked structures.  The agile talent and performance system that will support individual aspiration.  Agree on guiding principles across departments and functions  Create shared purpose for your work  Align priorities across the Organization  Create a cadence for continuously learning and improving. Amit Arora · RequisiteAgility.org © 2020
  10. 10. THE MOST IMPORTANT CHALLENGES A G I L I T Y & C O M PA N Y T R A N S F O R M AT I O N Amit Arora · RequisiteAgility.org © 2020
  11. 11. LACK OF UNDERSTANDING FROM THE MANAGEMENT • Not treating the change as a priority, • Not taking part in the change, • Setting wrong expectations, • Lacking the understanding of the change in general. Amit Arora · RequisiteAgility.org © 2020
  12. 12. WELL-ESTABLISHED CORPORATE CULTURE, CUSTOMS AND PROCESSES (AKA “CONCRETE”) • Fear of change - is for most of us a natural reaction. In general, our organisms love stability and predictability. New or unknown environments might seem hostile to us, which causes fear. • High position combined with lack of skills- Any change (either in the current organization or when applying for a new job) can be harmful, both in terms of money and position, as it might show their lack of skills, hence such people oppose it. • Herd behavior - if one person (especially one with a strong personality) opposes the transformation for whatever reason, others might follow, even if they are in favor of the change. Amit Arora · RequisiteAgility.org © 2020
  13. 13. MERCILESS TRANSPARENCY Failing tests? Missing features? Dozens of bugs? Amit Arora · RequisiteAgility.org © 2020
  14. 14. TRANSFORMATION IS A HUGE CHANGE • Changing the organization is not an easy task nor a quick one. • The bigger and more “stale” an organization is, the more difficult it gets. • Problems might arise when pilot projects are finished – what should be next? • Without a plan of how to make use of all the learnings and momentum from the pilot participants it can be for nothing. Amit Arora · RequisiteAgility.org © 2020
  15. 15. WHY ISN’T YOUR CURRENT APPROACH TO SCALING AGILITY WORKING? • Your copy of another organization’s model doesn’t work. • Your organization’s design conflicts with the goal of agility. • You are trying to “copy and paste” what works for one team to all teams. • You are independently optimizing different parts of the organization. Amit Arora · RequisiteAgility.org © 2020
  16. 16. THE BRAND IDENTITY PROBLEM R I S K S O F N OT I C I N G A N D R E S P O N D I N G TO C H A N G E Amit Arora · RequisiteAgility.org © 2020
  17. 17. STATIC VS CHANGING • Consistent Products vs New Offerings • Comfortable Answers vs Challenging Questions • Meeting Accepted Standards vs Going Above and Beyond Amit Arora · RequisiteAgility.org © 2020
  18. 18. BRAND RISKS OF STATIC VS CHANGE • Too Static – Brittle – Old-fashioned – Open to Disruption Amit Arora · RequisiteAgility.org © 2020 • Too Changeable • Shapeless • Unpredictable • Open to Public Failure
  19. 19. CONDITIONS ONLY CHANGE IF THEY ARE NOTICED Change? What change? I don’t see any change Umm what about… • New Regulations • NewWorking conditions • New Materials • EmployeeTurnover • New Market Demands • New Competition Amit Arora · RequisiteAgility.org © 2020
  20. 20. DRESSING THE BUSINESS TO SUIT THE MOOD What do I feel like delivering to my customers today? Umm what about… • Violated Contracts • Missed Deadlines • Unmet Accountabilities • Poor SEO • Customer Churn Amit Arora · RequisiteAgility.org © 2020
  21. 21. REQUISITE AGILITY NOT RECKLESS AGILITY Amit Arora · RequisiteAgility.org © 2020
  22. 22. WHAT IS REQUISITE AGILITY? Amit Arora · RequisiteAgility.org © 2020 Requisite: Required by the nature of things. Agility: To sense, adapt and make changes with speed, flexibility and precision on a timely basis. Requisite Agility taps into the power and energy trapped in volatility, uncertainty, complexity and ambiguity.
  23. 23. HOW HEALTHY IS THE HEART OF YOUR ORGANIZATION? • A healthy heart is not constant, if it was constant it would be fragile, not agile. • When we climb stairs or run our heart increases pace to match the demands of its environment. • When we are at rest, our heart decreases the pace to match the demands of its environment. This is the best example of requisite agility. Amit Arora · RequisiteAgility.org © 2020
  25. 25. THE REQUISITE AGILITY FORMULA R A = PA X TA X O A Amit Arora · RequisiteAgility.org © 2020
  26. 26. REQUISITE AGILITY = PA · TA · OA Amit Arora · RequisiteAgility.org © 2020 Personal Agility = PA. Coaches who help individuals to tap and unlock their personal potential live here. Team Agility =TA. The application of Lean, Six- Sigma, Kanban, Project Management and Agile lives here.Agile is a subset of Team Agility. OrganizationalAgility = OA. The design of missions, strategies, structures, systems, products, services, processes, value streams, technologies, financials and culture change lives here. . The pace and depth of change inside the organization is synchronized with the rate of change in its unique environment and context. Three forms of agility are interwoven into one.
  27. 27. HOW TO MEASURE PA, TA & OA Amit Arora · RequisiteAgility.org © 2020 PA = ΔP ≥ ΔE TA = ΔT ≥ ΔE OA = ΔO ≥ ΔE
  28. 28. EXERCISE • Is your coaching strength more in PA orTA or OA? • Why do you enjoy in what you do ? • Where is your center of gravity and where is your energy? Amit Arora · RequisiteAgility.org © 2020
  29. 29. REQUISITE AGILITY REFRAMES CONTRADICTIONS T H R E AT S B E C O M E E N E R G I E S O P P O S I T E S B E C O M E C O M P L E M E N T S Amit Arora · RequisiteAgility.org © 2020
  30. 30. REQUISITE AGILITY (RA) FEEDS ON VUCA Sources of power in a business Amit Arora · RequisiteAgility.org © 2020 Static Business Shapeless Business Requisitely Agile Business Stable Demand Emotional Customers Volatile Demand Consistent Standards InexpertAuditors Uncertain Credit Conservative Investors Personal Charm Complex Standards Predictable Innovation Innumerable Buzzwords Ambiguous Market Signals
  31. 31. RA BUSINESSES HAVE INTEGRITY WITHIN CHANGE Amit Arora · RequisiteAgility.org © 2020 By Delivering a Consistent … within changed … Outcome Working conditions Look and Feel Materials Customer Experience Personnel Pain Point Recognition Diagnostic Tools Value Above Replacement Competition
  32. 32. RA BUSINESSES CHANGE WITH INTEGRITY Amit Arora · RequisiteAgility.org © 2020 By Scaffolding New… While maintaining… Value Current Interaction Model Offerings Backwards Compatibility Market Capability Core Functionality Employee Skill Development Performance and Safety Incentive structures Intrinsic motivation
  33. 33. A FIELD GUIDE TO AGILITY I D E N T I F Y I N G A G I L I T Y I N T H E W I L D Amit Arora · RequisiteAgility.org © 2020
  34. 34. DYNAMIC PRACTICES OF AGILITY • InformationTransparency- makes the sharing of the knowledge increasingly relevant to connecting up the ‘whole’. • Rapid iteration and experimentation- the whole emphasis today is on rapid and fast cycles of learning. • Continuous Learning - we need to find ways to ”cut out time” to explore and look for new ways to learn to improve ourselves and what we do within organizations. • Flexible resource allocation - we need to be adaptive, fluid in any organization and team design. • Open physical and virtual environment -holds the real future and with so many organizations denying social tools the key to make it ‘purposefully designed’ is to make the activities clearly visible to all that need to know Amit Arora · RequisiteAgility.org © 2020
  35. 35. DYNAMIC PRACTICES OF AGILITY • Sensing and seizing opportunities – is important to drive innovation as the catalyst of change. • Technology, systems, and tools - keep looking at moving towards technology frontiers. Exploring and exploiting contributes to a better holistic desired business outcome. • Role mobility - constantly match the present skills with organizational needs. • Active partnerships and ecosystems - trade in knowledge, in contribution, in working alongside others to co-develop. • Reflective action - construct and integrate new knowledge within the context of existing knowledge and expertise • Collaborative decision making- individuals collectively make a choice from the alternatives before them. • The upward and downward dynamics Amit Arora · RequisiteAgility.org © 2020
  36. 36. EXCELLO LAW Amit Arora · RequisiteAgility.org © 2020 Companies get direct access to partner-level lawyers, who in turn receive complete flexibility over when and where they work “Organisations need to build agility into their foundations and champion it in their company culture. Fake agility happens when companies only attach the principle to current working practices, which does not shift attitudes to working culture.” - George Bisnought
  37. 37. DEGREE OF ENVIRONMENTAL CHANGE Amit Arora · RequisiteAgility.org © 2020 Degree of environmental change is determined by e.g.:  Cost of unforeseen changes  Volatility of Market Demand  Changes in Credit Picture  Turnover of competitive rankings in the industry  Regulatory initiatives
  38. 38. DEGREE OF AGILITY Amit Arora · RequisiteAgility.org © 2020 Degree of agility is determined by:  Flexibility inherent to the organization.  Level of collaboration prevalent.  Openness to change and adaptability.
  39. 39. NEXT STEPS FOR AGILE LEADERS If you are planning an AgileTransformation or have one underway, it may be helpful to think about these questions: • What is the level of understanding and buy-in for Agile at the executive level? • How big is the gap between how our ‘system’ operates today and what it needs to be? • Is our organization structured for requisite agility? • How to decide on sensitive critical intervention points in designing the RA Process and start projects? • What is the process that enables one to come to a more integrated picture of developmental steps? • How does the current thinking about agility influences building a picture of the future,and how can this be approached differently? • What is the interplay of influences that RA takes into account in understanding how ‘agility’ is evolving in an organization? • How can RA broaden our understanding of possible evolutionary processes and move away from simple cause- effect interpretations? • How is the RA process part of larger processes in the organization?And how does RA help in facing pushbacks from larger processes (eg. political,historical, …) in the organization? Amit Arora · RequisiteAgility.org © 2020
  40. 40. THANK YOU Amit Arora · RequisiteAgility.org © 2020 Please if you have any questions just ask www.requisiteagility.org amit@requisiteagility.org