A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish. The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment. Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience: * preventative control (defensive consistency) * mindful action (defensive flexibility) * performance optimization (progressive consistency) * adaptive innovation (progressive flexibility) In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking. More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive Conference Link: https://2019.agileindia.org

1. O R G A N I S AT I O N A L R E S I L I E N C E
D E S I G N Y O U R O R G A N I S AT I O N S T O F L O U R I S H N O T M E R E LY S U R V I V E
Naresh Jain
@nashjain
https://xnsio.com
#OrgResilience

2. Name a few successful
companies that impact you
every single day?

3. Will the success of these
companies last for ever?
Why not?

4. Adaptive Change Cycle

9. Adaptive Change Cycle in the Automobile Industry

13. Every FewYears we go through
The Adaptive Change Cycle

14. Commercial Break!

15. Copyright
© 2012,

16. Mumbai

20. Tech Talks!

24. D E F I N E O R G A N I S AT I O N A L R E S I L I E N C Y
TA K E A M I N - P L E A S E W R I T E D O W N Y O U R T H O U G H T S

25. Src: BSI Group

26. Src: BSI Group

27. W H AT M A K E S A N O R G A N I S AT I O N R E S I L I E N T ?
TA K E 2 M I N S - P L E A S E W R I T E D O W N Y O U R T H O U G H T S

28. Src: BSI Group

29. Src: BSI Group

30. How organisational resilience
itself has evolved?

31. Src: Professor David Denyer’s Organisational Resilience research paper

32. Src: Professor David Denyer’s Organisational Resilience research paper

33. 5 P H A S E S O F H O W O R H A S E V O LV E D
1. Preventive Control
2. Mindful Action
3. Performance Optimisation
4. Adaptive Innovation
5. Paradoxical Thinking

34. How does this help?

35. Src: Professor David Denyer’s Organisational Resilience research paper

36. Src: Professor David Denyer’s Organisational Resilience research paper

37. D E F E N S I V E V S . P R O G R E S S I V E
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse

38. C O N S I S T E N C Y V S . F L E X I B I L I T Y
FlexibilityConsistency
Process Driven
Output-centric
People Driven
Outcome-centric

39. T E N S I O N Q U A D R A N T
FlexibilityConsistency
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse
Process Driven
Output-centric
People Driven
Outcome-centric

40. T E N S I O N Q U A D R A N T
FlexibilityConsistency
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse
Process Driven
Output-centric
People Driven
Outcome-centric
Adapted from Professor David Denyer’s Organisational Resilience research paper

41. T E N S I O N Q U A D R A N T
FlexibilityConsistency
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse
Process Driven
Output-centric
People Driven
Outcome-centric
PREVENTATIVE
CONTROL
Monitoring and
complying
Adapted from Professor David Denyer’s Organisational Resilience research paper

42. T E N S I O N Q U A D R A N T
FlexibilityConsistency
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse
Process Driven
Output-centric
People Driven
Outcome-centric
PREVENTATIVE
CONTROL
Monitoring and
complying
PERFORMANCE
OPTIMIZATION
Improving and
exploiting
Adapted from Professor David Denyer’s Organisational Resilience research paper

43. T E N S I O N Q U A D R A N T
FlexibilityConsistency
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse
Process Driven
Output-centric
People Driven
Outcome-centric
PREVENTATIVE
CONTROL
Monitoring and
complying
PERFORMANCE
OPTIMIZATION
Improving and
exploiting
MINDFUL
ACTION
Noticing and
responding
Adapted from Professor David Denyer’s Organisational Resilience research paper

44. T E N S I O N Q U A D R A N T
FlexibilityConsistency
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse
Process Driven
Output-centric
People Driven
Outcome-centric
PREVENTATIVE
CONTROL
Monitoring and
complying
PERFORMANCE
OPTIMIZATION
Improving and
exploiting
MINDFUL
ACTION
Noticing and
responding
ADAPTIVE
INNOVATION
Imagining and
creating
Adapted from Professor David Denyer’s Organisational Resilience research paper

45. T E N S I O N Q U A D R A N T
FlexibilityConsistency
Progressive
Defensive
Making things happen - Opportunistic
Stopping bad things happen - Risk Averse
Process Driven
Output-centric
People Driven
Outcome-centric
Adapted from Professor David Denyer’s Organisational Resilience research paper
Performance Optimisation Adaptive Innovation
Mindful ActionPreventative Control
PA R A D O X I C A L
T H I N K I N G
-
O R G A N I S AT I O N A L
R E S I L I E N C E

46. Can Plan-Do-Check-Act
approach work in highly
dynamic environments?

47. Src: Professor David Denyer’s Organisational Resilience research paper

48. Src: Professor David Denyer’s Organisational Resilience research paper

49. F O R E S I G H T M E T H O D O L O G Y
• Foresight
• Insight
• Oversight
• Hindsight

50. L E T ’ S T I E T H I S B A C K

51. O R G A N I S AT I O N A L S T R U C T U R E
E X E C U T I V E
L E A D E R S H I P
F I N A N C E
S A L E S
M A R K E T I N G
A C C O U N T S
P R O D U C T
P R O D U C T
M A N A G E M E N T
D E S I G N
C U S T O M E R
I N S I G H T S
P E O P L E
L & D
H R
O P E R AT I O N S
E N G I N E E R I N G
A N D R O I D
i O S
S E R V E R
T E S T I N G
R E L E A S E
M A N A G E M E N T
O P S

52. O R G A N I S AT I O N A L S T R U C T U R E
E X E C U T I V E
L E A D E R S H I P
F I N A N C E
S A L E S
M A R K E T I N G
A C C O U N T S
P R O D U C T
P R O D U C T
M A N A G E M E N T
D E S I G N
C U S T O M E R
I N S I G H T S
P E O P L E
L & D
H R
O P E R AT I O N S
E N G I N E E R I N G
A N D R O I D
i O S
S E R V E R
T E S T I N G
R E L E A S E
M A N A G E M E N T
O P S
Is this resilient?

53. N E W O R G A N I S AT I O N A L S T R U C T U R E
E X E C U T I V E
L E A D E R S H I P
VA L U E
T E A M
L E A D E R S H I P
C I R C L E
VA L U E
T E A M
VA L U E
T E A M
VA L U E
T E A M
VA L U E
T E A M
VA L U E
T E A M
VA L U E
T E A M

54. VA L U E T E A M S

55. VA L U E T E A M S
• Focus on end-to-end user value ownership & delivery

56. VA L U E T E A M S
• Focus on end-to-end user value ownership & delivery
• Self-contained - No shared resources

57. VA L U E T E A M S
• Focus on end-to-end user value ownership & delivery
• Self-contained - No shared resources
• More anti-fragile

58. O b j e c t i v e A n d K e y R e s u l t s

59. O b j e c t i v e A n d K e y R e s u l t s
• Convert desired outcomes to OKR

60. O b j e c t i v e A n d K e y R e s u l t s
• Convert desired outcomes to OKR
• Start with Org. level with OKR (not ground up)

61. O b j e c t i v e A n d K e y R e s u l t s
• Convert desired outcomes to OKR
• Start with Org. level with OKR (not ground up)
• Use the same OKR at BU/LOB to Team Level (not
individuals)

62. O b j e c t i v e A n d K e y R e s u l t s
• Convert desired outcomes to OKR
• Start with Org. level with OKR (not ground up)
• Use the same OKR at BU/LOB to Team Level (not
individuals)
• Measure teams using the same KRs (apples-to-apples
comparison)

63. S I M P L E G O V E R N A N C E M O D E L

64. S I M P L E G O V E R N A N C E M O D E L
• Democratise Data

65. S I M P L E G O V E R N A N C E M O D E L
• Democratise Data
• Monthly evidence-based show-and-tell

66. S I M P L E G O V E R N A N C E M O D E L
• Democratise Data
• Monthly evidence-based show-and-tell
• Quarterly review

67. S I M P L E G O V E R N A N C E M O D E L
• Democratise Data
• Monthly evidence-based show-and-tell
• Quarterly review
• High-performing teams can ask for more funding

68. S I M P L E G O V E R N A N C E M O D E L
• Democratise Data
• Monthly evidence-based show-and-tell
• Quarterly review
• High-performing teams can ask for more funding
• Low-performing teams are dismantled and find new
teams (market place)

69. T H I S H E L P E D U S B U I L D A C U LT U R E O F
• User-first Thinking
• Aligned Autonomy
• To De-risk Ourselves (safe-fail experimentation)

70. R E C A P

71. R E C A P
1. Preventive Control - XP, CD

72. R E C A P
1. Preventive Control - XP, CD
2. Mindful Action - Aligned Autonomy

73. R E C A P
1. Preventive Control - XP, CD
2. Mindful Action - Aligned Autonomy
3. Performance Optimisation - Safe-fail experimentation
with Data Analyst and Customer Insights

74. R E C A P
1. Preventive Control - XP, CD
2. Mindful Action - Aligned Autonomy
3. Performance Optimisation - Safe-fail experimentation
with Data Analyst and Customer Insights
4. Adaptive Innovation - Dual Track, Collaborative User
Research and Product Discovery

75. R E C A P
1. Preventive Control - XP, CD
2. Mindful Action - Aligned Autonomy
3. Performance Optimisation - Safe-fail experimentation
with Data Analyst and Customer Insights
4. Adaptive Innovation - Dual Track, Collaborative User
Research and Product Discovery
5. Paradoxical Thinking - Structuring team for End-to-End
Value Ownership

76. L A S T Y E A R W E S H I P P E D
1 0 7 F E AT U R E S !

77. L A S T Y E A R W E S H I P P E D
1 0 7 F E AT U R E S !
T H I S Y E A R , W E O N LY S H I P P E D 8
F E AT U R E S T O A L L O F O U R U S E R S

78. E M A I L F R O M T H E F O U N D E R
“I know a few of you have doubts about how much progress
we have made this year. That feeling exists because we have
only shipped 8 features.
So we don’t have what I call the illusion of progress.
Highlights
• 30 Day Retention is ~2x up
• High Engagement Bucket is ~2x up
• % of MAU using the product for >12 days in a month is 50% up”

79. T H A N K Y O U !
Q U E S T I O N S ?
Naresh Jain
@nashjain
https://xnsio.com