Agilna organizaciona kultura

DaFED#38
Svaka kompanija ima svoju ličnost i karakteristike, baš kao i pojedinci. Svaka ima jedinstvenu organizacionu kulturu koja se oseća u vazduhu, kao atmosfera, kao klima, i ima moć da utiče na ponašanja pojedinaca i rezultat njihovog rada. Kultura kompanije pak zavisi od istih tih pojedinaca na koje tako snažno utiče, može se meriti, može se menjati. Postavlja se međutim pitanje: postoji li "ona prava".

Transcript

1. Agile Org Culture
2. My org culture narrative • from teaching to policy making • from agile in education to agile education policies • from public to private sector and vice versa
3. Organizational Culture Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations.
4. Individuals organise themselves in order to do things together command and control
5. and they share values, assumptions and beliefs
6. Too little?
7. Too much?
9. One possible view: Structure & Culture Vision big objectives strategic objectives action plans values behavioral styles individual behaviours principles
14. useless products + ruined clients Key pain
15. More pains • rapid changes leading to multitasking and loss of focus • unpredictability and bad planning • inefficient meetings, low efficiency • complexity, interdependencies & vague requirements • too many ideas, insufficient resources • reactive behaviours and lack of commitment • lack of vision, innovation • poor quality
16. business what and why? development how?
17. Agile Companies
18. Industries • Accelerate product delivery • Enhance ability to manage changing priorities • Increase productivity • Software • Beyond Software • World
19. State of Agile 9th Survey
20. Agile world what do you see?
21. You expect objects to conform to a set of rules, and if they don’t, you stare at them.
22. INFORMATION literacy orality digitacy
23. literacy orality digitacy
24. literacy digitacy
25. literacy orality digitacy
26. We are balancing between... • hierarchy • command and control • reductionism • knowledge towers • plan • structure • heterarchy • inspect and adapt • wholism • learning organisation • change • culture
27. • processes • documentation • contracts • planning • waterfall • addie • increment • people • real results • collaboration • responding to change • scrum • kanban • iteration We are balancing between...
28. We are balancing between... • competition • sedentary • standardized • perfect • all in • push • meetings • wisdom of elders • rules • nostrification • collaboration • dynamic • customizable • good enough • less is more • pull • open collab. • wisdom of crowds • values • fair recognition
29. • modular • multi, inter • lean & agile • kanban • flow efficiency • visible (by jocko) • sequential, linear • single, mono • waterfall & addie • spreadsheets • resource efficiency • hidden We are balancing between...
30. What does it mean to be agile? • Culture: • New set of values and principles • Culture of achievement and self-actualization • Self-organization • Structure: • Empiricism • Discovery and Delivery Orders • JIT Commitment • Integration • Rhythm • Visualization
31. Agile Manifesto: Values
32. Agile Manifesto: Principles
33. Culture of Achievement and Behavioral Styles • Product Backlog • Culture Backlog • Team Agreements
34. Integration and Results 34
35. Consensus making = clarifying complexity
36. Planning loops and iterations
37. The Cynefin Model Organize for complexity
38. As time goes by... Commit in the last responsible moment
39. No human bosses view
42. And what happens if or when we fail
43. Organize for efficiency?
44. quick fix? 44
45. No human bosses - Morningstar
46. Why is it called Scrum?
47. Development team?
48. Why keeping the rhythm?
50. Why visualize Work in Progress?
51. Thank you! t: @jazilla e: jasminanikolic@jazillify.com