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Agile HR Conference 2016 Agile flavors at Bosch and how they taste for HR

Roswitha Beleiu Jörg Jockel Corporate Department Organizational Development - Agile Working -

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Introduction 2.0

Jörg (Bosch) #tags: agile, agile-working, coach, trainer, organizational-development, teamwork, pm, nicola, schalke04, golf, hamburg, felix, bambini-jfc, …

Roswitha (Bosch) #tags: human resources, agile coach, organizational development, leadership, continuous improvement, dorin, pascal, traveling, study, dagoberta, romania, …

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Bosch A long-established company - still influenced by its founder

“We should all strive to improve

on the status quo: none of us

should ever be satisfied with

what has been achieved, but

should always endeavor to do

better.” (Robert Bosch, 1940)

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Bosch today Four business sectors

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Why to change a running system?

volatile & uncertain markets

steadily increasing complexity

new competitors like Google, Apple, Tesla, …

more risk appetite

much faster development cycles

new products for new markets

Source: https://www.linkedin.com/pulse/20140328191620-820918-the-price-of-learning-agility

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Agile Working in a Global Company

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Business Services

Knowledge Platform

Line Organization Podular Organization

Dual Organization

strength: rapid & extensive

adaptability

strength: efficient & quality

assuring execution

customer requirements evolving, unexpectedly new

customer requirements projectable, structured

Standardization - Efficiency Agile Working - Effectiveness Approach

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Agile Organization One flavor is not enough.

complex

simple

complicated

chaotic

known unknown Technology

unst

able

st

able

R

equi

rem

ents

Stacey matrix Source: Forrester Research, 2011

new features: innovation is medium to high

maintenance & variants

agile

lean

new products: innovation is high to very

high

classification model with four flavors of agility

Yellow Flavor adoption of individual

agile practices

Green Flavor agile execution of tasks or phases

Blue Flavor self organized

agile teams and organization

incl. agile culture

Red Flavor classical waterfall

process without

agile elements

“do it in an agile manner”

“be agile”

Scrum Kanban

cross-functional teams stand-up meetings Lean

make work visible

avoid multitasking

prioritization according business value

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Flavors of agility … mirrored on HR-Instruments

Yellow Flavor

adoption of individual agile

practices

Green Flavor agile execution of tasks or phases

Blue Flavor fully self organized

agile teams and organization with

process autonomy & agile culture

Red Flavor classical waterfall process without agile elements

“do agile “

“be agile”

…support it

HR-Instruments…

…allow it

…impede it

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What is different within the “blue flavor”? Key factors for successful HR Management

� Recruiting teamoriented, social, digital, mobile

� Development individual, T-shaped, self marketing

� Target Deployment portfolio management, epics, user stories

� Feedback delivery performance, team performance, coaching

� Rewarding strong link to company performance

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What is different within the “blue flavor”? Implementation example - Recruiting

� Collaborative sourcing platform

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What is different within the “blue flavor”? Implementation example - Rewarding

� Bosch Performance Bonus

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Flavors of agility … mirrored on HR-Instruments

Yellow Flavor

adoption of individual agile

practices

Green Flavor agile execution of tasks or phases

Blue Flavor fully self organized

agile teams and organization with

process autonomy & agile culture

Red Flavor classical waterfall process without agile elements

“do agile “

“be agile”

…support it

HR-Instruments…

…allow it

…impede it

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Agile Organization … success factors for scaling

•  Leaders act as role models and drive the change •  Empowered and autonomous teams

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“I  believe  that  a  company    in    

our  indust67  cannot    afford      

to  stand  still,  but  has  to    

keep  evolving.”  

Rober&  Bosch,  1928  

Bosch – A Company in Transition

… and now ready for discussion