agile culture @moovel - personaldienstleister für it ... world’s largest taxi company owns no...
TRANSCRIPT
Agile Culture @moovel, einem Corporate StartUp
& was das alles mit Mike Tyson zu tun hat...
Thorsten Heilig
Head of People & Organization
moovel Group GmbH
twitter @berufsoptimist
we are an urban mobility
company, making cities smarter.
220 employees 15m tickets sold in 2016 2.3m users
We see ourselves as a player creating an
“operating System for urban mobility and transportation”,
paving the way towards a RoboCar future.
moovel Group Products
„one-stop-shop“
search, book, pay
all in one account
full avail. in STR & HH
search & info globally
moovel transit (B2B)
white-label solutions for US
Public Transportation authorities
moovel (B2C)
„one-stop-shop“ for
urban mobility in EU
white-label (B2B)
highly standardized EU
white-label ticketing app
for PT agencies in EU
>90% standardized
using operator brand
integration of MSPs
search, book, pay
for PT agencies in NA
using operator brand
visual ticketing
ticket verification
US market leader
PT: Public Transit | MSP: Mobility Service Provider
With our products
we are operating in a
highly competitive (startup)
market space!
WHY ?
More than 50% of our population
lives in urban areas
In 2050
people will spend
more than
one week / year
stuck in traffic
3x more than today
Parking is difficult from time to time
We are changing the way
we organize things
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2005
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2013
12 #selfiegeneration
2016
There are disruptive business models
The world’s
most popular
media owner
creates
no content
The world’s
largest taxi
company
owns
no vehicles
The world’s
largest
accommodation
provider
owns
no real estate
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15
16
...in a sandwich
Business / Environment:
VUCA
Employees / Costumer:
Generation Y,Z,...
Change of values
https://www.youtube.com/watch?v=YAbpmkqn6JE
HOW ?
How to keep the pioneer spirit in a
corporate environment?
„systems theory:“:
... ?!?!?!?
face complexity with complexity
We face complexity with
an agile mindset &
organization
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Agile ... !?
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
…means People OVER process (not “instead of”)
...means Change OVER plan (not „instead of“)
…means Customer OVER Contract (not “instead of”)
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It‘s all about speed
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What exactly is
the problem?
It‘s all about speed
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What exactly is
the problem?
think it
build it
ship it
tweak it
Validate
Validation before
we spent 1$
Idea
backlog
Create product
ideas
Build MVP
Build sharp MVP
ready for market pilot
Grow
Continuously grow
business
Pilot
Get initial traction
R.I.P. R.I.P. R.I.P.
MPL MPL MPL MPL
The moovel PRODUCTion Line (MPL)
WHY ?
...means:
What is our Purpose?
Always (iterative) challenge it („is this still the right track?“)
we created autonomous teams
they are like mini-startups
_clear mission
_self-organizing
_5-8 people
_cross-functional
_end-to-end ownership:
{think it / build it / ship it / tweak it}
we trust our teams to make the right
decision if we provide the right information ! {transparency & Pull - Communication}
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TRUST = SPEED & COSTS
TRUST = SPEED & COSTS
Stephen M.R. Covey: The speed of trust
Leadership is changing
Leadership is changing
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Purpose
Autonomy
TOPDOWN
MICRO
MANAGEMENT
“CHAOS”
individuals and
interactions over
processes and tools
...needs:
Places for
communication
Biweekly huddles
Meetups
Company Wikis
Slack
Communication is key
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Pull (not Push) Communication
It’s more than tools…
it’s culture & mindset!
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// Face complexity with an agile mindset & organization
// … not only product dev (also administration)
// Foster pull communication (instead of push)
// Fast failure (better: learning) culture
// Provide transparency and context
// Enable decisions at the lowest (better: every) level
// Setup outside corporate regulatory framework
... a startup in a corporate environment
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Framework /
constraints
Autonomy inside
“everybody has a plan
until they get punched in their face”
mike tyson
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backup
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36
Backup
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Leadership is changing
From….
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Product Owner Scrum Master
(Agile Coach)
Team
To….
What really
motivates us?
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Lang: https://www.youtube.com/watch?v=u6XAPnuFjJc
Kurz: https://www.youtube.com/watch?v=1SfmmuC9IWs Dan Pink
„For every complex problem there is an answer
- clear, simple, and
... wrong. ”
adapted from H. L. Mencken (1917)
MPL: moovel Production Line “progressive try - fail fast - retry“
*MVP: Minimum Viable Product
B2C
B
2B
P
lug-ins
Idea Backlog create product ideas
Validate Validation before we spend $1
Build MVP* Build MVP for market pilot
Pilot Get initial traction
Grow/ Operations Continuously scale business
Defined criteria to move product/ idea from one phase to next
R.I.P.
R.I.P.
Overview of moovel Group’s 5 Phase Product Development Process
R.I.P.
R.I.P.
83 % of searches
from „here“ & „now
TRANSPARENZ = KEY
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Purpose
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"Apple is like a ship with a hole in the
bottom, leaking water and my job is ...
"
Steve Jobs
Purpose
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"Apple is like a ship with a hole in the
bottom, leaking water and my job is ...
"
Steve Jobs
to get the ship pointed in the right direction
...this is still DAY1
“There‘s so much stuff that has yet to be invented.
There‘s so much new that‘s going to happen.
People don’t have any idea yet how impactful the
Internet is going to be and that this is still DAY 1 in
such a big way.”
Jeff Bezos
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AGILE WORKING MODEL (CULTURE) means
…working with experts and trust them
…real sharing of responsibilities and ownership (end to end)
…taking decisions (failure learning)
…always talk about the learnings
...provide information (transparency)
…communication (pushpull)
...sustain tensions – uncover them (impediments)
...never think in “Silos” – but foster interdisciplinary (open minded)
...less:“no”, less “cover my ass”, less “yes, but”, more: “yes, and...” 47
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CORPORATE AGILITY CHALLENGES
... Nicht für alle Problemstellungen geeignet (komplex vs. kompliziert)
... Höchste Form der Führung („Expertenführung“)
... Mehrheit ist (noch) anderes mindset gewöhnt („Anstrengend“)
... Prozesse eher für „Risiken vermeiden“ statt „Chancen ergreifen“
... Was wird belohnt? Was wird “bestraft“ ?
…Themen sind schnell “too big to fail“
... Transformation übersteigt einen Manager – „Zyklus“
... TopDown und BottomUp parallel? (Worte und Taten)
50 ganzheitlicher (!) CHANGE PROZESS
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backup
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http://www.pentaeder.de/projekte/2012/01/23/kein-projekt-sondern-ein-scrum-cartoon/
Iterative Teamentwicklung: RETRO
Interventionen: AGILE COACH
Awareness....
Education....
Performance!
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5 steps (for company / team)
A – RECOGNIZE (the need to do something)
B – CREATE AWARENESS (knowledge sharing)
C – PILOTING (first agile experiments)
D – SUPPORTED INTRODUCTION (of agile processes)
E – CONTINOUS IMPROVEMENTS (selforganized & iterative)
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5 steps (for company / team)
A – RECOGNIZE (the need to do something)
B – CREATE AWARENESS (knowledge sharing)
C – PILOTING (first agile experiments)
D – SUPPORTED INTRODUCTION (of agile processes)
E – CONTINOUS IMPROVEMENTS (selforganized & iterative)
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from to
“we have adult, self-thinking employees”
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from to
“we have adult, self-thinking employees”