agile culture @moovel - personaldienstleister für it ... world’s largest taxi company owns no...

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

10

2005

11

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

14

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

19

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”)

20

It‘s all about speed

21

What exactly is

the problem?

It‘s all about speed

22

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}

26

TRUST = SPEED & COSTS

TRUST = SPEED & COSTS

Stephen M.R. Covey: The speed of trust

Leadership is changing

Leadership is changing

27

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

30

Pull (not Push) Communication

It’s more than tools…

it’s culture & mindset!

31

// 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

32

Framework /

constraints

Autonomy inside

“everybody has a plan

until they get punched in their face”

mike tyson

34

backup

35

36

Backup

37

Leadership is changing

From….

38

Product Owner Scrum Master

(Agile Coach)

Team

To….

What really

motivates us?

39

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

43

Purpose

44

"Apple is like a ship with a hole in the

bottom, leaking water and my job is ...

"

Steve Jobs

Purpose

45

"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

46

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

48

49

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

51

backup

52

53

http://www.pentaeder.de/projekte/2012/01/23/kein-projekt-sondern-ein-scrum-cartoon/

Iterative Teamentwicklung: RETRO

Interventionen: AGILE COACH

Awareness....

Education....

Performance!

54

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)

55

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)

56

57

from to

“we have adult, self-thinking employees”

58

from to

“we have adult, self-thinking employees”