mythos? eigenverantwortliche teams, organisation, planung ... · leadership and management, taking...

Copyright © 2019 Accenture All rights reserved.

Mythos? Eigenverantwortliche Teams, Organisation, Planung und Transparenz beicrossfunktionalen Teams

1

Copyright © 2019 Accenture All rights reserved. 2

CONTACTS

Henrik Gruber

Senior Agile Coach

Accenture GmbHBörsegebäude, Schottenring 16AT – 1010 Wien

Mobile: +43 676 872 033 951

Mail: [email protected]

Yasi Schneidt

Scrum Master / Agile Coach

Accenture GmbHBörsegebäude, Schottenring 16AT – 1010 Wien

Mobile: +43 676 872 033 994



Begin Content Area = 16,00 End Content Area = 16,00Left Spacing = 0,50 Right Spacing = 0,50

How is this team doing? How do you know that?

VISUALIZE AND LIMIT WORK



Today

HOW IS THIS TEAM DOING? MENTIHOW DO YOU KNOW THAT?

https://www.mentimeter.com/s/cf8a41e700e5199e6b227abc55579dc9/8b2406f32388


BUSINESS HAS CHANGEDPROJECT MANAGEMENT HAS CHANGED

• In 1975 physical assets (plant, property, and equipment) made up more than 80% of the market value of the S&P 500

• Today intangible assets make up over 80% of the S&P 500’s market value


PRODUCTS / SERVICES TODAYHAVE SHORTER LIFE SPANS


Bureaucracies… Robust, yet Fragile


A NEW WAY FORWARD…

“However beautiful the strategy, you should occasionally look at the results.”

Churchill


MANAGERS NEED TO BE LEADERS –YET IN A VERY DIFFERENT WAY

Presenters, talking about their strategy

Managers steering top down with structure and consistency

Innovators, enabling the people around them to (re-)invent & deliver excellence

Bosses, telling their staff what to do (and think)

Experts, adding command & control to their functional skills

Leaders, winning followers for a purpose

Listeners, understanding customers & employees and ecosystem

Partners, teaming up with fellows they guide

Owners of exclusive knowledge and resources Knowledgeable network-knot, sharing insights, contacts…

WHAT THE PAST REWARDED… WHAT MATTERS NOW…

Controlled Narrow Skills Individual HeroesObligated TrustedSelf-organizedContinually developedMulti-skilledResponsible Collaborative Teams


FROM MANAGING INDIVIDUALS & TEAMS

TO CONTINUOUSLY IMPROVING

THE ORGANIZATIONAL ENVIRONMENTS IN WHICH INDIVIDUALS & TEAMS OPERATE

THE JOB CHANGES: LEADERSHIP


SCOPE

PROJECT MANAGEMENT CHANGES

SCOPEBUDGET

BUDGET

TIME

TIME



13

VALUE DELIVERED

Ability to innovate up to 29%

increased1

Product delivery accelerated up to

67%1

Business and IT alignment improved

up to 64%1

Productivity increased by up to 26%1

Employee engagement increases by

61% through less formal structures and

higher decision making power2

Employee turnover is reduced by over

20%2 through increased employer

attractiveness

1

2

3

1: SOURCE: Gartner (2017), Survey Analysis: Survey Analysis: Agile Now at the Tipping Point | 2: SOURCE: Gallup (2017), Gallup’s State of the American Workplace 2017 Report

4

6

AGILE ENTERPRISE

Agility as

value driver

▪ Rapid prototyping

▪ Employee

empowerment

▪ Lean governance

Agile operating model

▪ Optimized time-to-market

▪ Quick value realization

▪ Improved quality early

▪ Higher effectiveness

BUSINESS

VALUE

5

TODAYS LEADERS EMBRACE AGILITYAS A CATALYST FOR EFFECTIVE VALUE DELIVERY & GAME CHANGER


Source: https://hbr.org/1986/01/the-new-new-product-development-game

HISTORY OF SCRUM



WHY DID WE GET STUCK? THE INVISIBLE ROOT PROBLEMS...

15



16

Case StudyTelecommunications Industry



17

RELEASE BURNUP CHART

**

Release Burnup (Oktober 2018)



18

VALUE CREATION



FROM MANAGING DEMAND AND

ORCHESTRATING SUPPLY TO OPTIMIZING FLOW

SEPARATE DEMAND FROM SUPPLY



Agile Transformation Scope

AGILITY IS A FUNDAMENTAL CHANGE THAT

ALL KEY AREAS NEED TO BE ADDRESSED FOR A SUCCESSFUL AGILE ENTERPRISE TRANSFORMATION

ARCHITECTURALMODULARITY

FAST PACEDOPERATING MODEL

NEW TECHNOLOGY, METHODS AND TOOLS

Change needs to happen at and bedriven by the top level of the company, from where it should be exemplified (Cultural & Mindset Change, Skill Enablement, Lean Hierarchies)

A decoupled, agile, future-readyarchitecture and an integrated

ecosystem are enablers (API Architecture, Digital Decoupling,

Evolutionary Architecture)

Bridge the gap between Businessand IT and foster close collaboration in agile teams (Innovation Enablement, Lean Governance and Delivery)

Foundational new technologies(Cloud, Big Data, …) and technology enablement

for new ways of working (Agile, DevOps, Lean)

BUSINESSVALUE

AGILE LEADERSHIP, CULTURE, WORKFORCE & ORGANIZATION

IMPACTS THE ENTIRE ENTERPRISE IN 4 WAYS


trans·for·ma·tionˌtran(t)sfərˈmāSH(ə)n/

noun

a thorough or dramatic change in form or appearance

synonyms: change, alteration, mutation, conversion, metamorphosis, transfiguration, transmutation, sea change;

• a metamorphosis during the life cycle of an animal

• the induced or spontaneous change of one element into another by a nuclear process


OUR AGILE EXPERTS @ AGILE AMPED

3 Key Capabilities for Agile Leaders | Business

Agility SeriesClarity of purpose, control without controlling, and designing for flow – these are three

capabilities that are essential for Agile leaders to possess, according to Agile trainer and coach,

Phil Abernathy. “Empowered teams are more dangerous if there is no clarity…[and are] nothing

more than powerful horses pulling in different directions,” says Abernathy. The difference between good companies and great companies is discipline – they are not chaotic…

Your Budgets are Undermining Your Values |

Business Agility SeriesBogsnes champions the Beyond Budgeting movement, which might very well have been called

“business agility” – because it is about so much more than just budgeting. It encompasses

leadership and management, taking a holistic view of the organization and particularly casting a

new light on the dysfunction of budgeting cycles.

What is Agile Portfolio Management?Traditional portfolio management assumes an infinite supply of knowledge worker’s capacity. It also

plans for 100% utilization (which is impossible) using full time equivalents, and part time people

introduce a lot of context switching.

These are two big problems.Instead, Barton recommends building teams of people as enduring

corporate assets, and then focus on maximizing the return on those assets – what we call return on

team. Portfolio management in a traditional sense has the tendency to break up teams, which in

turn crushes Agile. Melberg likens this to the cost of infrastructure for tearing down an office building

each time a new project is started, yet companies do this to their people all the time.

24

REGULARLY DISCUSS RECENT TRENDS; EXPERIENCES AND FOCUS AREAS IN AGILE TRANSFORMATION


Henrik Gruber

Senior Agile Coach

Accenture Solutions GmbHBörsegebäude, Schottenring 16AT – 1010 Wien

Mobile: +43 676 872 033 951


Yasi Schneidt

Scrum Master / Agile Coach

Accenture Solutions GmbHBörsegebäude, Schottenring 16AT – 1010 Wien

Mobile: +43 676 872 033 994


mythos? eigenverantwortliche teams, organisation, planung ... · leadership and management, taking...

Documents