Post on 12-Jul-2015
Petri&Heiramo&–&Futurice&Oy&
5.9.2014&
Organisational+Change+the+Agile+Way+
By 2008, Futurice had grown to ~60 people.
Things no longer worked well by
people talking to each other.
It was decided that we need proper
management practices.
Tuomas Syrjänen, CEO
Have people become stupider, or are we doing
something wrong?
Six months later, …
Outcome+
Ranked&“Best&Place&to&Work”&in&Europe2012&+&2013&
A different path was chosen.
Now, at nearly 200 people, things were getting a little too hairy again.
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Futurice&Organisation,&~2008&(60&people)&
Client&project&
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LCM&&&&
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Futurice&Organisation,&2013,&in&Theory&(180&people)&
Client&project&
UX&&&&
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LCM&&&&
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Futurice&Organisation,&2013,&in&Practice&
Client&project&
The&process&must&set&an&example&for&desired&behavior&in&the&new&system&
Prepare&for&&change&
Agree&on&&model&
Transition&to&new&structure&
Learn&to&&operate&
^&Why&are&we&changing?&^&What&do&we&want&to&achieve?&^&Where’s&the&pain?&^&What&works&now?&
^&What&options&do&we&have?&^&How&well&they&work&against&our&goals?&^&How&to&decide?&^&Who&decides?&
^&How&to&re^organize?&^&How&to&split&accounts?&^&Who&will&go&to&which&tribe?&^&Who&are&chiefs?&
^&How&tribes&organize&themselves?&^&How&to&coordinate&tribes?&^&How&to&create&tribe&spirit?&
Sep&2013& Oct&2013& Dec&2013& Jan&2014&!&
PREP MODEL TRANSITION OPERATE
Mgmt&Support&Team&&
Key Events / Workshops
PREP MODEL TRANSITION OPERATE
Model&Workshop&
Tribe&&Skeleton&
People&Select&Their&Tribes&
Tribe&Kickstart&
~6&months&
~3&months&
Prep+» Collect,&understand&and&s
hare&
› Pain&points&
› Things&that&worked&
› Priorities&
› What&kinds&of&things&people&would&value&in
&the&
new&system&
» Plan&and&organize&› Schedule&
› Activities&
› Invites&
Establish Why
Model+Workshop+
» Full&day&workshop,&~30&participants&
» Three&“seed”&approaches&» Participants&asked&to&
suggest&other&approaches&
» Vote&top&3,&refine&in&subgroups&
» Select&the&one&with&highest&“net&promoter&score”&
“In this workshop, we will decide the future of Futurice.
Or at least how we should organize ourselves to meet
both current and near future
needs and challenges (like up
to 400 people). We also decide what actions we will take to start realizing that plan. …”
This&validated&that&our¤t&approach&wasn’t&
wanted&
Two&stages&of&decision^making&&
Tribe&Skeleton&Workshop&(½d)&
1.&Create&empty&skeletons&for&three&tribes&
2.&Volunteers&as&“constructors”&
3.&Discuss&which&tribe&takes&
which&account&
4.&Evaluate,&iterate&
Key&principle:&People&
can&only&move&their&own&picture.&
People+Select+Their+Tribes+Roughly&two&weeks&of&time&to&discuss&with&
constructors&and&figure&out&“the&right&tribe”&
Get going
" Organize own operation and decision-making
" New supervisors " Start consolidating people
to own accounts " Coordination and reporting
Tribe+kickstart+Gather together to meet with other tribe
members
Selecting tribe chiefs
" 3-4 chiefs (no single leader) " Different profiles
" Shared responsibility " Volunteers + conversations
Mgmt+Support+Team+ 5-6 people, incl. CEO
How&did&people&take&it?&
COMMUNICATE!
Key+Lesson+Learnt+
Managing Agile change is setting a container and facilitating;
let people make the decisions.
[This is a little simplified, but a good rule of thumb]
Did&we&succeed?&
The new model was chosen by the workshop
participants
No-one was told which tribe to belong
Tribes self-organized internally Tribes chose their own chiefs
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Tribe&&&&&&&&&
Futurice&Organisation&Now,&in&Practice&
Yes+ No+
Did&we&solve&all&our&problems?& ✔&
Did&we&solve&some&problems?& ✔&
Did&we&create&new&problems?& ✔&
Are&we&done&with&the&change?& ✔&
Is&our&org&working&better?& ✔&
Do&all&agree&with&me?& ✔&
Thanks!+› petri.heiramo@futurice.com&
› Twitter:&@pheiramo&
› www.futurice.com&