Post on 23-Jan-2018
ORGANIZATIONAL DEVELOPMENT 101
Worst.Session.Title.Ever.
@ja s on l i t t l e | l e a n i n t u i t . c om
Go to http://sli.do and use the code “meddlers” to answer a 1-question
survey
#m30meddlers | @jasonlittle | leanintuit.com
TheAliceofLeanintuit
AuthorofLeanChangeManagement
AuthorofAgileTransformation
OrganizerofSparktheChangeToronto
Management3.0Facilitator
HappyMellyMastermind
World’sGreatestColdFusionDeveloper
leanchange.org
agiletransformation.ca
sparkthechange.ca
management30.com
happymelly.com
#m30meddlers | @jasonlittle | leanintuit.com
Containers
YourGamePieces
ResourcePool
#m30meddlers | @jasonlittle | leanintuit.com
WhatYou’llBeDoingwithThemThisshortversionofthegamefocuseson2basicODprinciples:
(1) Howpeoplearegrouped(2) Howgroupsarelinked
Itdoesn’tfocuson:
(1) Organizationalstrategy(2) Organizationalnetworks(affinityvsaffect
vsadvicenetworks)(3) Organizationalculture(4) Howalltheseattributesareconnected
Butwe’lltalkaboutthatstuffafterthegame!
#m30meddlers | @jasonlittle | leanintuit.com
HowPeopleAreGrouped
Inorganizations,peoplearetypicallygroupedby:- Function- Cross-function- Market- Businessunit- Product- Customer- Geographicalregion
Nonearecorrect,thereareonlytradeoffstobemade.
#m30meddlers | @jasonlittle | leanintuit.com
HowGroupsAreLinked
Nonearecorrect,thereareonlytradeoffstobemade.
Inorganizations,groupsaretypicallylinkedby:
People(PM’s,SM’s,TeamLeads,FunctionalManagersetc)
Processes(Statusmeetings,SoS,PIPlanning)
Tools(JIRA,MSPrj,Wikis(ChrisChapmanrecommendsSharePoint))
#m30meddlers | @jasonlittle | leanintuit.com
FlowoftheGameYou’llbegivenascenario
You’llimplementanorganizationaldesignwithyourgamepieces:You’llchoosehowtogrouppeople
You’llchoosehowtolinkthosegroupstogether
We’lldebriefyourorganizationaldesigns:Whatsimilaritiesexist?Wheredogroupsdiffer?
You’llbegivena2ndscenario
You’llchangeyourorganizationandwe’lldebriefagain:Whatchanged?
Whatstayedthesame?
#m30meddlers | @jasonlittle | leanintuit.com
GameRules(1)Tilesmustbelinkedtogethersomehow:
ThisexampleshowsthattheRedTilewith2LM’shavenodirectcontactwiththecustomerwhilethetwobluecross-functionalteamsare
closetothecustomer
(2)Aresourcethatoverlapstilesimpliesthatresourcemanagesthelinkbetweentiles
ThisexampleshowstheSMhasdirectcontactwiththecustomer,andistheSMfortwoteams.ITalsoshowstheUXpersonissplit
betweentwoteams.
#m30meddlers | @jasonlittle | leanintuit.com
Scenario1Context:Youareacoolinterwebstartupcalled“SharePoint-ly”Youbuildkick-ass,high-quality
software.
Yourprimaryshareholder,ChrisChapman,hassignedupyourfirstcustomerandhasgiven
budgettohire10people.Scenario:Buildanorganizationthathas10
people,andworkson1projectfor1customer.
#m30meddlers | @jasonlittle | leanintuit.com
Scenario1Debrief
Howdidyouchoosetogrouppeople?
Howweregroupslinked?
Anyinterestingobservationsfromteamsorfacilitators?
#m30meddlers | @jasonlittle | leanintuit.com
Scenario2-YerGrowing!Context:Chrisispleased!He’ssignedon2morecustomerssonowit’stimetoscale!
Changeyourorganizationtoaccommodate18peoplewhileyouworkon5projectsfor3
customers.
I am VERY happy!
#m30meddlers | @jasonlittle | leanintuit.com
Scenario2Debrief
Whatchanged?
Whatstayedthesame?
Whatnewroles,ifany,wereadded?
Whatroles,ifanywere,uh,removed?
Whattypesoftradeoffsweremade?
Anyinterestingobservationsfromteamsorfacilitators?
#m30meddlers | @jasonlittle | leanintuit.com
TheMeddlers
https://management30.com/product/meddlers/
Management3.0isasetofactionablepracticesandgamesthathelporganizationsimprove
howtheymanageworkandpeoplethatputsapriorityonthehappinessofpeople.
Thefullgameinthe2-dayworkshophas5rounds,witheachonegoingdeeperinto
organizationalchange.
#m30meddlers | @jasonlittle | leanintuit.com
WhichLensareYouLookingThrough?
Howdoweinterpretdata?Howdoweassignmeaningtoevents,objectandpeople?
#m30meddlers | @jasonlittle | leanintuit.com
3LensestoConsider
STRATEGIC“RATIONALVIEW”
POLITICAL“SOCIALVIEW”
CULTURE“IRRATIONALVIEW”
#m30meddlers | @jasonlittle | leanintuit.com
CULTURE“IRRATIONALVIEW”
AttributesofEachLens
GroupingLinkingAligning
Fit?
Powerandinfluence Conflict
SocialNetworksNegotiation
Habits
MentalModelsCulturalAssumptions
STRATEGIC“RATIONALVIEW”
POLITICAL“SOCIALVIEW”
@jasonlittle | leanintuit.com
Rational View (Brain) Logical, structured
Leadership Stance/Role: Architect
Important Skills: Sense making, inventing
Simulus for Change: Not hitting your targets, objectives not being met.
Not doing the right things, or structure is not aligned to the strategy
How to change it: Get more information, more analysis
Barriers to Change: missing information
Agile Through a Strategic Lens
• Someone must be accountable (VP of Agile) • Standard processes must be defined by a
central office • Strong focus on measurements
How this drives behaviour
• Coaches are processes experts, not coaches • Further separates people at the top from
people at the bottom (centralized Agile team controls flow of information)
Models that may help
• Value stream mapping • Systems thinking • Complexity models (Stacy Matrix, Cynefin) • Anything devoid of all feeling
StrategicLens
@jasonlittle | leanintuit.com
Emotional View (Gut) Social view
Leadership Stance/Role: Navigator
Important Skills: Relatable, negotiating, influencing
Simulus for Change: Dominant coalition shifts (new ppl, new groups)
How to change it: What do stakeholders, customers, people want? Who decides
what?
Barrier to Change: Deep rooted self-interest
PoliticalLensAgile Through a Political Lens
• At its best, co-creation • At its worst, coercion • Flow with the power of the organization • Power struggle between central agile team
and delivery teams
How this drives behaviour
• Can promote individualism • Knowledge hoarding (knowledge is power)
Models that may help
• Network mapping (Keyhubs - http://www.keyhubs.com/)
• The book “Influencer” or “Start with Why” • Perspective Mapping (leanchange.org/
perspectivemapping)
@jasonlittle | leanintuit.com
Habitual View (Heart) Irrational, emotional
Leadership Stance/Role: Visionary
Important Skills: Storytelling, inspiration
Stimulus for Change: Evidence that the assumptions are not working
How to change it: Establish new rituals, create a more compelling purpose
Barriers to change: Deep, long lasting assumptions “this is the way we
do things”
Agile Through a Cultural Lens
• “That’ll never work here because this is the way it is”
• Extra processes (agile teams do new agile stuff, still need to adhere to PMO or other centralized processes that create extra, low-value work)
• Agile stick beatings
How this drives behaviour
• Can promote individualism • Knowledge hoarding (knowledge is power)
Models that may help
• OCAI (Competing Values Framework) • Schneider Culture Model • Edward Hall’s Iceberg model • Theory U - Otto Sharmer
CulturalLens
#m30meddlers | @jasonlittle | leanintuit.com
ConsiderAll3Lenses
STRATEGIC“RATIONALVIEW”
POLITICAL“SOCIALVIEW”
CULTURE“IRRATIONALVIEW”
Sweet Spot
Models that may help
• Jay Galbraith’s Star Model • McKinsey 7S • MIT Leadership Model
@jasonlittle | leanintuit.com
JayGalbraith’sStar
Created in the 1960’s after Jay Galbraith
discovered 5 interconnected dimensions that
need to be in some sort of alignment for change
to happen successfully.
http://www.jaygalbraith.com/services/star-model
@jasonlittle | leanintuit.com
McKinsey7SCreated by Tom Peters and Robert Waterman in
the 1980 after 3+ years of research into
“organizational effectiveness”.
Tom popularized “Management by walking
around” at HP in the 1970’s, and later created 8
themes in “In Search of Excellence” based on
his years of research and analysis/interviews of
63 organizations.
“The picture of the thing, isn’t the thing. That is,
an organizational structure isn’t the
organization.”
@jasonlittle | leanintuit.com
McKinsey7S-Plusthe3Lenses
Strategic (Brain) “Hard Factors”
Political (Gut) “Soft Factors”
Cultural (Heart) “What emerges”
@jasonlittle | leanintuit.com
8ThemesofOrganizationalEffectivenessA bias for action
Be close to the customer Autonomy and entrepreneurship
Productivity through people Hands-on, value-driven management philosophy
Stick to the knitting Simple form, lean staff
Simultaneous loose-tight propertiesOnly 2 of the 62 organizations that inspired this list in 1980 have died.
@jasonlittle | leanintuit.com
HowtoMakeitReal-1of3
Play “Meddlers”, but start by designing your existing structure Move people to the new structure1 2
3
We changed our Strategy (Go Agile), and we changed our Structure (Agile Teams):
Discuss what needs to change in each of the other dimensions.
To be continued…
@jasonlittle | leanintuit.com
HowtoMakeitReal-2of3Center conversations around:
Strategic Lens:
Did we group and link groups correctly? How would we know? What evidence would we see?
How long should we experiment with this change? Is it a temporary structure? Permanent one?
Political Lens:
What’s in it for our customers? People in the new structures? People outside the new structures that need to interface with the
new teams?
Who else is affected and how?
Who are key influencers?
Cultural Lens
What existing behaviour is rewarded? Punished?
What are the unwritten rules?
What industry are we in? (Risk adverse? Risk taking?)
What organizational debt exists?
@jasonlittle | leanintuit.com
HowtoMakeitReal-3of3Cultural-findinterventionpoints,establishnewrituals,sunset‘legacy’rituals
Political-Establishrelationships,find‘movers’andstronginfluencersStrategic-makeevidence-backeddecisions,thin-outprocesses
Agile Insta
llation
1 of 12
Spotify Installation Process
Please wait while the system copies the DNA of all Spotify employees, and invents a way to replicate how people think and interact from a companythat is completely different from the utterly fucked company that is yours.
Renaming Communities of Practices to Guilds…
Purchasing enterprise JIRA because stickies don’t work here…
Implementing punishment scheme for squads that underperform…
Installing mandatory innovation time at 1pm every tuesday…
Renaming functional departments to Chapters…
done
Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert.
done
done
done
Firing Agile Coaches…
Preparing bad performance reviews for managers and staff…
Preparing year end bonuses for executive team…
Unable to un-install Agile. Teams have gone rogue. Run for your life.
Spotify Un-Installation Process
Please wait while the system exercises the demons…
Agile
An error has occurred. To continue:
Press Enter to download SAFe, or
Press CTRL-ALT-DEL to restart your organization. The people who get agile will quit, and all the naysayers will say ‘I TOLD YOU SO’
Press any key to continue _
@jasonlittle | leanintuit.com
OtherInterestingStoriesXerox - arguably made the laptop economically viable, but made
$0 from it. http://www.johnseelybrown.com/
Ford’s “One Ford” turnaround led by Alan Mulally by essentially implementing a weekly standup.
http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/
Paul O’Neil, Alcoa CEO who created a ‘zero accident’ culture http://www.businessinsider.com/how-changing-one-habit-
quintupled-alcoas-income-2014-4
@jasonlittle | leanintuit.com
Thanks!Upcoming Leanintuit Sessions:
Coaching Beyond the Teams on September 12th, 2017 (sold out)
Facilitation Skills for the Agile Workplace on September 18th, 2017
Lean Change Agent Toronto on September 27th, 2017 Coaching Skills for the Agile Workplace on November 3th, 2017
Management 3.0 on November 27th, 2017
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Use ‘agileto’ to save 10%