People solutions for AGILE challenges · Adjust the elements of the agile methodology...

People solutions forAGILE challenges

Overview

Insights

ASG2-factor model

People driven Agile strategy

Agile solution

Agile in practice

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At Assessment Systems we pride ourselves to provide intelligent solutions through a combination of market insight, technical excellence and outstanding knowledge of people and organizations.

9Offices

60+Countriesof Delivery

15+Years of

Experience

1GlobalTeam

1 000+Corporate

Client

60+Consultants

Our solutions focus on the growth of people, because people drive the growth of businesses.

Assessment Systems Group

Assessment Systems. All Rights Reserved.

Why Agile?

1. BUSINESS ENVIRONMENT

Agile emergence as a global trend way beyond software development is driven by the discovery -driven

marketplace is to become Agile.

Flourishing in the world that is increasingly (VUCA) volatile, uncertain, complex and ambiguous.

Volatile Uncertain Complex Ambiguous


Why Agile?

Rapid adaptationAdapting to ever changing

market conditions

EntrepreneurialAutonomous team-work,freedom within a frame

Quick deliveryShortened lead-times,

at least feasible products

Instant feedbackQuick recovery and

problem solvingon the run

2. INCREASED EFFICIENCY, FLEXIBILITY, PACE AND BUSINESS VALUE

Agile emergence as a global trend way beyond software development is driven by the discovery -driven

marketplace is to become Agile.

Agile ways of working promote speed, innovation and autonomy


Why Agile?

3. MAIN ORGANIZATIONAL CHALLENGES

Eliminating silosBuilding a culture of

collaboration

Reduce lead-timeProducts can get on the

market in shorter period of time

Place customers in the centerProducts are developed for the

changing needs of thecustomers (external & internal)

Companies are now adopting Agile methodologies in many parts of the organization. Functions as diverse as R&D, marketing, sales, operations and corporate strategy are tapping Agile values.


Agile implementation

Establish the ABILITY to be Agile

Find the needed COMPETENCIES to think and work Agile

Evaluating competencies before selection anddevelopment can mean success or failure in transformation!

Implement the needed tools, technical knowledge and organization structure

to be ABLE working in agile

Assess, select and develop the most suitable people for the agile mind- and competency set.

OUR INTERDEPENDENT TWO FACTOR MODEL FOR AGILE ORGANIZATIONS


Agile implementation

FOCUS ON YOUR PEOPLE!

WITHOUT THEM YOUR ORGANIZATION WILL END UP WITH AN EMPTY SHELL OF A SEEMINGLY AGILE MODEL THAT WILL NOT BRING THE

EXPECTED RESULTS.

CONSIDER AS A LEADER

1. Accept that when adopting agile, you will be walking a narrow line to find the golden mean

2. Adjust the elements of the agile methodology systematically in an optimal way to the present organization's culture

3. Demonstrate the transformation's significance for the organization

4. Engage team members proactively in the design of the new operational model

5. Evolve the appropriate hard and soft competencies and attitudes



Agile waysof working

Targets Principles

DemandFrame-

work

Process Routines

Many things are renewed,but most of the people stay

The success of agile transformation

depends on your people.



LEADERSHIP COMPETENCIES

Agile leader

Sensible and passionate

Energetic and result-driven

Humble and cooperative

Flexible and adaptive

Analytical and creative

Classic Manager

Calm and self-controlled

Energetic and result-driven

Humble and cooperative

Structured and risk-tolerant

Analytical or Practical (does not matter)

LEADERSHIP BEHAVIORS

•

• Use positive emotions in common decision-making;

• Energize with working style;

• Enable team members to overcome challenges;

• Gives positive feedbacks and let people fail and learn

• Be approachable for others;

• Do not penalize mistakes;

• Dismiss what does not work;

• Generate outstanding visions;



An Agile organization brings in various new roles and responsibilities with different competencies according to the role descriptions and their contacts to other team members

Product Owner

Customer focus

Priority setting

Action-oriented

Organizational agility

Dealing with ambiguity

Timely decision making

Self-learner

Problem solving

Learning on the fly

Innovation management

Agile Coach

Highly Interpersonal

Approachable

People focused

Development of others

Action-oriented

Active listener

Managing vision

Motivating others

Problem solving

Passion for work

Chapter Lead

Building effective teams

Technical learning


Result-oriented

Action-oriented

Hiring and staffing

Timely decision making

Interpersonal

Approachable

Great organizer

Self-development

Scrum Master

Highly Interpersonal

Approachable

People focused


Action-oriented

Active listener

Mentoring

Motivating others

Problem solving

Passion for work


Agile solution

Modeling agilecompetencies

OUR PROCESS TO TRANSFORM OR SUSTAIN AGILE ORGANIZATIONS

Customizedagile reports

Developing youragile people

Assessing theagile mindset

Competencymapping

Tracking agileperformance


Insurance case study

Challenges:

Decrease the go-to-market lead time

Implement a flexible organizational structure

Place the customer in the focus of innovations

Implement Agile model directly on strategy

Who should take the lead in the transformation?

What roles and responsibilities should be created?

What are the newly emerged competency capabilities to build?

What those people should look like from the competency perspective?

How to measure these competencies?


Insurance case study

Solution:

Mapping the competencies for the new roles

Assessing the leadership competencies

Specialized competency reports on assessments

Developmental areas

Customized data-driven selection and development recommendations

Outcomes:

Smooth and successful transformation to Scaled Agile

Right people are in the right position

Boosted the mind-set change within the organization

Agile HR results (increase in the position number, decreased the time of hiring, decreased time of onboarding)

Built-in tools for retaining the right people (Soft competency evaluation and development is included in the PES)


Banking case study

Challenges:

Market leader bank with huge solid organizational structure

How to eliminate the silos within the organization?

How to compete with innovation on the market?

How to decrease go-to-market lead-time on innovative banking solutions?

Internal or external selection? (Lack of qualified agile people on the market)

How the new competency-

Which solutions should be used for selection and development?

How to measure performance?


Banking case study

Solution:

Specialized reports for all Agile roles, including Squad Members

Mass assessment with personalized reports with unique competencies and development tips

Individual and team feedback to support people in their self-awareness and readiness for Agile

TOP3 and BOTTOM3 areas to build upon and develop in the near future

Performance Evaluation Systems customization with behavioral items through competencies

Outcomes:

Big step forward not finished (in the 3 pilot departments the model works successfully)

Smoother transformation; Better understanding of new roles; Less tension; Better role acceptance and evaluation

(The value of agile increased as people saw that the process contains personal assessments and feedback It has delivered the message, that it is important and people are important)

Results are coming through according to the feedback

Telecommunication case study

Challenges:

Staying innovative on the market, decreased go-to-market lead-time

Staying in front of competitors

A lot of Tribe Lead candidates popped up from the organization, the report and the selection process had to differentiate and highlight the best fits

candidates without Agile & Coaching experience. However, this role is extremely important for the transformation so the selection had to challenge their skills

Who will be the key players in the transformation? (Agile sponsors, Tribe leaders, Agile coaches)

Telecommunication case study

Solution:

Management (agile sponsors) measurement on agile competencies & individual feedback

Team profile workshop for sponsors to understand themselves as agile team

Tribe lead reports and comparisons

Tailor-made AC/DC for Agile coaches with customized reports

Outcomes:

Sponsors are being coached, and agile people are strengthened within the team

Tribe Leads and Agile Coaches selected. Coaches need more training and agile understanding (technical learning)

Profile validation & Performance measurement (mindset; performance; skills)

Measuring PO & CL positions

ASSESSMENT SYSTEMS GROUP

Head office:

18600 Prague, Czech Republic

[email protected]

People solutions for AGILE challenges · Adjust the elements of the agile methodology...

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