Honored to be interview by Yu Yanjuan, Journalist of Project Management Review (PMR, China). The interview is republished with the permission of PMR in the PM World Journal (PMWJ). To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/
This article is based on one of the key chapters of my Dutch book Scaling agile in organisaties and now available for my English readers too. Together with the article A new new bird’s eye view on the agile forest you have the most important chapters of this book. All other chapters are summaries of the most common scaling agile frameworks. These summaries can be found on this blog too.
Xebia published an interactive e-magazine Agile NXT ‘12.5 years AGILE in the Netherlands – more than a decade of agile captured in compelling stories and next steps for the future’. In total seven interviews and five articles.
The first interview and 5-minute video is with Jeff Sutherland talking about the future of agile organizations, the importance of leadership and the use and impact of Scrum and Scrum at Scale (“It’s all common sense with an uncommon level of discipline” – Jeff Sutherland).
The article Structuring agile; paradox or silver lining by Thijs Wesselink talks about his balancing act between providing autonomy and creating structures when transforming organizations.
An interview with Bert Voorbraak (Raad voor Rechtsbijstand) about leading change within large enterprises, in this case the transformation within ASR where he opted for a holistic, integrated and step by step approach based on people, processes and leadership.
In the article Creating sustainable growth by investing in the workforce of the future by Riët Broekhuizen and Marianne Pot shows that that approach is much cheaper, helps your business to perform better but will also attract the talent you need tomorrow. Building communities of practice, using serious gaming and blended in-company learning journeys will encourage your workforce to learn.
The interview with Ron Kolkman, Director Joint IT Command Ministry of Defense, emphasizes on his pioneering experience with agile transformation leadership at the Dutch Kadaster (land registry) where the ‘us and them thinking’ disappeared and intent and purpose became key.
Rik de Groot and Daria Nozhkina explore the future by explaining the three steps that provide clarity to leaders in an organization, reduce the risk and increase the succes rate: 1) Digital & agile assessments, 2) strategic advice & design and 3) strategic exploration & preparation.
The interview with Maarten van Beek, HR Director ING, is about trying and pioneering, fintech and bigtech as role models. It all started with the agile transformation in 2015 at ING Bank in the Netherlands where they moved away from functions and function houses, and match craftsmanship with the organizational strategy. He doesn’t believe in agile leadership exists. It’s all about situational leadership and a greater focus on results. It includes a link to the customer story Agile transformation at ING.
Keeping a grip on large international projects through transparency is the title of a next interview with Stan Bentvelsen, Pieter van Braam van Vloten from Nikhef and Theo Gerrits from Xebia discussing the agile transition within Nikhef by using agile principles instead of sticking to a standard methodology or framework. It includes a link to the customer story Agile culture change at Nikhef leads to more transparency and efficiency.
The interview with Martine Zeegers, HR director Unilever Benelux and Riët Broekhuizen, Xebia, describes the agile transition at Unilever Benelux as pragmatic, not too rigid, and a lot of experiments. It is the mindset that counts and not the method. Some teams only work with the mindset and some agile tools and other teams went all the way to the top. It includes links to the article People as the beating heart of change and the Unilever customer story.
Michael Maurer and Daniël Burm discusses in their article the data native organization (data quality, means to monetize, organizational capability, technology platform and governance to compliance are all in place) and the first iteration of the Xebia Data Native Organization Framework including a value circle and target operating model to become a data driven company. It includes a link to the article ‘Big data, but little value? How to embed data science in your organization?’
The interview and two-minute video with Charl Vermeer, IT Manager Dutch Kadaster, is the second interview regarding the agile transformation at Kadaster. In this interview the focus is on integrating IT, agile, cloud and data and the use of so-called culture guards.
In the last article Marianne Pot and Rik de Groot explain serious gaming and the impact of serious games during transformations. There are three types of serious games: problem based, trial and error and scenario-based games. It includes a link to the paper ‘Serious gaming’ from the same authors.
Conclusion.Definitely worth reading. Inspiration, insights, lessons from real life agile transformations and state of the art developments like the Date Native Organization Framework or serious gaming.
We all know Peter Drucker’s famous quote ‘Culture eats strategy for breakfast’ and I transformed that into ‘Culture makes or breaks your agile transition’. For me this is reason number one why so many agile transitions fail. In this article I explain what I mean with culture, I make some references to books or articles explaining culture and I make a reference to my Bird’s eye view on the agile forest and elaborate on the, what I call, culture targeted frameworks or ways of working.
This article was published in the Blue Striped Frog magazine. To read the complete Blue Striped Frog magazine or get a (free) subscription, see my review.
My quest for agile frameworks, ways-of-working or methods is finished. In 1986 Hirotaka Takeuchi and Ikujiro Nonaka published in the Harvest Business Review their article ‘The New New Product Development Game’. This was the starting point for the development of Scrum by Ken Schwaber and Jeff Sutherland. Some years ago, you could say “Scrum is agile” and ask “is Agile Scrum?” Now we know there is much more flesh on the bones. On the other hand, you could say I haven’t found the silver bullet and that’s the reason why I added common sense as the final number.
The first official version of the my corresponding article ‘A bird’s eye view on the agile forest‘ was published in the PM World Journal in November 2019 (award-winning featured 2019 paper). At that moment it contained 50 frameworks. A translated version with around 70 frameworks has been published in Russian by the Magazine of COBHET (SOVNET), the Russian Project Management Association, with the title “ОБЩЕЕ ПРЕДСТАВЛЕНИЕ О ГИБКИХ МЕТОДОЛОГИЯХ” .In October 2020 a second version (‘A new bird’s eye view on the agile forest‘) was published in the PM World journal, now with around 80 frameworks. This ‘A new new bird’s eye view on the agile forest‘ version reached the number of 100 and that’s enough (for now).
The Digital Transformation – 11-Step Ticking Clock Model visualizes the digital transformation journey that organizations go through: future thinking, centricity and future proofing. In Future Thinking, the leadership team strategically examines how digital will reshape their offer, the strategy and themselves. (This is important as many leaders need to digitally transform themselves before transforming the organization.) The second stage recognizes that digital transformation is not about tweaking the current business model but requires a whole business model transformation. It touches the business end to end, with the front and back end transforming as well as the culture. Too many digital transformations fail because the culture did not transform. The third stage ensures continuality and sustainability. A whole business model transformation takes time, and it requires new digital measures to track performance and new ways to present a large amount of data.