Tag Archives: agility

Review Blue Striped Frog – The agile community – Magazine (2nd edition)

I just had a sneak preview of the second edition of the Blue Striped Frog magazine. Several articles clustered around the themes: the age of agility, best practices, organizational agility and articles.

My compliments to the editor team. They can be proud of the result. This second magazine offers interesting stories, new insights and real life cases at UWV, NN, Praktijkschool Oost ter Hout, BAM, New10 and ABN Amro and last but not least a new agile framework.

The article – Leaders Beware: Four Megatrends Shaping the Age of Agility – by Ron Meyer and Ronald Meijers, provides elaborations on the following four megatrends: the pressure towards more organizational agility, organizational diversity, the rise of employee empowerment and career diversity. To cope with these trends you require flexible, adaptive and responsive leaders. In line with the article you get and interview with Ron Meyer, one of the authors, talking about the VUCA world and the comparison between an intersection with traffic lights and a roundabout without traffic lights.

The interview with Fred Hoekstra, director of the department Social Medical Affairs at UWV gives some insights in the agile journey of UWV. They established four important pillars “happy employee”, “satisfied execution”, “cooperation” and “hygiene in place”. For them, agile working is a daily quest for how they learn and develop without having major incidents causing a social disturbance. The interview ends with some critical success factors.

The Organizational Agility Heartbeat (TOAH) by Vincent Snijder, Henk Venema and Arthur Waterham describes a lightweight framework for organizational agility. The main characteristic of this framework is the quarterly rhythm in which organizations update their strategy, adjust their course based on this, and translate it into predictable execution. Within The TOAH the rhythmic interaction of three parallel tracks creates organizational agility: strategic planning, prepare for execution and execution. I will add The Organizational Agility Heartbeat (TOAH) framework to my Bird’s eye view on the agile forest as number 92! (https://toahframework.com).

In Organizational Agility at New10 and ABN Amro, Joost Brouwer is interviewed about the agile journey within the New10 startup and what ABN Amro can learn from the New10 lessons and vice versa.

In – Use discomfort to learn forward in a continuous dialogue – Jindra Kessener shares her experiences how we manage to handle the discomfort that is necessary to challenge our results, ideas and premises, without our defense mechanism taking over our capacity to think and observe clearly. She gives some insights on how knowledge about our autonomous nervous system could be used in Agile practice.

Culture makes or breaks your agile transition is an article of myself. In this article I explain what I mean with culture, I make some references to books and articles explaining culture and I make a link to my Bird’s eye view on the agile forest and elaborate on the, what I call, culture-targeted frameworks or ways of working.

Purpose driven people is the title of the last article and the title of the book Alize Hofmeester wrote. In this article she elaborates why the journey to agility is about people and purpose and why she wrote a book to make that clear. 

To emphasize that the Blue Striped Frog is not only a magazine but also a community we get an impression of the first four Blue Striped Frog Tastings: Leading with Obeya by Tim Wiegel (soon I publish a review of the book Leading with Obeya on this blog), Programs in an agile organization, curse or blessing by Henk Venema, Culture makes or breaks your agile transition (from myself) and Purpose Driven People – Creating business agility and sustainable growth by Alize Hofmeester. To become part of the Blue Striped Frog community you can join the community on LinkedIn to be inspired, to learn and to share: https://www.linkedin.com/groups/8762445/

A top 10 with agile related songs and a few agile myths and tips finalizes the magazine.

Conclusion: A must read. And, if you haven’t subscribed yet be fast and you will receive this one and all the upcoming issues of the Blue Striped Frog Magazine for free (physical and/or digital edition). You can subscribe at https://www.bluestripedfrog.com

The Continuous Innovation Framework (COIN)

I just came across a new framework that could be positioned on the portfolio level of my Bird’s eye view on the agile forest.

The Continuous Innovation Framework (COIN) is designed to help large organizations to successfully and continuously develop, scale, and embed innovations and thus create a continuous Return on Innovation. COIN is a model designed to help individual stakeholders in an organization to better work together to facilitate a continuous process of innovation. The framework consists of roles, rituals, and artifacts that together generate a continuous flow of innovation through an organization.

COIN represents an organization-wide, lightweight, and transparent process to: ​

  • Capture innovative ideas from internal and external sources​
  • Assess feasibility and value for the organization in the shortest possible lead time​
  • Align business operations to scale innovations effectively​
  • Manage the portfolio of innovations for value​
  • Align innovation with business strategy.

Weighted Fastest Innovation First, or WFIF, is a method to facilitate objective decision-making during the prioritization of innovations in a portfolio. WFIF helps Portfolio Management to prioritize the work which delivers the highest value in the shortest amount of time.

The Six Week Innovation Challenge (SWICH) is a six-week period of experimentation which is based on Lean Startup principles and tools of Alexander Osterwalder. At the core of the approach is a small, multidisciplinary Innovation Team which includes the Innovator. The objective of the experiment is to obtain real market feedback to validate either a value hypothesis, a feasibility hypothesis or both.

More information can be found at https://continuousinnovation.net

A brief explanation of the COIN Framework and its benefits for businesses that want to innovate faster, more focused, and with higher employee engagement.

For the latest updated version of my Bird’s eye view on the agile forest article see: https://hennyportman.wordpress.com/2020/10/11/new-birds-eye-view-on-the-agile-forest/

Review Intention

Two weeks ago, I received a blurb request. “I saw on your blog that you reviewed Switch: How to Change Things When Change Is Hard, and I’d like to ask whether you’d be willing to consider giving a blurb to a similar book”.

The book ‘Intention: Building Capabilities To Transform Your Story’ is written by Dr. Ian D. Brooks. This book provides direction for leveraging our greatest ability to realize change by expanding our personal awareness and taking specific action. This is a book outside my comfort zone but a training class was rescheduled due to Covid-19 regulations, so I started reading.

Business agility is key, and many organizations started some years ago with the implementation of Scrum. Soon it became clear that when working with more teams you need some form of coordination and these organizations started to implement a scaled agile framework to manage e.g. the team dependencies. But the results were for many organizations still disappointing. Study after study showed that for those organizations, among other factors, their organizational culture was at odds with agile values. New frameworks popped up to use together with the scaled agile frameworks to work on this agile culture. In my ‘bird’s eye view on the agile forest’, I already covered more than 80 agile ways of working including those culture targeted frameworks. But it looks like we still haven’t found the silver bullet, agile transitions fail in many cases. I see for example management teams struggling with the product owner role. And then a senior manager said to his colleagues … ”Yeah sure PO, you have a mandate” and they started laughing. They don’t trust the teams, they don’t empower the teams, they aren’t willing to decentralize decision-making, and facilitating leadership doesn’t belong to their vocabulare. And that brings me back to this book. Will this be the missing piece to help senior managers to transform themselves towards a manager that supports an organization on its agile journey? It could be the case, but only when these managers pick up the gauntlet to work on themselves.

In this book, the author helps you to make your own personal transformation. This can be work-related as mentioned earlier when you are part of your journey to more business agility but could also be a much more personal non-business-related goal, e.g., losing weight.

The author defines intention as a state of mind with which an act is done. It’s having the mindset, attention, or personal will to concentrate on something or some end or purpose. Intention provides a priority of wants and needs that offers us direction, but it is flexible enough to meet changes in your environment, circumstances, or life.

Changes are important individual actions, but also lead to bigger behavioral outcomes and results. Changes tend to be event-driven. Transformations are the collection of changes that lead to a broader outcome. Thus, the actions become a newly adopted lifestyle, a new way of life.

He uses a framework to help you to make the necessary steps to transform yourself in the direction you set for yourself based on five capabilities to use iteratively:

  1. Discovery: The intention is to expand your awareness beyond the challenges presented, exploring deeper into what you wish to solve.
  2. Principle of You: What we identify as targets of change usually overlook acknowledgment of who we are inherently and the symbols we associate with our pasts.
  3. Direction: Here, you will intentionally plan a transformation specific to you and practice forethought toward developing behaviors and routines that will move you forward.
  4. Experience: This capability is usually where changes first become noticeable. It focuses on acting in the now and regulating emotions that may arise at the moment.
  5. Attunement: This allows you to reflect on progress and learn from adjustments for building consistency in new behaviors. 

It is important to realize, however, that the building and refinement of your capabilities will occur over time, not in a singular moment. To build capabilities over time, transformation requires management of your P.A.C.E. (patience, accountability, commitment, emotions).

There will be times when the emotion from what you discover is daunting and you will rush to quick conclusions. To address these thoughts and manage your P.A.C.E. You need to operate with intention: pause your time, process, and reflect for self-awareness.

Conclusion. If you want to transform your behavior, e.g., move away from a command-and-control management style to a more facilitating leadership style or non-business/private personal behavior, this book offers you a framework, steps to take, points of attention, advice, and many real-life examples to support you in your journey. For sure you will have thoughts and actions you want to change but always postpone and then this book could be the trigger to make your next move.

To order: Will be available in March 2021

Remote Agility Framework

Just published the New bird’s eye view on the agile forest (PMWJ) and I can already make an adjustment (will it ever stop?).

Designed for all levels of business (enterprise, team of teams and teams), Remote Agility Framework (remote:af) is an evolution to your ways of working to overcome the modern challenge of distributed teams. 

  • Enterprise: Make strategy accessible to enable autonomous decision making with directional alignment. 
  • Team of Teams: Align teams with data for effective planning, governance and delivery.
  • Teams: Design teams to evolve to fit the nature of the problem that they are solving (mission, product and operating teams).

remote:af is designed to enhance existing frameworks, enabling remote working while providing lightweight guidance for those new to agility.

It’s based on the following principles: enterprise principles (trust in people, strategy evolves, clarity is king, and remote but responsible), team of teams principles (all teams are equals, pass things gently, help each other, and measure what counts) and teams principles (respect circumstance, work smaller, further, but closer, and tool the F up).

In the framework we see enterprise-based events (strategy and scoring), team of teams-based events (all hands planning, review and retrospective) and team events (team planning, review and reflection).

More detailed information can be found on their website https://www.remoteaf.co/.

This framework can be positioned in the culture-targeted box in my bird’s eye view on the agile forest. See: https://hennyportman.wordpress.com/2020/10/11/new-birds-eye-view-on-the-agile-forest/

A new bird’s eye view on the agile forest

Happy to see my A new bird’s eye view on the agile forest article in the October edition of the Project Management World Journal (PMWJ). It’s less than a year ago when the first edition of this article won an award. At that moment it contained 50 agile ways of working. In this new version I added 30 new ones which brings it to a total of 80 agile ways of working (including links to websites with more detailed information).

Portman, H. (2020). A new bird’s eye view on the agile forest; PM World Journal, Vol. IX, Issue X, October

The following article is a modified version of the published article on PM World Journal:

  • V2.6 2021-01 Added TOAH (Portfolio level)
  • V2.5 2021-01 Added eduScrum (team level)
  • V2.4 2021-01 Added FLEKS (one-time projects/programs), Flawless Execution (Culture-targeted)
  • V2.3 2021-01 Added COIN (Portfolio level)
  • V2.2 2020-10 Added Agile 2 (Team – Culture-targeted)
  • v2.1 2020-10 Added Remote Agility Framework (remote:af) (Culture-targeted)

Review Blue Striped Frog – The agile community – Magazine (1st edition)

Last week I received a few copies of a brand new magazine from Vincent Snijder, the editor in chief. A magazine for the Blue Striped Frog community of professionals who are engaged in transformations towards increasing organizational agility. At this moment there aren’t that many physical magazines focussing on project management, agile, or agility anymore.

I am probably old fashioned but I still prefer a physical edition above a digital edition. Looking at the overload of online blogs, articles, complete magazines etc, I often start reading but in many cases not finishing the digital magazine. When it’s a physical edition, it’s on the table, waiting to be read completely. For this magazine both options are possible (see below).

The editors sees the blue stripe frog as a cool name (I agree and I assume it has nothing to do with the poisonous blue stripe frog you can find in the rain forests of South America).

Let’s look at the content.

The editor in chief opens the magazine with some froggy talk about transparency, the theme of this first issue.

Hans van Leeuwen and Henk Venema were privileged to speak with Kate Collins and Andrik de Jager, both Global directors IT at royal BAM Group. In this interview we see how they constructed an agile future. A future where multiple disciplines are working together efficiently towards shared goals. An agile future that enables BAM to quickly adapt to  changes, attracting and retaining talent and facilitates transparency.

Tim Wiegel takes us in the world of the Obeya concept. Obeya is a big room where goals, performance and activities are visualized and physically displayed on walls to make others aware of the context in which they are working. A bit confusing is the fact that the author talks about himself in the third person and makes a little bit too much advertisements for his upcoming book and training. On his website you can download a copy of the Leading with Obeya – Reference Model. https://www.leadingwithobeya.com

Hélène Propsma, Ilse Tacoma and Jos van Oost put leaders of organizational transformations in the spotlights. Leaders often underestimate their own resistance of uncertainties. What does change mean to those leaders and do they know it from themselves? Do they trust the method? How do they handle pressure? Do they dare to let go? How agile are they? How do they react if their teams make mistakes? And can and do they do they want to be responsible for the results that are not completely defined in advance?

Henk Venema talks about the power of aligned autonomous teams. How can you achieve faster time to market, improved, customer experience, higher productivity and a great place to work? What to do if your organization operates in silos, with many managerial layers, where bureaucracy is in the driver seat and staff feel like a cog in the wheel and the focus is on efficiency and costs. Are you take a step-wise transformation (e.g. in line with the SAFe implementation roadmap), an all-in approach (compare ING transforming their entire organization, not only product and IT, with obeys-rooms and QBR’s to align) and the emergent transformation.

Marcel Riemersma makes the analogy between organizations and some animals. Will you be the rabbit or the leopard. Will you stay put and wait for the ‘hype’ to pass by? Or will you act and chase the opportunity to become an agile organization? Are you a rabbit staring in the headlights of organizational agility and thinks, not my cup of tea or do you become the leopard. The predator who openly hunts for the customer and the competition despite the efforts involved.

Henk Venema shows, based on the results of a questionnaire, that agile organizations are better equipped to adapt to a pandemic disruption due to the rhythms and routines, scaled processes, transparency, motivated teams, organizational layers and facilitating leadership.
In the final article, Hans van Leeuwen elaborates how an agile way of working can be of use during a restart of organizations after the lock down due to the COVID-19 pandemic.

On the tip and myth pages, brief explanations of the tips to create remarkable transparency, and communicate frequently and the myths that agile organizations do not need leadership, and by putting sticky notes on the wall things get better.

Conclusion I like this new magazine. It contains a mix of best practices, interviews, real life cases, a little bit of philosophy, some tips and myths and a cartoon at the back. Looking forward to the second edition.

If you want to receive all the upcoming issues of the Blue Striped Frog Magazine for free (physical or digital edition) you can subscribe at https://www.bluestripedfrog.com 

To become part of the Blue Striped Frog community you can join the community on LinkedIn to be inspired, to learn and to share: https://www.linkedin.com/groups/8762445/

Review Moose heads on the table

If you want to make the transformation to a self-managing organization the book Moose heads on the table – Stories about self-managing organisations from Sweden by Karin Tenelius and Lisa Gill is a good starting point.

This book gives you insights, stories, lessons learnt from six different small Swedish companies who transformed towards self-managing companies.

In the first three stories Karin, one of the authors, was acting as a consultant or interim CEO, the last story is about their own training company and in the other two case studies they bought the companies and gave away the authority.

For those who are not familiar with the Swedish culture a short explanation about the title. A ‘moose head on the table’ is what we call the ‘elephant in the room’. A metaphor for an issue that’s becomes infected in the team (unresolved from the past, relationship dynamics or an individual or individuals’ way of being).

In the first case study we see Freys Hotel and a manager who wants to give the employees a sort of energy injection. Self-management brings the surprise boost. What does it mean to coach the owner to be a more empowering leader and step back, and on the other hand to coach the employees to step into their new authority?

In the second case we follow Komanco. A company in crisis with chronic losses and after the transformation a company with big wins.

In the next case regarding Excosoft we see a spiral of profit and loss. It’s possible to get great results withing a short time span with self-management but also how quickly this way of working can be undone when a new CEO takes over if they aren’t a coaching, empowering leader.

In the case about Elisabethgården we see what it means to create a climate of openness and new-found autonomy.

In the case about Mötesbokarna we follow a very old-fashioned call center making the transition. The big challenges in this case were the working climate and the business model. At the end the business was shut down.

The last case is about the authors’ own company Tuff Leadership Training. This company was created from scratch as a self-managing organization.

Throughout the text you get pop-out boxes giving some theory behind the used approaches.

You get an explanation of the three pillars for developing an effective self-managing team or organization:

  • a coaching mindset and way of being: relating to people’s potential, placing responsibility with the group, clarifying and distinguishing, being able to be with it, and not having your own (active) agenda.
  • a focus on working climate: 1) ask for the mandate, 2) describe the current working climate and identify the desired working climate, 3) distinguish, clarify and listen, 4) coach the group to become constructive.
  • a culture of mandate and involvement. Use cooperation coaching process: 1) clearly state the purpose of the activity, 2) distinguish how it will be and what they’re ‘signing up to’, 3) give the group the opportunity to ask clarifying questions, 4) give them the opportunity to choose.

This means moving from a parent-child to adult-adult dynamic, from a manager or leader being responsible, to the team being responsible and to be able to talk about what’s underneath the surface (feelings, emotions, ways of being, mindsets) and to tackle these things first before addressing surface or operational issues.

Besides the three pillars you get five useful insights you can use:

  • Concordance decision making: in order to reach a concordant decision in a group, you need to create a safe space for people to express their feelings and develop adult to adult communication.
  • The gold in listening: practicing your ability to listen is the most important task for a coaching leader, and a crucial part of being an effective team member in a self-managing organization.
  • Transparency and self-set salaries: an individual without information can’t take responsibility. An individual with information can’t help but take responsibility.
  • Accountability culture – a mindset shift from power over to power with and a skillset upgrade: fostering a culture of both high psychological safety and high motivation and accountability is key to an effective team.
  • Core quality quadrant (quality – pitfall – challenge – allergy). To help people ’turn reactivity into creativity. 

ConclusionThe book is easy to read and shows what it means to coach management and/or coach the team to become a self-managing organization. The three pillars and five insights are definitely helpful in your own journey. The focus is mindset, leadership and culture. Are you looking for practices, structures and processes, you have to look for different sources.

To order Moose heads on the tablebol.com, Amazon

Additional reading

Ricardo Semler, Maverick! The Success Story Behind the World’s Most Unusual Workshop, 1993 to order: bol.comAmazon

Frederic Laloux, Reinventing organizations, 2014 To order: bol.comAmazon

Recensie Platformrevolutie

Martijn Arets, platformoptimist, -realist en -criticus biedt met zijn boek Platformrevolutie – Van amazon tot Zalando, de impact van platformen op hoe wij werken, een masterclass platformeconomie aan de hand van voorbeelden van 135 verschillende platformen. Inzichten en voorbeelden die de auteur heeft verzameld aan de hand van meer dan vijfhonderd interviews en gesprekken tijdens ongeveer ‘zestig’ expedities binnen en buiten Nederland.

Het boek is onderverdeeld in vier delen. In het eerste deel – To platform or not to platform – wordt ingegaan om de (on)begrensde mogelijkheden van de platformeconomie. Wordt uitgelegd dat platformen tweezijdige marktplaatsen zijn en wat platformen anders doen. Tenslotte worden platformen in een breder maatschappelijk perspectief geplaatst. In het tweede deel – Platformen voor niet-startups – wordt ingegaan op de kansen voor bestaande organisaties, de strategische vragen die die organisaties zichzelf moeten stellen en een checklist die deze organisaties kunnen gebruiken om vast te stellen of een platform voor hen toegevoegde waarde op kan leveren. In deel drie – Overheid en platformen – wordt enerzijds ingegaan op de rol van de overheid in de platformeconomie en hoe platformen kunnen bijdragen aan de doelstelling van de overheid en nationale overheden en anderzijds de overheid zelf als platform (Estland). Het laatste deel – Toekomst – gaat in op de potentie van de platformeconomie, de inclusieve platformeconomie en hoe platformen zich gedragen in crisistijd.

De kracht van platformen zit hem in het aanbieden van een nagenoeg oneindig aanbod aan zijn gebruikers. Maar wat platformen echt onderscheidt, is dat ze het aanbod niet zelf in bezit hebben (bijvoorbeeld Airbnb, Youtube, Uber, Peerby, …). Platformen worden dan ook vaak ‘marktplaatsen’ genoemd, en meer specifiek: tweezijdige transactionele marktplaatsen waarbij de gehele transactie, inclusief betaling, via het platform verloopt. Een platform groeit juist door niet zelf in de assets (bijvoorbeeld vastgoed, auto’s, chauffeurs, …) te investeren, maar in te tappen op bestaande assets en dienstverleners.

Platformen zijn marktmeesters en bepalen de regels van het spel. Ze hebben een belang én verantwoordelijkheid bij en voor iedere transactie. De auteur onderscheidt de volgende vier kenmerken:

  • Platformen reduceren de informatieasymmetrie en verlagen zoekkosten
  • Platformen verlagen en verleggen transactiekosten door gebruik van data, algoritmes en kunstmatige intelligentie
  • Platformen creëren een omgeving van vertrouwen door reviews, verzekering en een sterk merk
  • Platformen faciliteren de transacties, prijsmechanismen en betalingen.

Platformen worden vaak gezien als een puur technologische innovatie (denk aan de Uber of Airbnb app) maar niets is minder waar. Denk hierbij aan afdelingen strategie en marketing en deze afdelingen zijn een stuk minder schaalbaar dan de relatief goedkoop schaalbare afdeling technologie. Bij Booking.com zijn circa 14.000 mensen in dienst, waarvan de helft zich bezig houdt met customer support. De groei van een platform is in drie fasen onder te verdelen: problem/solution fit, product/market fit en opschalen van het product. 

De meeste platformen die niet smal maar breed begonnen , zijn mislukt. Staat de basis van een platform, dan brengt het extra aansluiten van nieuwe gebruikers weinig kosten met zich mee. Dankzij netwerkeffecten groeit de kracht van het platform naarmate er meer gebruikers zijn aangesloten. Maar er komt natuurlijk een moment dat de groei uit het platform is. Dan zijn er verschillende opties: internationaliseren of de diepte of breedte in.

De meest belangrijke platform specifieke vraagstukken zijn marktmeesterschap, het algoritme als baas en data en portabiliteit. Mag een platform zowel als marktmeester als aanbieder op het platform acteren? Op het platform is er geen persoon, maar een algoritme dat jou aanstuurt. Of je nu aanbieder of klant bent, dat maakt niets uit. 

Ook voor bestaande organisaties bieden platformen kansen (en bedreigingen). In het boek worden tien strategische keuzes of strategieën aan de hand van vele voorbeelden toegelicht. De tien strategieën zijn: investeren, overnemen, niets doen, eigen (of nieuw) product ontwikkelen voor in het platformecosysteem, bestaande resources beter benutten via platformen, samenwerken, externe platformen gebruiken voor de eigen organisatie, eigen diensten en producten aanbieden, krachten van bestaande organisaties bundelen en zelf doen. Daarnaast wordt in het boek dieper ingegaan op de voorwaarden voor platformen om toegevoegde waarde te leveren. Hierbij wordt een soort checklist geboden om aan de hand van tien vragen te bepalen of het wel of niet interessant is om een platformstrategie te verkennen.

Daar het zelfregulerende vermogen van de platformeconomie beperkt is zal de overheid samen met maatschappelijke partners de publieke waarden moeten borgen met het belang van het collectief voor ogen. Ook moet het mogelijk zijn dat platformen en platformtechnologie kunnen bijdragen aan de doelstellingen van landelijke en lokale overheden en samenleving. Tenslotte wordt uitgebreid ingegaan op Estland. Een overheid die agile processen, MVP, snelheid maken en onzekerheid omarmt. Een extreem digitale en open overheid die als een platform georganiseerd is. 

Het boek sluit af met een toekomstvisie. De auteur beschrijft onder andere de volgende trends:

  • Een verschuiving van ultra gefragmenteerde naar meer stabiele aanbiederskant
  • Van interpersoonlijk naar institutioneel vertrouwen
  • Van eenvoudige naar complexe processen
  • Platformen van een losse entiteit naar een SaaS-oplossing
  • Van platformdenken naar ecosysteemdenken
  • Van ‘enfant terrible’ naar een volwassen platformeconomie

In de bijlage nog een korte omschrijving van de vijftig meest genoemde platformen: Adyen, Airbnb, Amazon, Amazon Flex, Amazon Mechanical Turk, Apple, BKSY, BlaBlaCar, Bol, Booking, Brenger, Charly Cares, CoopCycle, Deliveroo, Didi Chuxing, DoorDash, Etsy, Facebook, Fietskoerier.nl, Fiverr, Flexport, Floow2, Funda, GearBooker, Github, Goboony, Google, Grab, Green Taxi, Helpling, Jellow, Lyft, Marktplaats, Microsoft, Peerby, Roamler, Seats2Meet, ShareTribe, Sjauf, SnappCar, Stocksy, Temper, Thuisafgehaald, Thuisbezorgd, TopShoe, Transferwise, Uber, Werkspot, YoungOnes, en Zalando.

Conclusie. Een masterclass in de platformeconomie. In ruim 350 bladzijden krijg je aan de hand van vele aansprekende voorbeelden van 135 verschillende platformen een objectief beeld van de wereld van platformen. Het boek leest lekker vlot weg en bevat geen ingewikkelde theoretische beschouwingen maar heldere verhalen over verschillende platformen. Als je onbekend bent met de platformeconomie dan is dit het boek om je te verdiepen. Verwacht echter geen ‘how to’ boek over hoe je een schaalbaar platform bouwt.

Bestellen Platformrevolutiemanagementboek.nl of bol.com

Verder lezen (verdieping):

Bouw een succesvolle online marktplaats

Bouw een succesvolle online marktplaats – Handboek voor entrepeneurs en intrapreneurs: managementboek.nlof bol.com

The Lean Marketplace: a Practical Guide to Building a Successful ...

The lean marketplace – A practical guide to building a successful online marketplace business: bol.com

Afbeelding met schermafbeelding

Automatisch gegenereerde beschrijving

Platform Revolution: bol.com

Afbeelding met teken, vrachtwagen, zitten, verkeer

Automatisch gegenereerde beschrijving

De platformsamenleving – Strijd om publieke waarden in een online wereld: managementboek.nl of bol.com

Afbeelding met teken

Automatisch gegenereerde beschrijving

Uber voor alles – Hoe de on demand-economie ons leven beïnvloedt: managementboek.nl of bol.com

Verder lezen (verhalen over platformen):

Afbeelding met tekening, teken

Automatisch gegenereerde beschrijving

Bezonomics: managementboek of bol.com

De Airbnb Story

De Airbnb Story: managementboek of bol.com

Afbeelding met teken, shirt, person

Automatisch gegenereerde beschrijving

Het geheim van bol.com: managementboek of bol.com


Facebook, The Inside Story: bol.com

Structural Agility, a next tree

Schermafdruk 2020-08-02 08.35.00The quest to find more trees for my agile forest continues. Structural Agility is again a way of working that fits in the culture targeted box of my The bird’s eye view on the agile forest overview and complements ‘frameworks’ like Scrum, SAFe, Less, disciplined Agile, et cetera.

Structural Agility (author Jardena London) supports business agility and rests on the core concept that structure enables flow; specifically, the flow of information, energy, and resources inside an organization. Understanding how Structural Agility enables flow begins with three key terms: structure, boundaries, and rules.

  • Structure is anything that creates boundaries and rules to organize people and activity towards a shared purpose.
  • Boundaries are the borders where things start and end, and help the human mind see complexity more clearly.
  • Rules are a set of formal and informal directives that support the boundaries.

Structural Agility uses nine principles that are based upon three existing disciplines: Living Systems, Systems Thinking, and Dynamic Tensions (polarities or tensions between processes, practices, business outcomes, mindsets, emotions, and so on):

  1. We view organizations as living, human ecosystems, inherently interconnected and able to flourish
  2. Continuous design allows the organization to evolve
  3. Agility only exists when we create conditions for it, instead of directing activity
  4. We thrive by leveraging dynamic tensions
  5. We enable flow through hierarchies which are naturally in service to each other
  6. Adaptations for how we organize emerge from within the organization
  7. At every level, the organization has a way to shed and spawn from within itself
  8. Intentional development, both individual and collective, fosters organizational evolution
  9. Shared identity allows for trust and self-organization.

More information and a download of the Structured Agility article can be found on https://businessagility.institute/learn/structural-agility-using-structure-to-enable-the-flow-of-value/

See the latest, updated version of my Bird’s eye view on the agile forest.Agile Myths Busted (webinar PMI Bulgaria, Belgium, IPMA NL, 200429) v1.0

Review People Over Process

51Y04ZWZE5L._SX331_BO1,204,203,200_Michael K. Levine wrote with People Over Process – Leadership for Agility a very pragmatic and down to earth book about leadership and agile projects.

The classic formulation of agile in the Agile Manifesto has no role for leadership. In fact, it is explicitly anti-leadership, encouraging self-managed teams, reliance on motivated individuals, leaving them alone and trusting them to get the job done. Furthermore, neither agile or scrum contemplates how the agile team should be connected to a larger organization and to external partners who will likely have differing development processes and cadences.

The book is divided into four sections. The first section introduces facilitative leadership for agility and introduces the facilitative leadership triangle rigor, efficiency and alignment (REA). Next we get an explanation of the three major frameworks (architecture, plan and team structure) and the meetings to create them. In the third section we get an overview of some routine meetings like the daily scrum, demos, governance meetings and teleconferences. The final section focusses on project retrospectives.

You could also say that the book contains a theoretical explanation of the facilitative leadership model and a business novel where we follow a consultant Mary to help Pacifica Bank with their agile project. By following Mary, we see the facilitative leadership model in a ‘real life’ case to make it really easy to understand the theory. Theory and the Pacifica case alternate.

As stated, the facilitative leadership model contains the triangle rigor, efficiency and alignment (REA). And in the middle, we see the three major frameworks (architecture, plan and team structure) and meetings to create them. See the Quick Reference Card leadership for agilty.

Rigor: Clearly define each decision to be made, gathering and considering facts, thoroughly considering options, and making clear decisions. Making good decisions: right talent, experience, skills, and roles, team composition, options considered and evidence for decisions.

Efficiency: Respecting the time of all team members as a valuable commodity not to be wasted. Respect for people’s time: balance “Agile” and “Planful” management, frameworks to provide context, extensive preparation for meetings and tools and techniques.

Alignment: Teams must work in a way that gets the best input from all members, and gains understanding and commitment around common goals, schedules, methods, and decisions/directions of all kinds. Heads in game and moving together: right involvement, information available, input enables, value consensus and someone to decide.

Extraordinarily well-prepared and conducted meetings use the following pattern:

  • Preparing for a meeting: set a simple and achievable objective, lay out a path to achieve the objective (agenda, activities), roles and responsibilities, the physical setting, the paraphernalia, and ensure alignment on the way in.
  • Conducting a meeting: make the path visible and start down it and control the dialogue.
  • Concluding a meeting: checking for alignment, agree on communication of results, and set immediate next steps.

Architecture simulation meeting (event). The architecture simulation event is a proven mechanism to discover and build alignment around architecture. It can be used in many situations and at various stages of a project. It puts the focus on the software and the related business processes in a powerful way by using different scenarios. It’s a participative learning event.

Project Planning meeting. The project planning meeting is a proven mechanism to develop an effective project plan. Several subgroups are brought together around a timeline from the planning meeting through productive use to plan forward and backward.

Team configuration meeting. The team configuration meeting helps teams to adopt existing mechanisms in their organization (silos). Next, team members, their managers, and stakeholders work together to define specifics for each varying initiative (connectors, bridges between the silos) and finally, the team members (extended) retrospect and adjust.

QRC (Leadership for agility, 200725) v1.0To download: QRC (Leadership for agility, 200725) v1.0

Throughout the Pacifica case we get 25 leadership and 15 meeting tips. To mention a few:

  • By failing to prepare for a meeting, you are preparing to fail – Ben Franklin (Agile is not an excuse not to plan!)
  • Be sure the meeting participants at all times understand the meeting path, and where they are on that path
  • Bring vendor partners into your agile projects as soon as you know they will be an important part of the solution
  • the “self-governed team” agile principle is a valuable but incomplete concept. Applying hard-earned expertise to team configuration and process and exercising the power to mobilize an organization matter
  • Use the RAE test when deciding on an idea. Would it have impact on the rigor, is it needed for alignment, is it efficient. If the answer is no, don’t do it
  • Integrating events give much greater routine focus to ensure completion, and take the place of demo prep in many scrum projects
  • If you plan on sharing an important decision with the team for rigor and alignment, don’t be satisfied with a half-hearted attempt
  • When the going gets tough, double down on in-person relationships
  • Write the major elements of the meeting objectives and the agenda up on the wall so participants have a visual shared guide
  • Get people away from the protection/separation of a big table
  • Have the right time of party
  • The earlier in project planning that you can set specific dates for integrating events the better
  • When a topic is raised in a meeting that doesn’t quite fit, take it offline
  • it is very difficult to both participate in and facilitate a complex exercise as a project retrospective.

And as stated many, many more.

The book ends with tips to use tools like the Kaizen A3 – one page problem solving tool, agenda, alignment checking tools (fist of five, thermometer), dot voting, evaluation matrix, failure mode and effect analysis (FMEA), five whys, more of/less of, nominal group technique, tool advertisement and two by two matrix.

On the corresponding website www.TheTalesofAgility.com  you can find some information about the author’s Lean and Agile Software trilogy. People over Process is the third book. The two other books are: A Tale of Two Systems: Lean and Agile Software Development for Business Leaders and A Tale of Two Transformations: Bringing Lean and Agile Software Development to Life.

 Conclusion. A pragmatic, down to earth book when using agile ways of working and the case makes clear that scrum is not the magic bean or silver bullet for all projects. The book offers the facilitative leadership model for agility based on rigor, alignment and efficiency around major meetings or events like architecture simulation, project planning and team configuration to support you in having more successful projects.

 In my opinion the author mixed up the concept of minimum viable product (MVP) and minimum marketable product (MMP). See my blog for a short explanation on MVP and MMP. And, if I am correct there is not such a thing as a Scrum release planning. Also, Scrum doesn’t talk about User Stories but backlog items and that will solve some issues in the book too. But these are minor things. I would say this book is definitely worth reading!

To order: People over Process

To order: A Tale of Two Systems

To order: A Tale of Two Transformations