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Mercurial Perspective: A Kanban Approach to Organizational Agility

A Kanban Approach to Organizational Agility.
To bring in a human-centered and an adaptable approach to business in order to create a more agile Agile.

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Mercurial Perspective: A Kanban Approach to Organizational Agility

  1. 1. A Kanban Approach to Organizational Agility
  2. 2. OVERVIEW • The Mercurial Perspective is based on scientific research and is purely a conceptual idea concerned with finding a better way to work • It merges Agile philosophy, Kanban continuous workflow, and Complexity Theory/Complex Leadership Theory • It is not for projects exclusively; it is aimed at creating a more flexible, adaptable, and streamlined organization • More information at:
  3. 3. PRINCIPLES 1. Treat Humans Like Humans 2. Engage in Constant and Shared Learning 3. Continuously Work to Improve Based on Past Results 4. Strive to be Transparent in Your Thoughts, Actions, and Statuses 5. Unite the Organization Under the Shared Motivations 6. Embrace the Idea that From Quality Comes Customer Satisfaction 7. Limit Bureaucracy by Simplifying and Streamlining Your Processes 8. Do Not Limit Options for the Sake of Agility 9. Expect Change and Adapt in the Most Efficient and Knowledge- Driven Method The Principles of the Mercurial Perspective:
  4. 4. DEFINITIONS Task (or work): Work that is made up of actions or activities. Completing weekly billing may be a task. Activity: A single logical work action. Writing an email and sending an email would be two activities. It may form part of a larger task such as gathering information from a client so that you can properly update their address. Process: Method to complete a task or activity
  5. 5. Create a Flatter Organization with Less Defined Management Oversight and More Emergent Leadership
  6. 6. The Endless Iterating Loop of Work Planning: What are you going to work on and how are you going to complete it? What are the highest priority tasks? What makes sense to work on first? Can you clearly identify each activity that needs to be performed as part of the larger task? Adapting or Coordinating: Do you need help with something? Is there someone you have to work with? Do you need resources to complete your task? What do you need? Burning: Now you do the work. You take your planning and coordination and you get the task done. You are burning through your tasks to get them done. Adjusting: This is part of doing the work. Maybe you don’t need to adjust anything, but meetings get missed, things come up, schedules change. You may have to adjust and adapt your coordinating activities. The work you did may also be subject to correction or adjusting. Evaluating: This is the Continuous Improvement phase. Can you do the task you just did better? Did you learn anything from this task that may help you complete other tasks? How can you make things better in quality or efficiency?
  7. 7. The Endless Iterating Loop of Work
  8. 8. The Spinning Wheel of Work
  9. 9. Balancing The Spinning Wheel of Work
  10. 10. Cross-Functional Teams of T- Shaped People • Teams of generalizing specialists or Jack-of-all- trades • Cross-functional Teams of Teams
  11. 11. Predicted Problems with Overloading the Spinning Wheel of Work • 1. Quality of work issues • 2. Poor planning (quick planning) • 3. Skipping/merging phases in the Endless Iterating Loop • 4. No advancement or improvement to the process
  12. 12. Goals of the Spinning Wheel of Work • Increase Agility in the face of shifting workflows • Increase worker retention by helping to prevent job boredom and providing access to new/additional skills training • Improve knowledge sharing or transfer • Expand coverage options when encountering illness, vacation, or employee departure
  13. 13. Suggested Meetings • Daily Stand-up • Work Prioritization Meeting • Retrospective Meeting What Types of Meetings Should you Have in Kanban? https://agile- meetings-should-you-have-in-kanban/
  14. 14. A Kanban Approach to Organizational Agility Joshua Render