5. judehorrill.com@judehorrill
•Reduce
Risk
in
constantly
changing
environments
• ROI/cost
on
big
projects
• Time
it
takes
for
validation
by
customers
•Manage
increasing
complexity
• Customers
expecting
instant
response
&
multi
channels
• Needs
are
changing
-‐ boomers
ageing,
Millennial’s
growing
•Make
faster,
effective
decisions
We
need
to…
6. judehorrill.com@judehorrill
•Manage
a
more
fluid
workplace
(contingent
workers)
•Engage
a
new
generation
of
employees
…and
Lead
with
a
new
mindset
to
become
capable
of
responding
and
adapting
In
dynamic
environments
We
need
to…
8. judehorrill.com@judehorrill
Our
new
networked
reality
1.
You,
not
your
organisation,
are
at
the
center
of
your
network.
2.
Multiple
influences
reduce
the
relative
impact
of
any
one
source
…
and
you
choose.
3.
Information
flows
in
multiple
directions.
4.
Connections
in
your
network
are
unpredictable
and
fluid,
re-‐forming
as
situations
change.
Stakeholder
organisation
9. judehorrill.com@judehorrill
Drivers:
New
path
to
influence
Traditional
• Organisational control
• One
way
information
flow
• Company
drives
messages
• Structured
around
channel
• Siloed
• Hierarchical
• Measure
of
success
=
Acceptance
Agile
/
Networked
• Greater
individual
control
• Networked
information
flow
• Individual
creates
own
messages
• Individual
has
choice
• Collaborative
• Connected
• Measure
of
success
=
Active
support
11. judehorrill.com@judehorrill
Leadership:
current
thinking
A
leader’s
job
is
to
anticipate
the
future,
to
identify
the
trends
that
will
affect
their
organization,
and
to
guide
and
inspire
people
to
move
toward
a
better
reality.
Today
more
than
ever,
this
job
requires
leaders
to
grasp
the
rapid
rate
of
change
in
the
business
world
and
to
build
an
organisation
that’s
capable
of
continually
adapting.
-‐ Nancy
Duarte
&
Patti
Sanchez,
Duarte
Inc.
17
Feb,
2016
“
judehorrill.com
12. judehorrill.com@judehorrill
New
reality:
Leadership
mindset
is
now
about
…
• Self
leadership
• Decentralised
and
Distributed
• Agile
and
Adaptable
• Facilitator
and
Enabler
• Co-‐creator
and
Ideator
• Collaborative
and
Interactive
• Ecosystem
mindset
judehorrill.com
13. judehorrill.com@judehorrill
New
Organisation
Mindset
OLD
Organisation
= organism
mindset
• Network
is
inside
the
building
• Bounded
entity,
complete
unto
itself
• Siloed,
non-‐questioning
• Slow
to
adapt
• Stuck
with
old
DNA
while
world
outside
changes,
recombines,
evolves
NEW
Organisation
=
ecosystem
mindset
• Network
is
also
outside
the
building
• Part
of
a
wider
ecosystem
• Interactive,
always
asking
“is
our
network
working?”
• Fast
to
adopt
and
adapt
• Able
to
grow,
absorb,
react
and
transform
14. judehorrill.com@judehorrill
Agile
leadership
is
to…
• Foster
a
safe
environment,
with
equal
voice,
where
people
are
willing
to
do
the
unexpected
and
challenge
the
norm
• Courageously
unlearn
command
and
control
management
practices
• Learn
new
leadership
styles
• Drive,
inspire
and
embrace
change
and
continuous
improvement…the
learning
organisation
=
business
agility
• Nurture
culture
through
aligned
values.
15. judehorrill.com@judehorrill
Most
value
comes
from…
Mindset
and
culture
NOT
from
agile
practices
DOING
AGILE
BEING
AGILE
PRACTICES MINDSET
Ability
to
manage
changing
priorities Customer
delight
Improved
visibility Workplace
happiness
Increased
productivity Employee
engagement
Improved
quality Innovation,
Creativity
Reduced
risk Continuous
learning
18. judehorrill.com@judehorrill
…the
smartest
person
in
the
room is
the
room
David
Weinberger
– Too
Big
to
Know:
Rethinking
Knowledge
Now
That
the
Facts
Aren't
the
Facts,
Experts
Are
Everywhere,
and
the
Smartest
Person
in
the
Room
Is
the
Room
“
An
agile
leaders
mindset
recognises…
judehorrill.com
19. judehorrill.com@judehorrill
Agile
starts
with
mindset
Key
behaviours
that
enable
the
agile
mindset:
•Respect for
the
worth
of
every
person
•Truth
in
every
communication
•Transparency of
all
data,
actions,
and
decisions
•Trust that
each
person
will
support
the
team
•Collaboration
in team
and
goal
commitment
20. judehorrill.com@judehorrill
Principles
behind
Agile
• To
satisfy
the
customer
is
the
highest
priority
• Self-‐organising teams
deliver
the
best
outcomes
• People
must
work
together
daily
• Deliver outcomes
frequently
• Face-‐to-‐faceis
the
most
efficient
and
effective
communication
method
21. judehorrill.com@judehorrill
Principles
behind
Agile
• Simplicity is
essential…limit
work
in
progress
• Outcomes are
the
primary
measure
of
progress
not
outputs e.g.
customer
delight
vs
new
product
feature
• Team
reflects
regularly
on
how
to
become
more
effective
and
adjusts behaviour
-‐ the
retrospective.
23. judehorrill.com@judehorrill
As
agile
mindset
and
processes
enter
management
mainstream,
organisations are
learning
how
to
draw
on
the
full
talents
of
those
doing
the
work,
involve
customers
at
every
stage
of
product
development
and
so
generate
innovations
that
customers
value.
-‐ Steve
Denning,
May
22
2017
“
24. judehorrill.com@judehorrill
Key
Concepts
•Agile
is
based
on
empiricism
– evidence,
as
discovered
in
experiments
•We
often
use
the
word
‘experiment’
to
describe
work
that
is
uncertain
•Experiments
have
a
‘hypothesis’
to
test
our
understanding
-‐ this
is
a
key
metric
25. judehorrill.com@judehorrill
Key
Concepts
•Work
(in
an
experiment)
is
sliced
as
small
as
possible so
it
can
be
delivered
quickly
to
a
customer
to
be
tested
•If
it
matches
what
we
expected,
the
hypothesis,
it
is
accepted
and
delivered
or
‘done’
-‐ if
it
does
not
it
is
rejected
•Small
improvements
are
delivered
quickly,
rather
then
big
ones
slowly
26. judehorrill.com@judehorrill
In
other
words,
agile
is…
The
ability
to
slice
work
into
increments
that
is
the
minimum
required,
to
satisfy
a
piece
of
‘done’
work
…so
it
can
quickly
be
validated
or
rejected
by
customers.
If
possible,
customer
feedback
is
used
to
inform
the
next
iteration.
27. judehorrill.com@judehorrill
Key
concept
The
customer
is
directing
the
work
Which
removes
risk
…associated
with
lengthy
planning,
staging,
project
management,
production,
testing,
then
delivery
…in
an
uncertain
and
changing
environment.
30. judehorrill.com@judehorrill
Impact
of
agile
on
leadership
The
focus
on
leadership
is
shifted,
affecting…
1.
Strategy
and
alignment
2.
Planning
and
decision-‐making
3.
Accounting
and
measurement
4.
Organisational
design
32. judehorrill.com@judehorrill
1.
Strategy
and
alignment
Agile
strategy
=
Strategic
Intent
(high-‐level
intent,
aligned
to
goals
and
purpose)
• The
what we
seek
to
achieve
…and
why
• Not
...what to
do
and
how to
do
it
• Operational
details
are
added
as
it
moves
down
the
chain
• Greater
detail
is
added
at
the
final
stages,
giving
the
ability
to
respond
to
changing
needs.
33. judehorrill.com@judehorrill
Visibility
and
Collaboration
•High
visibility
of
decision-‐making
and
collaborative
nature
of
the
work
•Planning
and
decision
making
is
collaborative
and
performed
by
the
team
– it
happens
where
the
work
is
done
•The
style
of
work
is
visible so
that
anyone
can
see
it,
offer
feedback,
or
act
as
input
to
another
team.
35. judehorrill.com@judehorrill
From
silos
to
collaboration
ü At
the
heart
of
agile
üPowers
collective
ideas
üAccelerates
learning
ü Helps
build
for
meaning
judehorrill.com@judehorrill
36. judehorrill.com@judehorrill
2.
Planning
&
decision
making
Agile
leadership:
• Is
shifted
from
telling
people
what
to
do,
to
making
sure
the
intent is
being
carried
out
• Removes
impediments
• Creates
trust,
alignment
and
systems
to
support
fast
‘iterations’
of
work,
for
testing
with
customers
• Seeks
to
constantly
improve
delivery
of
services
and
products
to
customers,
throughout
the
system.
‘Manage
the
system
not
the
people’
37. judehorrill.com@judehorrill
3.
Accounting
and
measurement
New
metrics
will
be
required
• Budgeting
e.g.
CapEx and
OpEx may
need
to
change
from
those
required
for
big,
long
term
projects,
to
support
smaller
faster
ones e.g.
testing
and
automation
tools,
or
Data
and
Analytics
• Change
from
Return
On
Investment
to
Cost
of
Delay
i.e.
the
cost
of
not
doing
something,
versus
potential
future
value.
38. judehorrill.com@judehorrill
4.
Organisational
design
• Some
roles
are
embedded
in
a
lean/agile
environment
e.g.
Project
&
change
management,
communications,
employee
engagement
• Building
cross
functional
‘line
of
business’
teams
or
squads
• Designing
for
Agile
HR,
Finance,
Marketing,
and
Risk
is
coming
or
is
here
now
• After
initial
changes,
organisations
continue
to
adapt,
based
on
adopting
continuous
improvement
…
‘the
learning
organisation’.
41. judehorrill.com@judehorrill
Agility…our
people
are
central
to
value
creation
Leadership
Direction
Manager
Employee
Employee
Leadership
Direction
Manager
Peer
Peer
Peer
Peer
Employee
agility
Object
of
change Driver
of
change
Employee
responsiveness
42. judehorrill.com@judehorrill
Employee
drivers
for
value
creation
&
agility
1. Personal
connection
Understand
what
action
team
must
take
&
the
link
between
their
work
and
organisational
success
2. Peer
learning
Peer
support
and
idea
sharing,
&
what
my
peers
are
doing
to
improve
their
performance
3. Environment
/
market
context
Understand
strategic
intent,
and
organisational
risks
&
opportunities
43. judehorrill.com@judehorrill
Employee
drivers
for
value
creation
&
agility
4.
Organisational
encouragement
To
try
new
things,
find
new
solutions
to
problems,
and
develop
my
own
ideas
5.
Confidence
in
leadership
Trust
in
leaders
to
make
the
right
decisions,
align
purpose
and
values,
and
to
listen
to
the
people
and
the
system
of
work
45. judehorrill.com@judehorrill
Business
agility
Helps
deal
with
complexity
Requires
new
leadership
Creates
shared
purpose Builds
a
collaborative
workforce
Aligns
values Manages
risk
Enables
innovation Workplace
happiness
and
…CUSTOMER
DELIGHT
Start
a
new
way
of
being,
leading
and
working
tomorrow
“
46. judehorrill.com@judehorrill
One
Degree
of
Influence:
170
Contacts
Two
Degrees
of
Influence:
25,400
Contacts
Three
Degrees
of
Influence:
2,145,900
Contacts
Source:
N.A.
Christakis
and
J.H.
Fowler
(2009),
Connected;
LinkedIn;
Communications
Executive
Council
research.
A
single
individual
can
have
huge
influence
in
a
network
Be
the
leader
who
inspires
others
to
join
you
on
your
business
agility
quest
You
are
the
change
catalyst