Introduction to Requisite Agility / agilePRAXIS Meetup 29.10.2019

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Low Carbs
REQUISITE
AGILITY
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REQUISITE AGILITY (RA) IS
AN EVOLUTION OF REQUISITE
ORGANIZATION (RO) ADAPTED
TO THE COMPLEXITY OF A
GLOBAL CONNECTED WORLD.
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R O

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T H E C O M M O N D E N O M I N AT O R O F
B O T H R A A N D R O I S T H E I N I T I A L
P R O B L E M T H AT R O T R I E D T O S O LV E
L I K E “ L A C K O F
E F F E C T I V E N E S S O F
B U R E A U C R A C Y W I T H I N A
S T R AT I F I E D H I E R A R C H I C A L
O R G A N I Z AT I O N “ ( W I K I P E D I A )
I N C L U D I N G S P E C I A L I Z AT I O N O F
F U N C T I O N .
E L L I O T J A C Q U E S

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scientific
management
system
thinking
sense
making
utilityoftheparadigm
time
mass production,
automation &
commoditisation
mass
customisation,
scalable & reliable
technology &
communication
mass collaboration,
widespread social
computing,
globalization
Control of
Function
Control of
information
Ability to « situate »
a network
• command & control
• Taylorism
• fordism
• Toyota Production System
• Lean Manufacturing
• Agile
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S C I E N T I F I C
M A N A G E M E N T
S Y S T E M
T H I N K I N G
S E N S E M A K I N G
1900
1950
2000
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MATURITY
RESEARCH & DEVELOPMENT
S C I E N T I F I C M A N A G E M E N T P R O D U C T L I F E C Y C L E
TIME
INVESTMENT HERE IS WHERE BIG
MONEY IS MADE

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MATURITY
RESEARCH & DEVELOPMENT
DECL INE
WITHD RAWAL
S Y S T E M I C P R O D U C T L I F E C Y C L E
TIME
INVESTMENT HERE IS WHERE BIG
MONEY IS MADE
RE DUC E VA RIAB ILI TY I N THE SY STEM

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SUPPORT
S E N S E M A K I N G P R O D U C T L I F E C Y C L E
TIME
INVESTMENT
challenging is that the product is
permanently evolving and both your
business model and organisation should
support this new model
RESEARCH&DEVELOPMENT
SUPPORT
SUPPORT

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NEW EMERGING
MODELS
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P L AT F O R M
Plexus swarms
S T E R N S T E WA R D M O D E L

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ROBUSTNESS VS
RESPONSIVENESS
T H E C H A L L E N G E
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T H E T I TA N I C
pinnacle of comfort and luxury
high-powered radiotelegraph
transmitter
advanced safety features
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THE BLACK SWAN
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3 kms
😱

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THE BLACK SWAN
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O O P S ,
T O O
L AT E

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R E S P O N S I V E N E S S
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THE BLACK SWAN
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W H AT ’ S T H E
P R O B L E M ?

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RESPONSIVE ORGANISATIONS
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C R O W D
Build a responsive organization to allow emergent behavior.

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“BIG” RESPONSIVE
ORGANISATIONS
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swarm
organisation
a consolidated
portfolio
B O R D E R I S
T H E
S T R U C T U R E
1 T E A M = 1 P O R T F O L I O
The concept remains the same as for smaller organizations to avoid over processing waste.

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CONSEQUENCE
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R AR O

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SET UP « VISION TRANSLATION » AS
LEADERSHIP GUIDELINES
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Vision customers
Roadmap
Prototype Systems
Feedbacks
SOURCE J-M. DEJONGHE

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ABILITY TO REALISE SOLUTIONS ADAPTED
TO MARKET NEEDS AND CUSTOMERS
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smallaveragebig
SPEEDAND/ORCOMPLEXITY
1990 20202000 2010
market changes, user needs
adaptability and implementation of traditional businesses
with an
incremental and
adaptive iterative
method
SOURCE J-M. DEJONGHE

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FROM THE VP PRODUCT / UX PERSPECTIVE
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CULTURE
INNOVATION
REALISATION
OPÉRATIONS&EXPLOITATION
PRODUCTS&SERVICES
USEREXPERIENCE
ENGAGEMENT
EXPECTATIONS,NEEDS
CONTEXTS
RITUALS
relevance
OUR ORGANISATION OUR USERS / CUSTOMERS
SOURCE J-M. DEJONGHE

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CHALLENGE OF
21ST CENTURY
C-SUITE
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DYNAM IC NE T WO RK ING
SOLIDARY INT E GR ATI ON
I TE RATI V E LY TE ST E D
AG I LI TY
COO PE RATI V E
TE AM WO RK
E FF I CIE NT
ACHI E VE M ENT OF
G OAL S
STRONG PERSONALI T Y
SOURCE: P. KRUSE. PANEL OF 400 LE ADERS
SIX CLEARLY DISTINGUISHABLE CONCE PTS FOR GOOD LEADERSHIP
MORE
LE S S

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WALK-THE-TALK
STRONG
PE RSONALITY
STRONG AMBIVALENCE OF THE CONCEPT
SIX CLEARLY DISTINGUISHABLE CONCE PTS FOR GOOD LEADERSHIP
MORE
LE S S
ORIENTATION RELIABILITY
ARROGANCE EVERYTHINGUNDERCONTROLTOP-DOWN
EGOCENTRIC

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SAILINGBYSIGHT
ITERATIVELY
TESTE D AGILITY
100% APPROVAL OF MANAGERS TO THE NEE D T O ENGAGE IN OPEN-ENDED PROCES
SIX CLEARLY DISTINGUISHABLE CONCE PTS FOR GOOD LEADERSHIP

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THE ORGANIZATION WILL EVOLVE
CONSTANTLY RESPONDING TO CHANGE
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H AV E A N O R G A N I S AT I O N F U L L O F D E S I G N E R S

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Questions
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THANKS
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P I E R R E N E I S
P S M , C S P O , C S P, C S P P O , C B A C , C E S T, C A C
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