In an era of global challenges, volatile markets and exponentially faster changes, the slow response of decision making and hierarchies makes organizations more vulnerable. Obsessive focus on processes and structures derives from the common mistake of thinking of organizations as machines rather than thinking of them as organisms, social networks of thinking individuals who care about doing a good job. A new way of thinking about leadership and decision-making is necessary. Instead of a rigid framework you rather need guiding principles to apply in different contexts: don’t copy what someone else has done before and instead find your own solution. In this webinar I offered an overview of the leadership framework, principles, tools and practices that help on your journey. With these you can create an organization that can organically grow and adapt to challenges of the future.

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Building blocks for a resilient organization
23.4.2020 12:00 - 13:00 CET
Giuseppe De Simone / agile42 Sweden

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ORGANIC agility webinars
•Part 1: Why your company will fail in 2020 (March 24th)
•Part 2: Building blocks for a resilient organization
•Part 3: Leadership in complex environments
•May 22nd, 2020 - To be published soon!
•Parts 4-8: Principles of ORGANIC agility
•June to December

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On using Zoom
•Feel free to chat
•Questions with Q&A
•We are recording and publish webinar on Youtube
•Email to participants with link of recording and slides

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Giuseppe De Simone
Leadership & agility Coach and Trainer
agile42 Sweden
giuseppe.desimone@agile42.com
+46 72 57 46461
www.linkedin.com/in/giuseppedesimone
www.agile42.com - www.organic-agility.com
@giusdesimone
@agile42/coaches

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Question
• Did you participate to the previous webinar “ Why your company will fail in 2020”?
• Yes
• No

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DeoxyriboNucleic Acid (DNA)
It is a fragile molecule
There are many repair mechanisms but
some damage is not repaired
Some of the mutations cause no harm, a
few are helpful, while others cause disease
Mutations are determined as response to
changing circumstances

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Outside in
triggers
•Evolution
•Changes

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Crossing the Chasm- Geoffrey A. Moore
Market cycle length: used to be 15-30 years, now 5-7 years

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Inside out
triggers
•Structure
•Culture
•Leadership

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Question
•What would be required to your organization to move from process
alignment (managing Actions and Results) to cultural coherence
(Beliefs and Experiences level)?

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Shifting the
Metaphor
•From mechanical to organic

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“Don’t copy the tools, copy the
principles.”
- Dr. W. Edwards Deming
“Practices = Principles + Context”
- Dan North

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Organizational Resilience by
Growing Autonomy and
Nurturing an Inter-dependent Culture

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ORGANIC
agility
•An approach to organisational resilience

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1st Principle: Increase Cultural
Awareness and Coherence
Culture is the set of behaviors that have been established and accepted within an
organization: “how we do things around here…”. By making it explicit, awareness will
increase and coherence will emerge.

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Competing Values Framework

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Competing Values Framework

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Culture
Market adoption curve and culture

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Organizational Scan

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2nd Principle:
Situational Decision Making
Understanding the context is key to be able to identify the right approach to decision
making: depending on the context, the appropriate decision-making process will vary
significantly.

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Cynefin Framework
•It’s a Sense-making Framework means that the
data comes before the model, contrary to
categorization where the model comes before
the data.
•It has 5 domains which are separated by
boundaries. On the right side there are
Ordered domains which have hard defined
boundaries, on the left side Unordered
domains which have permeable and
overlapping boundaries.
•Each domain is defined by recognizable
behaviours supporting decision making
processes, and are defining different contexts

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3rd Principle:
Focus on Value Creation
Your organization supports the creation of value. The traditional approach has been
to optimize organizations to support the management of the business, versus value
delivery to customers and stakeholders. Identify what is value, and evolve the
organization to effectively create it, whilst removing waste and making adjustments to
streamline the simplest path to delivery.

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The matrix organization…
SubSystem1
SubSystem2
Quality
Infrastructure
Operations
PMO
Project 1
Project 2
Project 3
… optimized for utilization, not value delivery…
Handovers and coordination
Value
Client
Push in the lines

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Stream 1
Stream 2
Stream 3
The resilient organization…
SubSystem1
SubSystem2
SubSystem3
Infrastructure
Operations… optimized for value delivery and time to market
Value
Client
Pull on the streams

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Regular synchronization events in front of
the portfolio board, allow for better
decision making…

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Unified Portfolio and Program System to
increase transparency, to visualize
Customer Value and dependencies

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Clear Policies allow everyone to both
understand and contribute to the work very
quickly, value is key…

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4th Principle:
Validate Changes in Small Increments
A portfolio of safe-to-fail experiment will help emerging options that can then be
vetted and tested, before being implemented, significantly reducing risk.

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The traditional approach to change management…
…focused on standardization, before stabilization…
t
Design
Documentation
Rollout
Fix Issues
> 9-10 months…
If you create a change project and plan it in a
traditional way, you are doing it wrong!

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The ORGANIC approach to change management…
…focused on stabilization with emergent standardization…
Design
Rollout
Doc
Rollout
Doc
Rollout
Doc
Coach
≤ 12 weeks t
Design Coach
Rollout
Doc
Rollout
Doc
Experimentations allows for
better approaches to emerge

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Agile Strategy Map

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5th Principle:
Optimize Flow
Dependencies are a symptom of an over synchronized system design. They carry
the excessive burden of coordination, handovers and plans which dramatically
increase the transaction costs. Design a decoupled system which removes
unnecessary synchronization and establishes effective working agreements which
grant collective responsibility and ownership. Inter-dependence between teams
emerges based on needs, and it is temporary. This allows for minimal alignment
while remaining strongly coherent through principles.

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t
Project 2
Project 3
Project 1
The plan driven organization… Synchronization of all
Projects for a release,
decreases efficiency
and increases
coordination costs
Release
Pm 3
Pm 1
Pm 2

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t
The resilient organization… De-synchronization of
development teams to
reduce cost of release
Feature
Release
Team 1
Team 2
Team 3
Team 4
Feature B
Release Release
Feature C
Release
Feature D
Release
Feature E

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Release incrementally, with
higher quality
Automated testing in
short cycles
Delivered serviceable
Product in just 2
months

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Upcoming webinars
ORGANIC agility
22.05. 12:00 - 13:00 CET
Leadership in complex environments
June to October
Principles of ORGANIC agility
Interview with Dave Snowden
30.04. 13:00 - 14:00 CET
Complexity Based Design Thinking

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Upcoming remote trainings
ORGANIC agility Foundation valid for Certified Agile Leadership I (CAL1)
https://www.agile42.com/en/training/list/cal1/certified-agile-leadership-i-cal1-training
✦ May 6-7 09:00 - 17:00 CET
✦ June 2-4 09:00 - 15:00 CET
✦ June 15-17 09:00 - 15:00 CET

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More on ORGANIC agility
• Website
• https://www.organic-agility.com/
• Book - ORGANIC agility Foundations / Leadership and Organization
• https://www.amazon.com/dp/B085HYBDJP/
• Case study - Congstar
• https://www.organic-agility.com/case-studies/congstar/
• Previous webinars
• https://www.youtube.com/watch?v=dEyz-8dxDQ8&list=PL8lWIujzVoFEzdlswiF_MG6kFih57RfXz
A Handbook of
Theory and Practice

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Questions? •And some answers