The deck of slides accompanying the webinar I led for London's Agile Evangelist community. Brief: The webinar provokes a human-centric view on the evolution of work and evolution of the purpose of work. It helps you out of the hamster wheel of the single loop learning and encourages a deeper reflection on the purpose of business. It summarizes the evolution of work in recent decades and the state of Agility at the end of 2010s. In parallel, the webinar equips you with a set of tools that will be useful to design your own vision of the future (Wardley maps, for 2020double learning loop). The webinar is for all people-oriented leaders and practitioners, including CEOs, Agile Coaches, HR officers that sense friction between how their companies function and needs of employees and societies. For leaders who see limitations in how we work these days and look for inspiration for alternative ways of working: alternative ways of engaging people in their company’s mission, but also an alternative purpose of work in the first place.

1. Evolution of workplace
&
Future of work
Piotr Trojanowski, piotr@resonate.company
website: https://www.resonate.company
blog: https://blog.resonate.company
contact: info@resonate.company
Follow #agile2020s Published: Mar, 16th 2020

2. CURRENT STATE
2. Drivers for change in 2020s (Kano model, systemic thinking)
3. Deepened reflection on the enablers of change in 2020s (learning)
ASPIRATIONAL FUTURE
4. The current purpose of business (mental model, assumptions, principles)
5. Aspirational purpose of business (mental model, assumptions, principles)
Agenda
HISTORICAL PERSPECTIVE
1. Evolution of ways of working in the recent decades (Wardley maps, The
Dude’s model)

3. How would you compare the Agile world 10 years ago and at present? What has
changed systemically?
What do you think about this direction? Is the direction good? How close it is to
your heart? What you would do differently?
Follow: #agile2020s
Exercise 1

4. “The Dude’s Evo model”
David Hussman introduced a perspective on evolution of how we delivered
software products in early 2010s.
ProductProject Method
20th
century
1990-2000s Early
2010s
Budget, Scope,
Schedule
Phased
Governance
Process
Agile
Delivery
Framework
Customer
Centricity
Product
management
User
Experience

5. ValuechainInvisibleVisible
Evolution
Genesis Commodity (+utility)Custom Product (+rental)
Process
Budget, Scope,
Schedule
Agile
Delivery
Framework
Customer
Centricity
Product
Ecosystem
Product
What is next?
Project
Collaborative
Culture
Method
@ Scale
Phased
Governance
Evolution of workplace
Servant
Leadership
Ego-less
HR 3.0
Peer-to-peer
Situational
Leadership
Customer
Obsession
Value chain
expansion
Operational
Excellence
Business
Agility
20th
century
2020s
1990-2
000s
2000s
Innovation
@ Scale
Early
2010s
Late
2010s
Teamwork
Product
management
User
Experience
Design
Thinking
Beyond
Budgeting

6. CURRENT STATE
2. Drivers for change in 2020s (Kano model, systemic thinking)
3. Deepened reflection on the enablers of change in 2020s (learning)
Agenda
HISTORICAL PERSPECTIVE
1. Evolution of ways of working in the recent decades (Wardley maps, The
Dude’s model)
ASPIRATIONAL FUTURE
4. The current purpose of business (mental model, assumptions, principles)
5. Aspirational purpose of business (mental model, assumptions, principles)

7. Sources of obstacles to Agile adoptions vary from implementation faults to
the very purpose of the business and economy today.
Obstacles to
Agile Adoption
Residual
obstacles
Implementation
faults
“Orange” goals
Purpose of
business

8. What is the direction for Agile in the next 10 years? What systemic change will
happen?
Follow: #agile2020s
Exercise 2

9. In 2020s the changes to workplace will arise from two main sources:
commoditization and unsustainability
Commoditization Unsustainability
Human civilization has resulted in a
huge amount of a “technical debt”.
https://en.wikipedia.org/wiki/Kano_model

10. Unbalanced Sustainability:
● end of natural resources
● massive extinction of species
(50% in 50 years, non-linear)
● climate change
● human population growth
In parallel there have existed and have been developing a invisible unbalanced
sustainability and human integrity issues, a.k.a. “technical debt of human civilisation”
Unbalanced human integrity:
● Life-to-work push
● Life-work disintegration:
disconnectedness of employees (86%)
● Materialistic reductionism
● Economic disproportions, aggregation
of capital

12. ValuechainInvisibleVisible
Evolution
Genesis Commodity (+utility)Custom Product (+rental)
Process
Budget, Scope,
Schedule
Agile
Delivery
Framework
Customer
Centricity
Product
Ecosystem
Product
What is next?
Project
Collaborative
Culture
Method
@ Scale
...
Phased
Governance
Evolution of workplace
Servant
Leadership
Ego-less
HR 3.0
Peer-to-peer
Situational
Leadership
Customer
Obsession
Value chain
expansion
Operational
Excellence
Business
Agility
20th
century
2020s
1990-2
000s
2000s
Innovation
@ Scale
Early
2010s
Late
2010s
Teamwork
Product
management
User
Experience
Design
Thinking
Drivers:
Commoditization
Unsustainability
Beyond
Budgeting

13. We are trapped in a “single loop” learning. There exists an invisible, underlying
mental model that determines our actions and behaviours.
https://en.wikipedia.org/wiki/Double-loop_learning

14. Components of change: how life conditions cause behaviour, Don Beck
Life Conditions Priority Codes Beliefs and behaviours
Problems
and
challenges
of existence
Value systems
and
world views
Manifestations
of
the Priority
Codes
are met by translate into
The interaction between the external Life Conditions and the internal Priority Codes creates what people
think and what they do

15. Deeper change, aka “double loop” learning can only happen by changing the
underlying mental model and decision making rules.
https://en.wikipedia.org/wiki/Double-loop_learning

16. CURRENT STATE
2. Drivers for change in 2020s (Kano model, systemic thinking)
3. Deepened reflection on the enablers of change in 2020s (learning)
Agenda
HISTORICAL PERSPECTIVE
1. Evolution of ways of working in the recent decades (Wardley maps, The
Dude’s model)
ASPIRATIONAL FUTURE
4. The current purpose of business (mental model, assumptions, principles)
5. Aspirational purpose of business (mental model, assumptions, principles)

17. So what is the current invisible underlying mental model of the approach to human
civilization development? What are its cardinal assumptions?
Follow: #agile2020s
Exercise 3: Characterize the current mental model

18. So what is the underlying invisible mental model?
Careless exploit of
natural resources
and
time of employees
In the name of ROIC
for anonymous, random
investors
Purpose of business:
PROFIT
Humankind is the greatest
achievement of evolution,
created by gods, Homo
Sapiens owns the planet.
Budget, Scope,
Schedule
Project
Phased
Governance
20th
century
Competition is the
mechanism to
exploit market
inequalities

19. So what is the mental model for 2020s that will deal with the “technical debt”?
It needs to provide 1. Sustainability and 2. Integrity.
What are the cardinal assumptions of the mental model for 2020s?
Follow: #agile2020s
Exercise 4: Design the mental model for 2020s

20. So what is the mental model for 2020s that will deal with the “technical debt” and
restore 1. Sustainability and 2. Integrity?
Purpose of business:
HARMONY
In service to societies
In service to develop
individuals
Guarding sustainability of the
global ecosystem
through corporate world
Collaboration is the
mechanism to approach
shared evolutionary goals
while

21. Double loop learning: accelerated transition into new
mental model caused by: end of natural resource,
massive extinction of species, climate change,
disconnectedness of employees, economic
disproportions, aggregation of capital
Corporates as
Good CITIZENS
of the world
ValuechainInvisibleVisible
Evolution
Genesis Commodity (+utility)Custom Product (+rental)
Process
Budget, Scope,
Schedule
Agile
Delivery
Framework
Customer
Centricity
Product
Ecosystem
Product
Project
Collaborative
Culture
Method
@ Scale
...
Phased
Governance
Evolution of workplace
Servant
Leadership
Ego-less
HR 3.0
Peer-to-peer
Situational
Leadership
Customer
Obsession
Value chain
expansion
Operational
Excellence
Business
Agility
20th
century
2020s
1990-2
000s
2000s
Innovation
@ Scale
Early
2010s
Late
2010s
Teamwork
Product
management
User
Experience
Design
Thinking
Business supporting
fulfilment of individuals,
in service to societies,
guarding sustainability of
the global ecosystem
Eureka / Reflection:
Profit-driven business
is unsustainable,
outdated model of
corporate world
?
?
?
Beyond
Budgeting

22. Double loop learning: accelerated transition into new
mental model caused by: end of natural resource,
massive extinction of species, climate change,
disconnectedness of employees, economic
disproportions, aggregation of capital
Corporates as
Good CITIZENS
of the world
ValuechainInvisibleVisible
Evolution
Genesis Commodity (+utility)Custom Product (+rental)
Process
Budget, Scope,
Schedule
Agile
Delivery
Framework
Customer
Centricity
Product
Ecosystem
Product
Project
Collaborative
Culture
Method
@ Scale
...
Phased
Governance
Evolution of workplace
Servant
Leadership
Ego-less
HR 3.0
Peer-to-peer
Situational
Leadership
Customer
Obsession
Value chain
expansion
Operational
Excellence
Business
Agility
20th
century
2020s
1990-2
000s
2000s
Innovation
@ Scale
Early
2010s
Late
2010s
Teamwork
Product
management
User
Experience
Design
Thinking
Evolutionary
Purpose
Self-management
Metaphor of a
Living System
Wholeness:
Life - Work
integrity
Business supporting
fulfilment of individuals,
in service to societies,
guarding sustainability of
the global ecosystem
Eureka / Reflection:
Profit-driven business
is unsustainable,
outdated model of
corporate world
...
Follow #agile2020s Published: Mar, 16th 2020
Beyond
Budgeting

23. Piotr Trojanowski, piotr@resonate.company
website: https://www.resonate.company
blog: https://blog.resonate.company
contact: info@resonate.company
Follow #agile2020s