“Fail Early. Fail Often. Fail Forward.” Will SmithTweet There are dangers lurking on a journey. No one wants to be robbed or go down in the agile Bermuda triangle. It helps to be aware of some of the common pitfalls on a transformation journey. Recommended Resources
A Product Portfolio does not happen. O.K. sometimes it does, but in fact in order to reach a certain goal, your goal, You need to have a stringent development strategy and this development strategy needs to be managed, i.e. be aligned with an overall strategy, needs to recognize time horizons, needs to realize that capacity
“If you’re not willing to accept the pain real values incur, don’t bother going to the trouble of formulating a values statement.” Patrick M. LencioniTweet Transformations that start with a clearly formulated purpose and then adopt a common set of principles and values are more likely to succeed than organizations that simply implement practices. Values
The most significant gains are to be made in managing the organization as a system, not in optimizing components within the system. Optimizing the results for a process is not the same as optimizing that process in a way that it provides the most benefit to the system as a whole. Systems Thinking considers the
People own what they create Myron Roger, Myron’s MaximsTweet Participation and communication can be considered as sister cities and form what is actually required for the transformation; participatory communication. Transformation only happens when the people who do the work do the change. Participatory communication requires a shift in focus from communication as a dissemination tool
This is a collection of a few more general staements. However, we think they are useful to complete the picture.
“While we must acknowledge emergence in design and system development, a little planning can avoid much waste.” James O. CoplienTweet The architecture of a system must support the ability to provide frequent, independent releases to meet business objectives. In addition, the architecture must be easily adaptable to strategy changes. This is achieved by evolutionary design
“The glue that holds all relationships together–including the relationship between the leader and the led–is trust, and trust is based on integrity.” Brian TracyTweet Trust in the workplace has a big impact on how employees work together and how organization-wide learning takes place. Feedback serves as a catalyst for learning, about yourself, about customer needs
“The real battle is not competitors. This is rubbish, very abstract. When do we meet competitors to fight them? The real battle is against ourselves, against our bureaucracy, our complicatedness – only you fight it.” Yves MorrieuxTweet The behavioral capabilities of an adaptive organization needs to be underpinned by appropriate organizational structures, boundaries and processes.
In Flow-oriented organization design we learn how to setup the company from an outside-in perspective around the ultimate goal to create value for customers. Most organizations are structured vertically, yet adaptive organizations require more horizontal and process-oriented structures. We have to identify value from the customer standpoint, organize around value streams to fulfil that value,
