This course is a fast track for leaders and executives. It provides context, background and useful patterns of Agile Lean Leadership (ALL), thoroughly setting out its values and principles. An archetype Agile Lean organization and a roadmap is presented, reviewed and discussed.
Organizations face a number of challenges in the present economy. Everything is changing with accelerating pace due to technological developments, global competition and consolidation. In addition, there is a much higher content of complex knowledge work in organizations than before.
Change puts greater demands on employees and leadership and planning is much harder when only fragmented knowledge is available. Everyone needs multiple skills and the ability to change and learn constantly. They are often required to work in teams – sometimes in transient teams.
The course provides a quick background of Agile and Lean Thinking, and an understanding of the mindset. Participants learn different ways to improve organizational performance by adopting the principles of: trust, taking ownership, constant improvement, pride of workmanship, intrinsic motivation and organization for complexity. Participants learn about transparency from different perspectives, estimation, risk assessment and basic prioritization techniques.
An Agile Lean Organization:
- Is fast
- Delivers real value fast and frequently
- Learns fast
- Maneuvers and changes quickly and inexpensively when needed
- Has a consistency of purpose
- Focused on the long term and the sustainable
- Is reliable and resilient
- Keeps promises and commitments
- Has high quality standards in all aspects
- Is able to react quickly and sensibly to the unexpected
- Is innovative
- Has motivated, energetic and fulfilled employees
- Is able to explore, experiment and learn
- Can handle complex challenges and find solutions
- Has balanced empathy and focus
- With the customer
- With the employee
- With other stakeholders and society at large
- Is fast
Setting the stage
- Understanding the top level goals and challenges of present day organizations
- Understanding the history and primary contributors to the Agile Lean Leadership pattern
Agile Lean Leadership context
- Understanding the needs and challenges of stakeholders, leadership and employees.
- Understanding the background to “complexity” thinking.
- Understanding feedback loops and constant improvement.
- Understanding top level human motivation, drivers and problem areas.
- Understanding the challenges with the prevailing management paradigm.
Agile Lean Basic Patterns
- A quick introduction to the fundamental patterns exemplified by Scrum. Enabling constraints in the complex domain: Sprints, quality, roles, events and artifacts.
Values and Principles
- The four values and 16 principles of Agile Lean Leadership, understanding and applying.
A model Agile Lean Organization
- Principles and practices of organizational design. Starting from the periphery, where the real clients are and working towards service teams in the center. How to handle and escalate opportunities and issues.
Agenda - The one day course
- Setting the stage – What’s in it for us? Why should leaders be concerned about Agile and Lean in the whole organization?
- Warming up, building a backlog
- What benefits does it bring? Is it worth the effort?
- The current situation, what characterizes it?
- Which values or impacts are desirable?
- Agile Lean context – What makes people perform well and enjoy their work? Why is this important? Intrinsic motivation, pride of workmanship.
- A tactile exercise to get a handle on complexity.
- Complexity theory, Cynefin.
- Constant Improvement, constant learning. The Deming PDSA Cycle. Empirical process control.
- What makes people perform well and enjoy their work? Why is it important? Intrinsic motivation, pride of workmanship.
- Neo-Taylorism in contrast to Agile Lean Leadership.
- Scrum, Agile and Lean basic patterns – The heart of Agile and Lean. An overview of the fundamental Agile and Scrum pattern.
- The classic Agile roles, taking care of the strategic, tactical and operational areas.
- Retrospectives and constant learning. Kaizen and Kaikaku, small steps and giant leaps.
- Predictability, how to get close and deal with the inevitable lack of it sometimes.
- Agile Lean Leadership, the 4 values and 16 principles – Clarity of purpose, a clear vision. A clear line of sight to the customer, be clear about who is served and why. Leadership in complex domains, the organization as a complex organism. Binding people together with common goals and values, not rules and regulations. Focus on sustainability and resilience, keeping everything working through time and changes. Building psychological safety and capability of learning.
- A model Agile Lean organization – The concept of circles, relations and manifests. Build the Relationship Map.
- The dual leadership pattern, inherited from Scrum.
- Primary focus on serving the customers, decision making and escalation, cross-cutting concerns.
- Canvases for the business case and the roadmap of introducing Agile Lean Leadership.
- How to lead in an Agile Lean organization – The concepts of Servant Leadership, collegial, consultative decisions, intent based leadership and understanding the big picture and the systemic view of the organization.