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A g i l e i s t h e l a s t t h i n g y o u n e e d . A g i l e - - PowerPoint PPT Presentation

Oct 01, 2023 299 likes •756 views

A g i l e i s t h e l a s t t h i n g y o u n e e d . A g i l e A u s t r a l i a , 2 0 1 8 Nigel Dalton, Chief Inventor, REA Group 2 h$ps://www.businessinsider.com.au/malcolm-turnbull-disrup9on-is-our-friend-2015-9 The Australia of

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A g i l e i s t h e l a s t t h i n g y o u n e e d .

A g i l e A u s t r a l i a , 2 0 1 8

Nigel Dalton, Chief Inventor, REA Group

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“The Australia of the future has to be a nation that is agile, that is innovative, that is creative. We can’t be defensive, we can’t future-proof ourselves.

h$ps://www.businessinsider.com.au/malcolm-turnbull-disrup9on-is-our-friend-2015-9

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So why is agile not everywhere?

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Adapted from Richard Thaler & Cass Sunstein, Nudge: Improving Decisions About Health, Wealth and Happiness (New Haven CT; Yale University Press, 2008)

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What we learned about the size of REA’s tables.

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1995 2000 2005 2010 2015 2020

The era of property search The era of property match Business context Business context – continuously changing over time. continuously changing over time.

Predictable regular business Predictable regular business cycles run by bureaucracies. cycles run by bureaucracies. The rise of the web leads to The rise of the web leads to global markets, unpredictable, global markets, unpredictable, short cycles of business and new short cycles of business and new

  • rganisations
  • rganisations – inc

inc startups startups We typed our We typed our property property searches into a searches into a keyboard keyboard We searched We searched by touching by touching the screen on a the screen on a mobile device. mobile device. We ask our devices We ask our devices for information for information – some is pushed to some is pushed to us by algorithms. us by algorithms. Property related data is pushed Property related data is pushed to us on wearable devices to us on wearable devices based on known needs based on known needs

Volatility Uncertainty Complexity Ambiguity

VUCA LIFE VUCA LIFE

DATA becomes DATA becomes the new oil the new oil Organisations Organisations begin to change shape begin to change shape – global giants get focused on profitable, global giants get focused on profitable, local markets. Agility becomes a key local markets. Agility becomes a key capability. capability.

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Loop

  • f

despair

Management Management

Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth

Lean & Agile Operations Lean & Agile Operations

Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn.

Resilience Resilience

Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place.

Invention Invention

Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Ensure your ideas find a place to be owned and executed.

WARNING WARNING GRAND UNIFYING THEOREM! CONTAINS

ADULT THEMES TRACES OF NUTS

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20

Loop

  • f

despair

Management Management

Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth

Lean & Agile Operations Lean & Agile Operations

Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn.

Resilience Resilience

Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place.

Invention Invention

Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Ensure your ideas find a place to be owned and executed.

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21

Loop

  • f

despair

  • 1. Management
  • 1. Management

Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth

  • 4. Lean & Agile Operations
  • 4. Lean & Agile Operations

Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn.

  • 2. Resilience
  • 2. Resilience

Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place.

  • 3. Invention
  • 3. Invention

Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation.

Agile is the Agile is the last last thing thing you need. you need.

Ensure your ideas find a place to be owned and executed.

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22

Loop

  • f

despair

  • 1. Management

Strategy, purpose, values Enhancing team performance. Building diversity of thinking Building scale and managing growth

  • 4. Agility
  • 2. Resilience
  • 3. Invention

Inventorship Combinations Rolls up into broader organisational capability.

  • 1. Management
  • 1. Management
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23

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h$p:// www.westspacejournal.org .au/ar9cle/the-agile-union/

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Project Womack

Take any card, on any board, and ask someone within 20 metres of that card how that task serves the purpose of the company – in par9cular, a customer.

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26

Loop

  • f

despair

  • 1. Management
  • 4. Agility
  • 2. Resilience

Bouncebackability & Recovery. Grit Longevity People + System of Work + Place.

  • 3. Invention

Inventorship Combinations Rolls up into broader organisational capability. Makes it a safe environment for experimentation.

  • 2. Resilience
  • 2. Resilience
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Science 08 Jun 2018:

  • Vol. 360, Issue 6393, pp. 1116-1119

DOI: 10.1126/science.aas8827

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System of Work

Lean & Agile methods Squads Planning Visualisation

People

Purpose Culture Engagement Organisation Values

Workplace

Team neighbourhoods Walls

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29

Loop

  • f

despair

  • 1. Management
  • 4. Agility
  • 2. Resilience
  • 3. Invention

Inventorship Combinations Makes it a safe environment for experimentation.

  • 3. Invention
  • 3. Invention
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@ghammadi

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31

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Loop

  • f

despair

  • 1. Management
  • 4. Agility

Good factory operations Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen commitment. Test & Learn.

  • 2. Resilience
  • 3. Invention
  • 4. Agility
  • 4. Agility

Ensure your ideas find a place to be owned and executed.

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33

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CULTS

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Workplace design Dunbar Limits Big Idea Stable teams Standups Inceptions

Individual level Team level Organisa9on level Technical prac9ces – building products and so_ware Human focus – building people and teams

Work Visualisation Multi-Disc teams TDD Continuous Deployment Clear Product Owners Prioritisation

Key elements of REA’s produc9on system (how the work works)

Retrospectives Showcases Pair programming Measurement VSM TOP 6 Failure demand Control Charts Metrics driven development Self-selecting teams Human Dignity Cynefin DevOps Meetups Training & Mastery Squads Guilds Cloud tools Hack Days Consumer Testing Cascading goals Genchi Genbutsu Kaizen for waste Kaikaku for innovation Community involvement Code Reviews Agile Architecture Tech Debt control Estimation Conferences for education Feedback 1:1 Coaching Oobeya Servant Leadership Gemba Andon Lean Coffee TOC Sustainable pace of work WEAK Sense of challenge Face to Face comms WIP Limits Stories Spikes Eliminate Fear Remote teams MIXED

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Visualised work Priori9sed work Owned work Daily conversa9on Reflect on the system of work

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37

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39

Loop

  • f

despair

  • 1. Management
  • 1. Management

Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth

  • 4. Lean & Agile Operations
  • 4. Lean & Agile Operations

Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn.

  • 2. Resilience
  • 2. Resilience

Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place.

  • 3. Invention
  • 3. Invention

Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation.

Agile is the Agile is the last last thing thing you need. you need.

Ensure your ideas find a place to be owned and executed.

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1995 2000 2005 2010 2015 2020

The era of property search The era of property match The property business landscape to the 2020s – from search to match

Predictable regular business cycles run by bureaucracies. The rise of the web leads to global markets, unpredictable, short cycles

  • f business and new organisa=ons –

inc startups We typed our property searches into a keyboard We searched by touching the screen on a mobile device. We ask our devices for informa=on – some is pushed to us by algorithms. Property related data is pushed to us on wearable devices based on known needs

VUCA LIFE

DATA becomes the new oil

Vola9lity Uncertainty Complexity Ambiguity

Organisa=ons begin to change shape – global giants get focused on profitable, local markets. Agility becomes a key capability.

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1995 2000 2005 2010 2015 2020

The era of property search The era of property match The property business landscape to the 2020s – from search to match

Predictable regular business cycles run by bureaucracies. We typed our property searches into a keyboard We searched by touching the screen on a mobile device. We ask our devices for informa=on – some is pushed to us by algorithms. Property related data is pushed to us on wearable devices based on known needs

VUCA LIFE

DATA becomes the new oil

Vola9lity Uncertainty Complexity Ambiguity

Organisa=ons begin to change shape – global giants get focused on profitable, local markets. Agility becomes a key capability.

The rise of the web leads to global markets, unpredictable, short cycles of business and new organisa=ons – inc startups

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DALTON’S ASPIRATIONAL AGILE AXIOM “Because I heard they were so agile”

Agile Australia, 2028

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DALTON’S ASPIRATIONAL AGILE AXIOM “Because I heard the managers were awesome”

Agile Australia, 2028

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Adapted from Richard Thaler & Cass Sunstein, Nudge: Improving Decisions About Health, Wealth and Happiness (New Haven CT; Yale University Press, 2008)

Mike Bulajewski essay h$p:// www.westspacejournal.org .au/ar9cle/the-agile-union/

  • 1. University of Pennsylvania

ar9cle: h$ps://www.asc.upenn.edu/ news-events/news/research- finds-9pping-point-large- scale-social-change

  • 2. Published Research Paper:

h$p:// science.sciencemag.org/ content/ 360/6393/1116.editor- summary ($30)

h$ps://a16z.com/2016/08/20/ why-so_ware-is-ea9ng-the- world/ h$ps:// www.businessinsider.com.au/ malcolm-turnbull-disrup9on-is-

  • ur-friend-2015-9