Designing Adaptive Organizations: A Manager's Guide

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Motivation

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You’re probably a senior manager that wants to skillfully “scale” adaptive (“agile”) development to many teams, and do a widespread adoption. Why? To increase adaptiveness to easily change direction based on learning, focus more on high-value delivery, and reduce lead time.

Key point: This is not a change in practices, methods, or operating models; it’s a change in organizational design.

And since changing the org design–such as new group structures, positions, roles, incentives, and policies–is the remit of senior management, this is the group that needs to learn and lead such change. It can’t be delegated to middle management, as only senior management is empowered to make deep organizational design changes.

But there's a change problem that you are part of... If I had to boil down about 40 years of this work to a key successful change idea, it is this:

People must own — not rent — change and org design ideas.



And to really own the change implications with insight — versus following fads or the advice of a consulting company — senior managers benefit from doing the reasoning and learning themselves, to be able to lead from insight.




0.5 or 1 day

I've had the opportunity to work with many large-scale lean product development, LeSS adoptions, agile development, and Scrum adoptions over the years -- both on the product and enterprise level. So, in this deep-dive question and answer session, I will share specific answers and solutions to your detailed questions, based on what I have seen work (and not work).

This workshop will start with a quick session of brain writing, affinity clustering, and dot voting to create a prioritized question backlog.

Then, I take the questions in priority order and go through a detailed deep-dive answer and exploration with you. The answer to one question may take 90 minutes, or 1 minute. The specific questions usually lead to related issues of concern that we will explore.

Audience

This is best attended by management leadership and those involved in the operational transition to lean or agile product development.


Maximum Participants

30