How to become a agile coach,the law of success vs think and grow rich audio,the power of critical thinking 4th edition ebook rental - For Begninners

Author: admin, 20.03.2014. Category: The Power Of Thinking

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Companies can become more agile by designing their organizations both to drive speed and create stability.
Start-ups, for example, are notoriously well known for acting quickly, but once they grow beyond a certain point they struggle to maintain that early momentum.
In our experience, truly agile organizations, paradoxically, learn to be both stable (resilient, reliable, and efficient) and dynamic (fast, nimble, and adaptive). Many companies have long been striving for greater agility—and many academics, consultants, and other advisers have been searching for successful ways to help them. Holacracy, exemplified recently by the online footwear company Zappos, seeks to encourage employees to behave like self-directed entrepreneurs and to instill their own sense of meaning and purpose in the workplace. A 2015 analysis of McKinsey’s Organizational Health Index showed that companies with both speed and stability have a 70 percent chance of being ranked in the top quartile by organizational health. We’ve long established that organizational health is itself a predictor of strong financial performance. These results are also consistent with an analysis by Columbia Business School professor Rita Gunther McGrath.3 3. From a pool of more than 2,300 large US companies, she identified ten that increased their net income by at least 5 percent annually in the ten years up to 2009.
The ability to be both stable and dynamic, the essence of true organizational agility, is most easily grasped through a simple product analogy. In the same way, agile companies design their organizations with a backbone of stable elements. To take the first step in joining the agile high-performing class, a company must challenge some of the most deeply held principles of organizational theory. The issue is that traditional mechanistic approaches to setting up and running organizations have tended to slow and restrain the creativity, innovation, and self-organization that social and technological developments could unleash. Thanks to these changes, the company now has a better position to move quickly, and without major disruptions, as new and varied opportunities in emerging markets, notably China, present themselves. Another structural lesson from agile companies is that once they have chosen their primary dimension, that choice remains consistent over time. Contrast this approach with that of an international consumer-goods company we know which developed and implemented a painful redesign of its regional operations more than a year ago. Agile companies have learned that the stability of an organizational home is critical because it helps companies to redeploy employees in less successful cells more easily and rapidly, with little of the disruption and fear over job losses that traditionally deter and hinder change.
The idea behind agile governance is to establish both stable and dynamic elements in making decisions, which typically come in three types.
Take an energy company which introduced a new approach after realizing that its internal governance was broken. The introduction of a mandate for balanced governance, with a charter and clear decision rights at its core, also had a galvanizing effect on the agility of a major global healthcare business we know. Much as agile companies underpin the new dynamism with a degree of stability in their structure and governance, they create a stable backbone for key processes.
The company has now created a common operational language, codified in one standard process framework for all 60 businesses in its portfolio. Extra dynamism comes from two new overarching roles in the organization—those of a business-process owner, who champions and improves each signature process, and an integrator, responsible for cross-functional collaboration, execution, and performance management. One company we know moved from this top-down target-setting approach to one involving a set of performance metrics jointly owned across the value chain. Agile companies regularly rethink and, if necessary, redesign their structures, governance mechanisms, and processes to strike a balance between speed and stability. While agile companies seem to share a few behavioral norms, such as a bias for action and the free flow of information, other norms vary according to the nature of the company and the specific recipe it adopts to encourage a healthy, high-performing culture.4 4. The clearer and more widely adopted these kinds of behavior become throughout all levels and units of a company, the easier it will be to change structures, governance, and processes in pursuit of agility. Wouter Aghina is a principal in McKinsey’s Amsterdam office, Aaron De Smet is a principal in the Houston office, and Kirsten Weerda is a senior expert in the Munich office. The authors wish to thank McKinsey’s Steven Aronowitz, Monica Murarka, Kirk Rieckhoff, and Rob Theunissen for their contributions to this article. July 2015 – IT teams have spent decades adjusting to the rapid evolution of hardware and software. Incumbents needn’t be victims of disruption if they recognize the crucial thresholds in their life cycle, and act in time. Create a profile to get full access to our articles and reports, including those by McKinsey Quarterly and the McKinsey Global Institute, and to subscribe to our newsletters and email alerts.
Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. This is a presentation from Melanie Franklin presented at the Psychology of Agile Scrum Meetup in London on 14 January 2016.
Clipping is a handy way to collect and organize the most important slides from a presentation. What is the future of Glow now that the ICT Excellence Group report is in and the recommendations have been made? We have to acknowledge, with close to 70 million pounds spent (since 2005) but a weekly returning number of ~52,000 users (and falling) from a total of 1,025,027 that Glow is not in a healthy state. To become the service to deliver a National Online Campus (as proposed by ADES) and the tool to deliver the key support for Curriculum for Excellence it needs rapid and customer focused development.
The model of implementation suggested by the ICT Excellence group is a small agile team responsible for the development of the platform. This group would manage the project, report to the ICT in Education programme board, and ensure service delivery. With a national ?60 million investment in mobile technology, a failure to support that technology in our national service to schools would be a significant failure. Discussions about the role of local authorities, the services that are required, the position of Office 365 within GlowPlus (especially given it’s poor mobile support currently) and many more things need to be discussed and agreed upon as we go forward.
Having been one of the original test leads (data exchange and provisioning) I know the difficulties. I agree with you re mobile, however, I disagree on the timescales, if you want the service up and running for the Dec13 switch off you need to have the solution tested and in place before the summer break, aka by June 2013.


From then on you need to start the migration and training process as there will be considerable issues involved. From what I have read from Jim Buchan and Jason Dixon et al I am not convinced there is more than a 20% chance of success. Yes, I think given the amount of time remaining that a further extension of the RM Unify Service and the Glow Authentication is likely until the end of the Microsoft Office 365 agreement at the end of December 2014. So, perhaps the most realistic way forward, to allow an agile team time to build a service, is to extend Unify and use the time to manage change effectively.
Regarding cost saving from RM, I think you need to look where the costs are going, the 2 data centres in Edinburgh along with the maintenance staff (IT Only, not development) with overhead for office space etc will be of the order of 0.5million. Enter your email address to subscribe to this blog and receive notifications of new posts by email.
No small part of the difficulty comes from a false trade-off: the assumption by executives that they must choose between much-needed speed and flexibility, on the one hand, and the stability and scale inherent in fixed organizational structures and processes, on the other. Equally, large and established companies often become bureaucratic because the rules, policies, and management layers developed to capture economies of scale ultimately hamper their ability to move fast.
To master this paradox, companies must design structures, governance arrangements, and processes with a relatively unchanging set of core elements—a fixed backbone. Much of the management literature, however, has emphasized only one part of the equation: how to achieve speed and flexibility. These foundations, like a smartphone’s hardware and operating system, are likely to endure over a reasonable period. Organizational structures should follow rules that determine where resources, power, and authority lie, with clear boundaries for each role and an established hierarchy for oversight. In a McKinsey survey conducted last year, the executives responding told us that at least half of their companies are making significant structural changes, at either the unit or the enterprise level, as frequently as every two or three years. A mechanistic approach logically leads executives to go back to the drawing board and redesign how the organization will work when things change. Internet companies like Wikipedia have harnessed enormous collective power with new models of collaboration. This choice will dictate where individual employees work—in other words, where they are likely to receive coaching and training and where the infrastructure around their jobs is located. Struggling to get traction on a new, increasingly international strategy, it changed its long-standing business-unit structure. An application engineer in China, for example, might work in an office with the local sales team and report to a primary technical-support function in the org chart. Coca-Cola, which has delivered top-quartile shareholder returns for years, has long implicitly understood this stable–dynamic paradox. It found that by the time the changes were finally taking hold, a further shift in the market had made the new organization redundant.
Companies that have successfully addressed this problem define which decisions are best made in committees and which can be delegated to direct reports and to people close to the day-to-day action. Previously, a simple product enhancement for a particular country required a torturous half-year approval process involving six overlapping committees. These are usually signature processes, which these companies excel at and can explicitly standardize but are hard for competitors to replicate. Executives at one highly diversified global technology company we know noted how slowly local units were responding to new initiatives. It harmonized these processes where feasible but also spelled out the allowable degree of differentiation for business models or for the needs of specific customer segments. The integrator is accountable for meeting specific end-to-end KPIs and targets and for leading cross-functional teams executing processes. Originally, the sales leaders, rewarded by top-line numbers, tended to inflate inventory needs at the start of a production cycle.
They can play a valuable role in accelerating the digital transformation of large organizations.
How can the agile development of the future GlowPlus be taken forward in a manner that fits with public sector procurement, the need to ensure continuity of service and the need to manage risk effectively in the services we deliver? Glow really needs some re-imagining, re-branding and some brave leadership to become the cutting edge, purposeful, useful and innovative service required for Scottish education in the 21st century.
It needs to be beautifully simple and utterly intuitive and it needs a new model of public sector service delivery. This team would develop the core services (authentication, portal and configuration services) and the integration with other tools and services in response to user need.
Between now and then a new authentication service needs to be created, user data needs to be migrated from the RM system to the new authentication. Remember, last year we were forced into a 15 month extension with RM at a cost of ?6.6 million (inc VAT) because of the tight timeline and the need to ensure continuity of service. At the same time, they must also create looser, more dynamic elements that can be adapted quickly to new challenges and opportunities. These high-performing companies were both extremely stable, with certain organizational features that remained the same for long stretches, and rapid innovators that could adjust and readjust their resources quickly.
When decisions require collaboration, governance committees should bring together business leaders to share information and to review proposals coming up from the business units.
But in today’s fast-changing world, this approach results in almost constant disruption and change fatigue.
Day-to-day work, performance measurement, and the determination of rewards, on the other hand, are more likely to happen in teams that cut across formal structures. That engineer could one moment be serving on a team developing a chemical product for the medical market and then be redeployed to a new team when an opportunity arose to supply that product to the Chinese construction industry.
Dynamism comes from a series of performance units for customers with the same needs and product requirements.
Over many years, its organizational structure has integrated dominant geographic units (regions and countries) as the primary axis, and a second dimension around a few strong central functions (marketing, finance, HR, and the like) in a well-understood, and largely unchanging, basic operating model.
In the smartphone analogy, this company had hardwired the anticipated needs into its structure but had not built a dynamic capability that would allow the new arrangements to endure over time.
Functional heads therefore have the responsibility to provide coaching and develop capabilities that enable people to move on quickly to the next opportunity, opening a new door when an old one closes. They also establish clear charters for committee participants and clarify their responsibilities—avoiding, in particular, overlapping roles. To address the problem, the company appointed a chief of staff to manage meetings and declared a meeting-time target of 90 percent dialogue, debate, and decision making.


In a brand- and innovation-driven consumer-goods company such as P&G, for example, product development and external communication are high on the list of signature processes.
On closer examination, the leaders discovered that those involved invariably devised their own customized processes as part of any solution.
Meanwhile, the logistics managers, judged by waste-minimization targets, significantly reduced that figure when they could.
One critical prerequisite for sustaining real change is putting in place the behavioral norms required for success. It needs expertise, server infrastructure that can adapt to peak usage times and provide quick responses. If we want GlowPlus to be a credible service it needs to be available to the same level as Twitter, Facebook, Tumblr and so on.
Software robots, written by hackers, trawl the web trying to find flaws in sites’ security.
How will users report inappropriate behaviour, will this small agile group have capacity to respond?
A new portal (the ICT Excellence Group called this the user configuration service) will be required which will allow users to configure and manage their services, interact with each other and view on-line activity. A vision clearly focused on the two main end users: the learner and the teacher but also with consideration of the needs of parents, local authorities and national bodies.
In my next post I’ll show how all of this can be achieved by an agile development team and how we can use the public sector procurement process and partnerships with providers and local authorities to ensure great service delivery.
This article offers early insights from our work with large global institutions that have successfully become more agile by redesigning themselves for both stability and speed. All processes should be designed in a very precise, deliberate way to ensure that the organization runs as it should and that employees can rely on rules, handbooks, and priorities coming from the hierarchy to execute tasks. Even worse, only 23 percent of the redesigns in our sample were deemed successful by our respondents.
Instead of developing the organization, many have yet to abandon the mechanistic model, which favors control and a precise engineering mind-set. The primary home of employees remains an anchor along their career paths, while the crosscutting teams form, dissolve, and reform as resources shift in response to market demands. At the same time, the company established a small product-line organization with P&L accountability, considerable decision-making authority, and a head who reports directly to the CEO.
The roles, capabilities, and accountabilities of this engineer will be the responsibility of the more stable functional unit. These market segments are not hardwired into the formal structure; they are temporary performance cells, populated by employees from across the organization (IT, marketing, finance) and reviewed every 90 days through clearly defined key performance indicators (KPIs). Amazon’s synchronized supply chain, with its common language and standards identifying clear decision rights and handoffs, is another. It can now execute any operational activity in just seven standard value chains covering 22 processes, such as order to cash.
Nonetheless, there is a growing realization, across the organization, that while the old approach seemed fast and responsive to local needs, the new one enables the company to move even more quickly, without having to change processes constantly. The supply chain therefore often exceeded its targets, but salespeople frequently ran out of stock and key customers were alienated.
Office 365 should provide great email and productivity tools but is it the best product to support a device agnostic, anytime, anywhere platform for learning? When they find the holes, they get stuck in; stealing user data for spam lists or fraud, stealing the resources of your web servers to send spam or attack other computers etc. Tools will be required to manage users, set permissions, allow local authorities to manage accounts, change passwords, link to school management information systems etc. In a world where our learners and educators have already voted with their feet, we need to be very clear about meeting and exceeding user expectations to win them back.
Perhaps the whole ICTEx exercise was to provide a veneer of respectability to an already done deal.
Sometimes these dynamic teams show up in the org chart, typically in the form of business lines, market segments, or product units. But to use the smartphone analogy, the engineer’s work teams are a dynamic, perhaps temporary application layer on top of the long-term organizational backbone. Senior executives then decide whether to keep these cells going, switch them off, or give them more or fewer resources. But these companies also make speedy decisions and adapt to changing circumstances: they dynamically rotate individual members of such committees, hold virtual meetings when necessary, and spend their meetings engaging in robust discussion and real-time decision making rather than in sharing information through endless presentations, many dealing with issues that have already been resolved.
The company also clarified the responsibilities and voting rights of meeting participants and set up a strategy group to engage with a broader set of nonvoting leaders on the more important decisions. Thanks to greater clarity about voting rights and committee-chairing responsibilities, it is now easy to convene the core team or to make urgent decisions virtually and over the phone. In many companies, idea to market, market to order, and order to cash are signature processes.
Essentially identical processes had multiple variants, each with its own governance conventions and different and duplicative structures.
To solve this problem, the company built a few common KPIs (sales-forecast accuracy and customer satisfaction) into the incentives of sales, logistics, and manufacturing managers, so that all functions had some stake in business outcomes. So although there are a lot of slides, a significant proportion either explain where we are in the course or indicate where delegates are involved. At other times, they don’t, notably in a holacracy or other start-up organizational forms. The reallocation process tends to be much more dynamic in this environment than in traditional structures. When everyone understands how these key tasks are performed, who does what, and how (in the case of new initiatives) stage gates drive the timetable for new investment, organizations can move more quickly by redeploying people and resources across units, countries, and businesses. Employees spent too much time on internal discussions about best practices, methodologies, and process frameworks and not enough on actively improving their own ways of working.
It could have caught up if there had been money to innovate but sadly there was never enough to really make a difference and the costs involved in making changes while tied into a contract with a single supplier were staggering.



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