In this post we look at Organisational Transformation through the lens of Simon Sinek’s The Infinite Game. To quote Wikipedia:
“Sinek claims that leaders who embrace an infinite mindset, aligned with infinite play, will build stronger, more innovative, inspiring, resilient organizations, though these benefits may accrue over larger timescales than benefits associated with a finite mindset”
Organisational Transformation is an ongoing and infinite process. There is a language of, and approach to ‘Organisational Transformation’ that has us believe that ‘transformed’ has an end state with specific goals that limits – rather than unleashes – the growth potential of organisations who invest heavily in Organisational Transformation.
At Two Percent Shift we coach organisations through transformations to make shifts towards what is collectively trying to happen.
This week we had the pleasure of facilitating a division within a Perth based government agency that is undertaking a large scale agile transformation to improve the delivery of value to the customer in the shortest sustainable lead time and empower their people to help make it a great place to work.
Organisations often have extremely high demand that they try to service simultaneously.
This picture might give you a sense of the problem organisations typically deal with. When the freeway is full of traffic we don’t get much flow, things slow down to near gridlock. Think about your journey to work, when the freeway is full how long does it take to get to your destination?
There will be agilists, teams and leaders who will gain new insights, solve real problems and discover pathways to grow and increase their potential. This will result in people who are happier at work and who can focus on doing great things together.
We will know this to be true when we have people providing positive feedback and keep coming back for more
To test our hypothesis, we are trialing an hourly coaching service!
We (Steve Barrett and Padgett Rowell) are launching Two Percent Shift to support leaders who believe business agility is required to survive and thrive. Our experience has shown that by uncovering an organisation’s collective intelligence it will make tiny shifts that make big differences.
Recently we were asked to help make some traditional waterfall projects ‘more agile’. On investigation it wasn’t clear if the work would be better off with a switch to agile, and if that part of the organisation was ready to support an agile way of working. To provide more clarity we created this guide to help consider if agile was the ‘right’ approach, and if so – what conditions needed to be present.
So many of us have been thrust recently into remote working. We are dealing with new challenges and emerging practices to support us working effectively, blending our home and work life and maintaining social connections at a time we feel more isolated.
This seems fertile ground to start a new community of practice where people could discuss their challenges and share practices for which others might benefit. We felt this community of practice would have relevance to a group wider than the agile community we are normally engaged with. A new community group seemed appropriate over simply an event at one of the existing Agile community meetups we help organise.
At Two Percent Shift we operate as a remote scrum team. During the day we individually focus on serving our clients. To facilitate the business of Two Percent Shift we’ve developed a set of practices and behaviours that support us in working at our best outside usual business hours and when we’re not face to face. If you are experienced or new to remote teamwork, there may be something here for you – or maybe there is something you would like to offer us in the comments.
RAC Insurance reached out to us to see if we could help one of their teams face into some challenges that they were experiencing.
This was a relatively new team with a number of new people who had joined with diverse experiences of agile from different organisations. They were not on the same page around some agile practices and some even wondered how agile as a team they were actually were.
As with all new teams they were also wrestling with how to work well with each other, dealing with many of the normal challenges you might expect a new team to face into.
In addition, they were changing their technology stack and their mission was very technical in nature. This increased the complexity for the team and even made it hard to understand how some of the agile practices might work for the technical challenges they faced.