Difference between revisions of "Ask for the moon"

From Pearl Language
Jump to navigation Jump to search
(Zeroth version.)
 
m (+= A list of essential and optional ‘asks’ to discuss during your first engagement.)
 
(2 intermediate revisions by the same user not shown)
Line 7: Line 7:
|so=Secure the essential ingredients for a successful agile adoption are in place, like executive support. assessment, cross-functional community, an awesome workplace, training & coaching, chartering, retroprostpectives, and coach-the-coaches.
|so=Secure the essential ingredients for a successful agile adoption are in place, like executive support. assessment, cross-functional community, an awesome workplace, training & coaching, chartering, retroprostpectives, and coach-the-coaches.
|wish full=Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.
|wish full=Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.
|background=*asking for optimal conditions for kicking butt;
|background=A list of essential and optional ‘asks’ to discuss during your first engagement.
 
*asking for optimal conditions for kicking butt;
*talking about ideal executive support;
*talking about ideal executive support;
*people who are excited to try a new way of working (rather than have a process imposed on them);
*people who are excited to try a new way of working (rather than have a process imposed on them);
Line 21: Line 23:
*'''Executive Support''', in order to:
*'''Executive Support''', in order to:
**slay any impediments;
**slay any impediments;
**take quick and decisions and secure its implementation.
**take quick and decisions and secure its implementation;
** {{p|lead by example}}.
*'''Assessment''', in order to:
*'''Assessment''', in order to:
**gauge organisational fitness for adopting agile;
**gauge organisational fitness for adopting agile;
**provide a safety tool to discover whether people want to improve;
**provide a safety tool to discover whether people want to improve;
**find out how we may best go about making improvements;
**find out how we may best go about making improvements;
**get people to know each other better;
**get people to know each other better in other ways;
**improve understanding of the current and desired state of affairs;
**explore problems;
**explore problems;
**consider future directions;
**consider future directions;
**educe effective and pleasant way of working rather than imposing it;
**educe effective and pleasant ways of working rather than imposing it;
**excite the majority to move forward.
**excite the majority to move forward—creates energy.
*'''Cross-Functional Community''', in order to:
*'''Cross-Functional Community''', in order to:
**perform as a 100% dedicated, available, motivated cross-functional community;
**perform as a committed, cross-functional community;
**focus on a whole product rather than individual tasks;
**focus on a whole product rather than individual tasks;
**delight customers with amazing products and services that work as advertised.
**delight customers with amazing products and services that fulfil needs.
*'''An Awesome Workspace''', in order to:
*'''An Awesome Workspace''', in order to:
**allow focused work as small group or individually;
**allow focused work as a small group or individually;
**create a commons where people collaborate naturally;
**create a commons where people collaborate naturally;
**publish information radiators for key information;
**publish information radiators for key information;
**workplaces that facilitate mobbing and pairing.
**facilitate mobbing and pairing.
*'''Training & Coaching''', in order to:
*'''Training & Coaching''', in order to:
**maximise the return on coaching instead of wasting it;
**maximise the return on coaching instead of wasting it;
Line 45: Line 49:
**expose the whole team of teams to agile & lean leadership, planning, evolving;
**expose the whole team of teams to agile & lean leadership, planning, evolving;
*'''Chartering''', in order to:
*'''Chartering''', in order to:
**co-create, refine and live a shared vision, mission, , objectives, key results, and outcomes, as well as community working agreements;
**co-create, refine and live a shared vision, mission, objectives, key results, and outcomes, as well as community working agreements;
**foster connective tissue between all levels;
**foster connective tissue between all levels;
**facilitate rapid and sound decision-making near the action as well as decision-making with oversight;
**facilitate rapid and sound decision-making near the action as well as decision-making with oversight;
**secure aligned autonomy.
**secure aligned autonomy.
*'''Retrospectives''', in order to:
*'''Retroprospectives''', in order to:
**continuously evolve and improve;
**continuously evolve and improve;
**boost the flow of value creating work by an infinite stream of experiments, small and large;
**boost the flow of value creating work by an infinite stream of experiments, small and large;
**fuel the joy of meaningful work.
**fuel the joy of meaningful work.
*'''Coach-the-Coaches''', in order to:
*'''Coach-the-Coaches''', in order to:
**accelerate agile adoption;
**free up the mercenary, often external, coaches—autonomy;
**free up the mercenary, often external, coaches—autonomy;
**make agility stick organisation-wide.
**make agility stick organisation-wide.
|therefore full=Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.
|therefore full=Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.
}}
{{WebSourceListItem
|url=https://medium.com/@JoshuaKerievsky/ask-for-the-moon-680a319d4f9e
|site=Medium
|person=Joshua Kerievsky
|title=Ask for the Moon
}}
}}

Latest revision as of 14:40, 22 November 2018

…in a large, complex organisation, you’re invited to start and lead an large scale agile transformation. Multiple teams and dozens or hundreds of people need to become more agile.

✣  ✣  ✣

Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.

A list of essential and optional ‘asks’ to discuss during your first engagement.

  • asking for optimal conditions for kicking butt;
  • talking about ideal executive support;
  • people who are excited to try a new way of working (rather than have a process imposed on them);
  • a genuinely cross-functional community of dedicated people (“everyone needed to be successful”);
  • an ideal workplace for collaboration and concentration;
  • training to help develop essential agile skills;
  • coaching to help cement those skills;
  • chartering to align everyone on a clear vision/mission/objectives;
  • retroprospectives to help the community continuously improve;
  • coaching-the-coaches to help the organization build capability to help others learn genuine agility.

Essential for success is:

  • Executive Support, in order to:
    • slay any impediments;
    • take quick and decisions and secure its implementation;
    • lead by example.
  • Assessment, in order to:
    • gauge organisational fitness for adopting agile;
    • provide a safety tool to discover whether people want to improve;
    • find out how we may best go about making improvements;
    • get people to know each other better in other ways;
    • improve understanding of the current and desired state of affairs;
    • explore problems;
    • consider future directions;
    • educe effective and pleasant ways of working rather than imposing it;
    • excite the majority to move forward—creates energy.
  • Cross-Functional Community, in order to:
    • perform as a committed, cross-functional community;
    • focus on a whole product rather than individual tasks;
    • delight customers with amazing products and services that fulfil needs.
  • An Awesome Workspace, in order to:
    • allow focused work as a small group or individually;
    • create a commons where people collaborate naturally;
    • publish information radiators for key information;
    • facilitate mobbing and pairing.
  • Training & Coaching, in order to:
    • maximise the return on coaching instead of wasting it;
    • make the training practical and making it stick;
    • expose the whole team of teams to agile & lean leadership, planning, evolving;
  • Chartering, in order to:
    • co-create, refine and live a shared vision, mission, objectives, key results, and outcomes, as well as community working agreements;
    • foster connective tissue between all levels;
    • facilitate rapid and sound decision-making near the action as well as decision-making with oversight;
    • secure aligned autonomy.
  • Retroprospectives, in order to:
    • continuously evolve and improve;
    • boost the flow of value creating work by an infinite stream of experiments, small and large;
    • fuel the joy of meaningful work.
  • Coach-the-Coaches, in order to:
    • accelerate agile adoption;
    • free up the mercenary, often external, coaches—autonomy;
    • make agility stick organisation-wide.

Therefore:

Organisational change is hard and complex. Making sure the essential start conditions are in place boosts the chance for success. Some organisations are unfit to start such a change, so any effort is just a waste.

✣  ✣  ✣



✣  ✣  ✣