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09/07– LESS TALKS: The Six Enablers of Business Agility, with Karim Harbott

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Synopsis:

“In over a decade of supporting large-scale agile transformations, one thing has become abundantly clear; focusing on processes, practices and frameworks alone is a recipe for failure. Yet that is exactly where many organisations spend 99% of their energy. While it is important to focus on these ‘ways of working’, there are many other, largely ignored, areas which must be addressed to enable success.In this talk, I will run through what I believe to be the 6 enablers of business agility, how re design organisations for agility, and how to avoid shallow transformations which ultimately end in failure.”

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09/01– LESS TALKS: Resilience of Organizational Design to Help You Through Tough Times & Beyond

 

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Clarification Of Top-3 Misused [Frequently] Words

Let’s provide some clarification for the top-3 (there is really no official data to back this up, other than a gut feeling) misused, and frequently abused, words: “agile”, “scaling”, “enterprise”.

Agile – if this word cannot be seamlessly substituted with some of its direct synonyms (adaptive, light-footed, lithe, nimble, fast-reacting), it is likely that it is used incorrectly.  For example, an “agile process” can only be agile if it can be easily changed, modified or simplified, on-demand.  “Agile team” – is a team that should be able to react quickly and easily to a fast-changing situation or market demands. If the above suggested substitution leads to a loss of meaning, the use of “agile”, as the term, is likely incorrect.

Scaling – using the original, Euclidean geometry definition of this word, scaling is a linear transformation that enlarges (increases) an object by a scale factor that is the same in all directions.  In our case, such “object” could be a team, process, experiment, or anything else that we wish to have more of.  Clearly, we want more of good stuff, not bad stuff. Then if so, when we say, we want to scale a process, we assume that the original process was good. When we say, we want to scale scrum, we assume that dynamics of a single scrum team are good. If we don’t have goodness to begin with, and we attempt to scale it, how can we have goodness at scale?

Enterprise – it does not automatically mean huge. A relatively small organization (e.g. 50-100 people) is an enterprise, if it includes multiple organizational dimensions, such as HR, legal, finance, vendor management, technology, operations, sales/marketing, etc. At the same time, a 500-person IT department alone is not an enterprise. It is just an organization silo.
We frequently hear people say “we need enterprise-level transformation/operating model/methodology changes”, while focusing mainly on technology and leaving behind many of the above mentioned dimensions.  It creates an illusion of enterprise-wide impact because such efforts are very siloed, limited and locally optimized.

Now, imagine if all three of the above mentioned words were used together, in the same sentence or phrase: “Enterprise Agile Scaling“:
If the individual words were misused, imagine the magnitude of a negative impact  the whole phrase  :(.

Exposing Uncomfortable Topics: Errors and Omissions with Scaling @ Smarter Enterprise Lean Agile – LeSS Toronto/Montreal/Ottawa Toronto, ON

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19-21: CERTIFIED LESS BASICS (CLB) COURSES | VIRTUAL

 

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Three LeSS Books:

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08/17 – LESS TALKS: Focus on Customer Centric Products and Services, Not Transformation, with Tim Abbott

 

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Synopsis:

With all of the hoopla around Enterprise, Digital, and Agile Transformations, it’s easy to forget that customers want great products and services. The teams that work together to learn customer needs and satisfy them for enough customers generally win. We’ll talk about how productization and service orientation is creating massive societal improvement in the Middle East

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07/07 – LESS TALKS: Mix & Match Communication in Large Scale Lean & Agile Product Development

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July 01-03: Certified LeSS Basics (CLB) Courses | Virtual

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June 17-19: Certified LeSS Basics (CLB) Courses | Virtual

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02/27 – LESS TALKS: Q & A on “The Spotify “Model”: Don’t Simply Copy-Paste”, with Evan

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06/18 – Exposing Uncomfortable Topics: Errors and Omissions with Scaling


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Synopsis:

“Bad scaling is one of the biggest ‘agile problems’ of modern days for companies.
Bad scaling is one of the three (the other two are : “agile tools” mania and falling a victim to big consultancies’ industrial model [see/play Dave Snowen’s view here:

https://www.keystepstosuccess.com/2020/05/05-05-less-talks-dave-snowden-answering-tough-questions-qa/ ] ) one of the most expensive mistakes companies make, when they set themselves on a wrong ‘agile course’.Bad scaling is one of the three corners of “Trippe Taxation” triangle:

Bad scaling comes in the form of trivializing agility at is core, weakening agile roles, plagiarizing and relabeling someone else’s experiments and calling them ‘operating models’, copy-pasting Scrum and Scrum roles into Fractal Geometry that look great on paper.

Are there better ways to work? Probably not, if the ultimate goal is to relabel existing enterprise complexity with fancy agile terminology and then call it “enterprise scaling”. But there could be better ways to work if an ultimate goal is to simplify existing complexity (de-scale), and by doing so, improve your chances to scale agile ways of working (e.g. do Scrum, by more than one team, working for the same Product Owner, on the same product, out of the same backlog).

In this session, Gene will expose some classic pitfalls of bad scaling and will recommend how, more good things could be done with less stuff,…how things could be done better, using Large Scale Scrum (LeSS).”