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Servant & Multiplier Leadership,

Ten minimum viable capabilities to achieve a digital transformation towards agile (1/5).

by Mike10/09/2020no comment

In the previous article we developed the topic of growth and development of an agile work ecosystem, the implications of collaboration, its scope and maturity to create a business transformation towards agile in a sustained way. We also review the importance of a framework, which aims to simplify a complex reality in order to identify critical needs, co-create meaningful solutions and deliver them in an iterative, incremental and emergent way, continuously learning and adjusting to the environment to better serve our customer.

Digital transformation is social energy in motion, a source of empowerment and ownership that resides in the interaction between all our collaborators, to better serve our clients.” MAMH (2020)

Today we will fly over 10 important points that are part of a transformation journey, using a growth metaphor, it is like a journey and each of these points represents the peaks that we must reach.

Figure 1: Business transformation implies growth of its capabilities.

Source: Miguel Martínez (2020). Own elaboration.

 It is very important that when we want to build an agile business we do so through agile, which means growing and developing the work environment in a sustained way, defining the transformation cycles, releasing value in each cycle, carrying out an inspection and adaptation of the environment in each cycle, with the aim of increasing the organization’s capabilities according to progress, in such a way that in each cycle an organization with greater and different capabilities emerges that creates a positive impact on its collaborators and clients.

Hearing it told is not the same as the experience.” Chinese proverb

 Figure 1: Business transformation based on a transformation of the person.

 

Source: Miguel Martínez (2020). Own elaboration.

Let us remember that organizations do not transform, those who do it are the people who belong to the organizations, they do it by transforming their internal dialogue, organizations are based on the exchange of meanings of those who integrate them.

Figure 1: Areas and capabilities to build agility in the business.

Source: Miguel Martínez (2020). Own elaboration.

Next, we will describe the 10 capabilities that allow us to achieve an agile business MVP:

1.Tactical and strategic alignment.

Create a shared purpose and vision to inspire action, an alignment requires creating cohesion to the organization from the internal and external perspective, so that it is socialized through the co-creation of a strategy and a tactic of the transformation that we hope (future model). It is very important that leaders know in advance the value of agility and that we as catalysts accompany them in this process.

A baseline of the different target areas is very valuable, with respect to the current state of the business, with the purpose of obtaining and offering clarity of the impact of progress, in increasing capacities, let’s take an example: “At the fourth month once the transformation was implemented in a business unit, we achieved a positive impact: the decrease in operating costs, if we do not have a baseline, it will be very difficult to support the origin of this result with data ”. Let us remember that what we do, we must convert it into an installed business capacity, to create sustainability of a future operating model, being the principle of strategic agility in the scope of the transformation that is defined.

In this phase we also find, the prioritization of the initiatives that consists of defining the impact of the initiatives with respect to their type: savings, investment, profits, this definition is worked together with the transformation team, sponsors and representative of strategic level of the organization (“committed” steering committee). Once this prioritization is done, we have to understand the business model from the agile perspective for each of the selected initiatives, develop the preliminary product framework and outline the preliminary map of the creation of the product / service and those involved in the process.

2.Creation and launch of initiatives.

The objective of this increase is that for all the initiatives / teams created, it will be necessary for each team to focus all its participants towards the same objective, define and prioritize the initial scope of the product, obtain greater clarity about what you want to create, the priorities and risks involved. It is very important, in this phase, to manage expectations, the business vision, the joint understanding, the dependencies and stakeholders, the risks and their mitigation, as well as the construction map, the initial criteria of success and the quality of what visualize the participants, who are directly involved in the execution activities of the current projects, related to the business domain in question.

A person recently asked me, who decides who makes up an agile team? First of all, an agile team is made up of 3 to 9 people, in order to enable face-to-face communication, second, it must be a cross functional team, In other words, it integrates all the capabilities required to build the product in question, third, the team members should be people who are directly involved in the value creation process, not their bosses, not their managers, we look for teams that are self-organized and have the ability to respond themselves. We must respond to constant change and the context that exists in the current business, to progress. Obviously what touches here too, is to raise awareness of the product owners and those who at that moment are still the managers or directors of the functional areas, who open to become agile leaders, this is a process that takes on the same importance that the very creation of agile teams and that will be a topic of conversation later on.

Then, it will be relevant to confirm roles and provide basic training, in the frameworks to be used, once this is done for all the initiatives to be launched, we will formally proceed to confirm the assignments of these roles at the organizational level and we will launch the teams, consisting of the establishment of the start dates of the formal planning of the releases, of the cycles of delivery of results, the creation of the product log, the beginning of the planning and of all the events related to the framework selected (Scrum / Kanban / XP / Nexus / LeSS / SAFE).

Cultivating autonomy, based on the purpose, meaning and mastery in the tasks that each of the members performs is one of the central points in this stage. If you require support in this regard, you can contact us 😊.

Today we will advance here, if you have questions or comments about it, feel free to contact us directly and ask us.

Miguel A. G. Martínez H., september 2020,

Greetings to all,

Bibliography:

  • AG, D. (2020, March 10). Respond and Recover | Crisis management in unprecedented times. Retrieved August 20, 2020, from https://www2.deloitte.com/us/en.html
  • Allas, T., Sjatil, P. E., Stern, S., & Windhage, E. (2020, April). How European businesses can position themselves for recovery. Retrieved September 10, 2020, from https://www.mckinsey.com/
  • Mitchell, C. (n.d.). The Conference Board – TCB C Suite Challenge 2020 Covid19 Recovery. Retrieved September 10, 2020, from https://conference-board.org/us/
  • One, V. (n.d.). 14th Annual State of Agile Report. Retrieved September 10, 2020, from https://stateofagile.com/
  • O’rreally, B. (2020, May 11). Scaling Innovation Means Descaling Work. Retrieved September 10, 2020, from https://barryoreilly.com/resources/
  • Saenz, H., Supko, M., & O’Keefe, D. (n.d.). Why Return to “Normal” When You Can Recover to a Winning Position? Retrieved September 10, 2020, from https://www.bain.com/

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Business people talking in corridor
Servant & Multiplier Leadership,

How can we help you?

by Mike17/08/2020no comment

The economic slowdown in which we are entering today can be compensated, through a renewed agile digitization strategy and competitive disruption, in addition to the flexibility in the use of strategic resources, the use of external infrastructure is an example.

At Exponential Agility our goal is to create organizations, such as agile / disruptive innovation ecosystems, to positively impact the market and especially companies in the delivery of value. We focus companies on the constant adjustment of the product-market gap, their expectations and on the commitment to develop the strategic, tactical and operational skills required to leverage growth, sustained and accelerated development, achieving a digital transformation successful.

We do this through the creation of competitive advantages, (1) by learning first, (2) by operationalizing (visualizing) the drivers to adapt the commercial strategy to the market, in conjunction with the business executives and thus (3) accelerate and catalyze the transformation and growth of digital products, in an agile way, dramatically reducing the time to place products and services in the market.

As benefits we offer to companies we work with, listen better to the market, by internally modifying their way of working, they respond quickly and effectively, by creating the products and services that the client really wants, raising the level of competitiveness of their company .

We have extensive experience of more than 20 years in the market and successful results, in more than 10 agile transformations, we have created a framework of our own elaboration based on practical experience, we are based on the competitive analysis of your initiatives for your company be a leader in the sector, with an exponential focus (which no one else has) and which implies sustained operational and financial growth.

We invite you to develop together with us, a differentiating digital transformation strategy that allows you to be a leader in your sector. A tactic aligned and committed to the business, as well as a disciplined execution, flattening the hierarchies to meet the needs of the client and the business in an agile and expeditious way.

We help our clients to build a product or a series of products and during this course we also accompany our clients in the construction of an environment, a different, positive environment, focused on people and favorable for the delivery of these products and services, From which emerges, a different way of thinking and working, based on positive feedback from our community, business, collaborators and clients.

Creating prosperity and extending your coverage is what we seek.

The better we know the problems, the better we will come up with the solutions. Coverage and the positive impact on people’s experience is our reason for being.

Exponential Agility, August 2020.

Contact us at: contact@exponentialagility.org

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Business people talking in corridor
Servant & Multiplier Leadership,

¿Cómo te podemos ayudar?

by Exponential Agility17/08/2020no comment

La desaceleración económica en la cual estamos entrando el día de hoy, se puede compensar, mediante una estrategia de digitalización agile renovada y de disrupción competitiva, además de la flexibilidad en el uso de recursos estratégicos, el uso de infraestructura en externa.

En Exponential Agility nuestro objetivo es crear organizaciones, como ecosistemas ágiles/disruptivos de innovación, para impactar de forma positiva al mercado y sobre todo a las empresas en la entrega de valor. Focalizamos a las empresas en el ajuste constante de la brecha producto-mercado, de sus expectativas y en el compromiso para el desarrollo de habilidades estratégicas, tácticas y operativas, requeridas, para apalancar un crecimiento, desarrollo sostenido, y acelerado, logrando una transformación digital exitosa.

Esto lo hacemos a través de la creación de ventajas competitivas, (1) al aprender primero, (2) al operacionalizar (visualizar) los drivers para adaptar la estrategia comercial al mercado, en conjunto con los ejecutivos del negocio y así (3) acelerar y catalizar la transformación y crecimiento de los productos digitales, de forma ágil, reduciendo dramáticamente los tiempos de colocación de productos y servicios en el mercado.

Como beneficios tenemos que las empresas con las que trabajamos, escuchan mejor al mercado, al modificar internamente su forma de trabajo, responden de forma rápida y efectiva, creando los productos, servicios que el cliente realmente desea, elevando el nivel de competitividad de su empresa.

Contamos con amplia experiencia de más de 20 años en el mercado y resultados exitosos, en más de 10 transformaciones agile, hemos creado un marco de trabajo de elaboración propia basados en la experiencia práctica, nos basamos en el análisis competitivo de sus iniciativas para su empresa sea líder en el sector, con un enfoque exponencial (que nadie más posee) y que implica, un crecimiento sostenido operativo y financiero.

Los invitamos a desarrollar en conjunto con nosotros, una estrategia de transformación digital diferenciadora que, le permita ser líder en su sector. Una táctica alineada y comprometida con el negocio, además de una ejecución disciplinada, aplanando las jerarquías para satisfacer de forma ágil y expedita las necesidades del cliente y del negocio.

Ayudamos a nuestros clientes a construir un producto o una serie de productos y durante este transcurso también acompañamos a nuestros clientes en la construcción de un ambiente, un ambiente distinto, positivo, enfocado en las personas y favorable para la entrega de estos productos y servicios, del cual emerge, una forma de pensar y trabajar distintas, basadas en la retroalimentación positiva de nuestra comunidad, negocio, colaboradores y clientes.

Crear prosperidad y extender su cobertura es lo que buscamos.

Mientras mejor conozcamos los problemas, mejor plantearemos las soluciones. La cobertura y el impacto positivo en la experiencia de las personas es nuestra razón de ser.

Exponential Agility, Agosto 2020.

Contáctanos a : contact@exponentialagility.org

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SelfOrganization & Delivery Responsability, Servant & Multiplier Leadership,

A practical approach to self-organization in the workplace.

by Mike11/08/2020no comment

A practical approach to self-organization in the workplace.

We will continue with the theme of self-organization, we have gone from the abstract to the concrete, now we will land the context and its elements in a practical way. Making a synthesis, a self-organized system, stands out for the following:

  1. Internal regulation, the system does not require external intervention to regulate itself.
  2. Positive feedback on behaviors creates the rules, if a behavior is effective in releasing value, then it becomes learning, learning fast give us advantage.
  3. The strength lies in creating and maintaining new behaviors and contexts, adaptability does not mean creating membership, many times it means creating something new.
  4. To create a self-organized work ecosystem, it is necessary that the environment has the following elements:

4.1. Alignment, Autonomy: which implies the development of (1) mastery, clarity in the (2) purpose and (3) meaning, in addition to focus on delivering results, being responsible.

Figure 1: A self-organizing work ecosystem. Miguel Martínez, own elaboration (2020).

For this, it is necessary to know the market conditions, which today are given by:

  1. Volatility, the conditions of uncertainty due to the democratization of access to opportunities and the democratization of consumption.
  2. Dematerialization, companies dematerialize what was once physical and create new products and revenue streams in months, sometimes weeks.
  3. Abundance mindset, the potential of entrepreneurs to disrupt industries and corporate giants is greater, unexpectedly extinguishing.
  4. Disruptive technologies, technology is disrupting traditional business processes, and they will never be the same again.

A practical example, we can see today if we compare the elements that existed in the market in November 2019, with those that exist today in August 2020, the pandemic has created a very volatile market, has accelerated the digital transformation as an element to counteract physical communication towards virtual communication, and the continuity of business operations, trends that according to analysts will increase as a measure to counteract the economic recession we are entering.

Figure 2: A Global Context Business. Miguel Martínez, own elaboration (2020).

As executive leaders it is necessary to know and promote:

  1. Investments and their benefits, to constantly adjust our expectations about the products / services we build
  2. Generate a strategic and tactical commitment to the value of self-organization and agility,
  3. Defining and checking the product strategy, which implies a constant adjustment of the product / customer gap, in order to check our hypotheses in a VUCA environment.

All of this guides the management of changing priorities, which is the context of alignment:

  1. Determine what? priorities and definition of value.
  2. Know the capabilities of the teams and create commitment to develop those required.
  3. Co-create and socialize all these elements.

When we define in real practice the what? we have to:

  1. Develop strategy and tactics through a moon-shoot and a constant competitive analysis of the market.
  2. Customer centricity, profitability follows purpose, this is very important and becomes a key indicator of the progress of an agile transformation towards a sustained approach, if it does not exist, it is most likely that there is no transformation.
  3. Manage and facilitate the needs, to create operational and commercial scalability, let’s remember, let’s think big, let’s execute little by little and with discipline, to learn quickly without taking our eyes off our vision or moonshot.

We must deliberately create Autonomy, which implies:

  1. Know the what? and have freedom to define the how? control what you do, when you do it? and who do you do it with?
  2. There is mastery, purpose, and meaning.
  3. Autonomy is a range between alignment and the delivery of value (responsibility), it must be deliberately designed so that we define the type of company we want to have.

When we define the how in real practice, we have to:

  1. Freedom to innovate and create, psychological security.
  2. Estimation and disciplined execution: the apple has no flavor by itself, the flavor is partly given by the climate, who grows it and who harvests it.
  3. Experimentation, positive feedback, and inspection and adaptation.

To close this range, we have the responsibility and delivery, which implies:

  1. Not everything is easy to measure, not everything should be measured, focus on meaningful metrics.
  2. We take advantage of learning by experimenting in a disciplined way, vision big, start small, and iteratively advance to outcome.
  3. We deliver value and also build in an emergent way a motivated team to do it and an environment.

Let us remember that the delivery of value must focus on how to make more effective, the how.

  1. We define where we want to go.
  2. How will we do it?
  3. How will we know that we are arriving?

Some of the significant metrics, which we suggest using are

  1. Employee satisfaction.
  2. Customer satisfaction.
  3. Value delivered to the business.
  4. Psychological safety.

The creation of a constructivist environment should not only occur in the area of ​​education, let us remember that for there to be interaction, a constructivist learning environment is the workplace, under a self-organized approach.

Miguel Martínez, August 11th, 2020.

Bibliography:

  1. Avery, Christopher M., et al. Teamworking Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. Berrett-Koehler, 2001.
  2. Pichler, R. (2016). Strategize: Product Strategy and Product Roadmap Practices for the Digital Age (1st ed.). Buckinghamshire, UK: Pichler Consulting.
  3. Pink, Daniel H. Drive the Surprising Truth about What Motivates Us. Riverhead Books, 2009.
  4. Koestenbaum, P., & Block, P. (2001). Freedom and Accountability at Work: Applying Philosophic Insight to the Real World (1st ed.). Hoboken, NJ, United States: Wiley.
  5. Wiseman, Liz, and Stephen R. Covey. Multipliers: How the Best Leaders Make Everyone Smarter. HarperBusiness, an Imprint of HarperCollinsPublishers, 2017.
  6. Wojcicki, Esther. How to Raise Successful People: Simple Lessons for Radical Results. Houghton Mifflin Harcourt, 2019.

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Discussing new app in lobby
SelfOrganization & Delivery Responsability, Servant & Multiplier Leadership,

Un enfoque práctico de la autoorganización en el área de trabajo.

by Mike11/08/2020no comment

Un enfoque práctico de la autoorganización en el área de trabajo.

Continuaremos con el tema de autoorganización, hemos ido de lo abstracto a lo concreto, ahora aterrizaremos el contexto y sus elementos de manera práctica. Haciendo una síntesis, un sistema autoorganizado, se destaca por lo siguiente:

  1. Regulación interna, el sistema no requiere intervención externa para regularse.
  2. La retroalimentación positiva de los comportamientos crea las reglas, si un comportamiento es efectivo en la liberación de valor, entonces se convierte en un aprendizaje.
  3. La fortaleza reside en crear y mantener nuevos comportamientos y contextos, la adaptabilidad no significa crear membresía, muchas veces significa crear algo nuevo.
  4. Para crear un ecosistema de trabajo autoorganizado, es necesario que el ambiente posea los siguientes elementos:

4.1. Alineación, Autonomía: que implica el desarrollo de (1) maestría, claridad en el (2) propósito y (3) significado, además de enfoque entrega de resultados, siendo responsable.

Figura 1: Un ecosistema de trabajo autoorganizado. Miguel Martínez, elaboración propia (2020).

Para ello es necesario conocer las condiciones del mercado, que el día de hoy están dadas por:

  1. Volatilidad, las condiciones de incertidumbre debidas a la democratización del acceso a las oportunidades y la democratización del consumo.
  2. Desmaterialización, las empresas desmaterializan lo que alguna vez fue físico y crean nuevos productos y flujos de ingresos en meses, a veces semanas.
  3. Pensamiento de abundancia, el potencial de los emprendedores para disrumpir industrias y gigantes corporativos es mayor, extinguiéndose inesperadamente.
  4. Tecnologías disruptivas, la tecnología está disrumpiendo los procesos tradicionales de negocio, y nunca volverán a ser los mismos.

Un ejemplo práctico, lo podemos ver el día de hoy si comparamos los elementos que existían en el mercado en noviembre de 2019, con los que existen el día de hoy en agosto de 2020, la pandemia ha creado un mercado muy volátil, ha acelerado la transformación digital como elemento para contrarrestar la comunicación física hacia una comunicación virtual, y la continuidad de la operación de los negocios, tendencias que según analistas irán en incremento, como medida para contrarrestar la recesión económica en la que estamos entrando.

Como líderes ejecutivos es necesario conocer y promover:

  1. Las inversiones y sus beneficios, para ajustar de manera constante nuestras expectativas acerca de los productos/servicios que construimos
  2. Generar un compromiso a nivel estratégico y táctico del valor de la autoorganización y agilidad,
  3. Definiendo y comprobando la estrategia de producto, que implica un constante ajuste de la brecha producto/cliente, con objeto de comprobar nuestras hipótesis en un ambiente VUCA.

Figura 2: Contexto Global de Negocios. Miguel Martínez, elaboración propia (2020).

Todo esto da pauta a la gestión de las prioridades cambiantes, que es el contexto de la alineación:

  1. Determinar ¿qué?, las prioridades y la definición de valor.
  2. Conocer las capacidades de los equipos y crear compromiso para desarrollar las requeridas.
  3. Co-crear y socializar todos estos elementos.

Cuando definimos en la práctica real el ¿Qué?, tenemos que:

  1. Desarrollar la estrategia y la táctica mediante un “moonshot” y un análisis competitivo del mercado de forma constante.
  2. Centralidad del cliente, la rentabilidad sigue al propósito, esto es muy importante y se convierte de un indicador clave del progreso de una transformación agile hacia un enfoque sostenido, sino existe, lo más probable es que no exista transformación.
  3. Gestionar y facilitar las necesidades, para crear escalabilidad operacional y comercial, recordemos, pensemos en grande, ejecutemos poco a poco en pequeño y disciplinadamente, para aprender rápido sin quitar la vista en nuestra visión o “moonshot”.

Debemos crear de forma deliberada Autonomía, que implica:

  1. Conocer el ¿qué? y tener libertad para definir el ¿cómo?, controlar lo que haces, ¿cuándo lo haces? y ¿con quién lo haces?
  2. Existe maestría, propósito y significado.
  3. La autonomía es un rango entre la alineación y la entrega de valor (responsabilidad), hay que diseñarla deliberadamente para que definamos el tipo de empresa que deseamos tener.

Cuando definimos en la práctica real el ¿cómo?, tenemos que:

  1. Libertad para innovar y crear, seguridad psicológica.
  2. Estimación y ejecución disciplinada: la manzana no tiene sabor por sí misma, el sabor se lo da en parte el clima, quien las crece y quien las cosecha.
  3. Experimentación, retroalimentación positiva e inspección y adaptación.

Para cerrar este rango, tenemos la responsabilidad y entrega, que implica:

  1. Ni todo es fácil de medir, ni todo debe medirse, focalizar en las métricas significativas.
  2. Tomamos ventaja de aprender experimentando de forma disciplinada, visionamos grande, empezamos pequeño y avanzamos iterativamente al resultado.
  3. Entregamos valor y también construimos de forma emergente un equipo motivado que lo haga y un ambiente.

Recordemos que la entrega de valor debe enfocarnos en cómo hacer más efectivo, el cómo.

  1. Definimos a donde queremos llegar.
  2. ¿Como lo haremos?
  3. ¿Como sabremos que estamos llegando?

Algunas de las métricas significativas, que sugerimos usar son

  1. Satisfacción del colaborador.
  2. Satisfacción del cliente.
  3. Valor entregado al negocio.
  4. Seguridad psicológica.

La creación de entorno constructivista no solo debiera darse en el área de la educación, recordemos que para que existía debe haber interacción, un entorno constructivista de aprendizaje es el lugar de trabajo, bajo un enfoque autoorganizado.

Miguel Martínez, agosto 11 de 2020.

Bibliografía:

  1. Avery, Christopher M., et al. Teamworking Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. Berrett-Koehler, 2001.
  2. Pichler, R. (2016). Strategize: Product Strategy and Product Roadmap Practices for the Digital Age (1st ed.). Buckinghamshire, UK: Pichler Consulting.
  3. Pink, Daniel H. Drive the Surprising Truth about What Motivates Us. Riverhead Books, 2009.
  4. Koestenbaum, P., & Block, P. (2001). Freedom and Accountability at Work: Applying Philosophic Insight to the Real World (1st ed.). Hoboken, NJ, United States: Wiley.
  5. Wiseman, Liz, and Stephen R. Covey. Multipliers: How the Best Leaders Make Everyone Smarter. HarperBusiness, an Imprint of HarperCollinsPublishers, 2017.
  6. Wojcicki, Esther. How to Raise Successful People: Simple Lessons for Radical Results. Houghton Mifflin Harcourt, 2019.

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3_m
Servant & Multiplier Leadership,

Opportunities.

by Mike04/08/2020no comment

¡Welcome to Exponential Agility!

Transform our being, to expand our doing.

The economic slowdown can be offset through a renewed agile digitization strategy and competitive disruption, in addition to flexibility in the use of strategic resources (e.g. ubiquitous workforce).

At Exponential Agility, we are a group of coaches and consultants with more than 20 years of successful experience in digital transformation, we aim to create organizations such as agile / disruptive ecosystems of innovation, to positively impact the market and the company. We focus companies on constant adjustment: on the product / market fit, on their expectations and on the commitment to generate strategic, tactical and operational skills required to leverage sustained / accelerated growth and development.

Through creating competitive advantages by learning first, operationalization of the main drivers to adapt the commercial strategy to the market (in conjunction with business leaders) and thus accelerate and catalyze the transformation of the digital products growth.

With this approach, companies constantly adapt their general digital transformation strategy and / or for each service or product with a perspective of coverage, positive impact and commercial growth.

What we do at Exponential Agility is to create the following competitive advantages: by constantly adjusting the product / market gap, based on competitive analysis of company initiatives, we help grow the internal capabilities required to be a leading company in the sector , with an exponential focus on initiatives (sustained operational and financial growth).

I invite you to jointly develop a differentiating digital and / or disruptive transformation strategy that allows you to be a leader in your sector.

Contact us:

Email – contac@exponentialagility.org

Phone: +5255 7811 5497.

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Servant Leadership
Servant & Multiplier Leadership,

Skills of an Agile Executive Leader 3/4.

by Mike20/07/2020no comment

Skills of an Agile Executive Leader 3/4.

As a continuation of the previous article, finally, we have the vertical of the “tactic as a service to the operation”:

The management of the environment, the resolution of impediments, to constantly release value to the business. The establishment of the psychological security of the ecosystem, creation of safe spaces for the responsible assumption of risks and with a deliberate resilience strategy. It is very important that as agile executive leaders we ensure the existence of a mixed cadence and synchronization, initiative prioritization teams, with commercial, technology, operation and BAU teams.

 

Team management, as agile executive leaders, we will create a culture of psychological security, inside and outside teams to innovate and motivate employees, where confidence and team development reign, increasing team capabilities and taking advantage to learn fast. So let’s focus on performance management, orientation, confidence, objectives, implementation, high performance (culture).

The management of practices, in practice I have found various:

 

  • Governance, impact metrics and agile evolution in the company.
  • Portfolio / Program, level of performance and maturity of the programs (ROI).
  • Product, Product Development Status
  • Agile, maturity level of agile.
  • Team, level of team maturity.

In our next installment to highlight all these skills, we will develop a real case, to exemplify all of the above.

Miguel Martínez, July 2020.

Bibliography:

  • Pichler, R. (2016). Strategize: Product strategy and product roadmap practices for the digital age. Miejsce nieznane: Pichler Consulting.
  • Scrum Alliance. Certification Types & Tracks. Retrieved July 15, 2020, from https://www.scrumalliance.org/get-certified
  • Scrum ORG. Professional Agile Leadership™ Certification. Retrieved July 15, 2020, from https://www.scrum.org/professional-agile-leadership-certification
  • Scaled Agile. (2020, July 01). Lean-Agile Leadership. Retrieved July 15, 2020, from https://www.scaledagileframework.com/lean-agile-leadership/
  • Koning, P. (2020). Agile leadership toolkit: Learning to thrive with self-managing teams. Boston: Addison-Wesley.

 

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Servant Leadership
Servant & Multiplier Leadership,

Habilidades de un Líder Ejecutivo Agile 3/4.

by Mike20/07/2020no comment

Habilidades de un Líder Ejecutivo Agile 3/4.

Como continuación al artículo anterior, por último, tenemos la vertical de la “táctica como servicio a la operación”:

La gestión del ambiente, la resolución de impedimentos, para liberar de forma constante valor al negocio. El establecimiento de la seguridad psicológica del ecosistema, creación de espacios seguros para la asunción responsable de riesgos y con estrategia de resiliencia deliberada. Es muy importante que como líderes ejecutivos agiles aseguremos la existencia de una cadencia y sincronización mixta, equipos de priorización de iniciativas, con equipos comerciales, de tecnología, de operación y de BAU.

La gestión de los equipos, como líderes ejecutivos agiles crearemos una cultura de la seguridad psicológica, dentro y fuera de los equipos para innovar y motivar a los colaboradores, donde reine la confianza y desarrollo de equipo, aumentando las capacidades de los equipos y tomando ventaja de aprender rápido. Enfoquemos pues en gestión del rendimiento, orientación, confianza, objetivos, implementación, alto rendimiento (cultura).

La gestión de las prácticas, en la práctica he encontrado diversas:

  • Gobierno, métricas de impacto y evolución agile en la empresa.
  • Portafolio/Programa, nivel de rendimiento y madurez de los programas (ROI).
  • Producto, Estado del Desarrollo del producto
  • Agile, nivel de madurez de agile.
  • Equipo, nivel de madurez de equipo.

 

En nuestra siguiente entrega para poner de manifiesto todas estas habilidades, desarrollaremos un caso real, para ejemplificar todo lo anterior.

Miguel Martínez, Julio 2020.

Bibliografía:

  • Pichler, R. (2016). Strategize: Product strategy and product roadmap practices for the digital age. Miejsce nieznane: Pichler Consulting.
  • Scrum Alliance. Certification Types & Tracks. Retrieved July 15, 2020, from https://www.scrumalliance.org/get-certified
  • Scrum ORG. Professional Agile Leadership™ Certification. Retrieved July 15, 2020, from https://www.scrum.org/professional-agile-leadership-certification
  • Scaled Agile. (2020, July 01). Lean-Agile Leadership. Retrieved July 15, 2020, from https://www.scaledagileframework.com/lean-agile-leadership/
  • Koning, P. (2020). Agile leadership toolkit: Learning to thrive with self-managing teams. Boston: Addison-Wesley.

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Servant & Multiplier Leadership,

Skills of an Agile Executive Leader.

by Mike17/07/2020no comment

Skills of an Agile Executive Leader.

An agile executive leader should know how agility adds value to the organization and how to create a culture that promotes business agility. In this article we will focus on describing the executive and tactical skills of an agile executive leader.

In the executive category, we find the management skill, which is focused on the co-creation and facilitation of the vision, taking into account the context of and agile organization, evidence-based management, agile organizational design, and portfolio execution processes, up to concrete programs. We also find strategic thinking, in an agile landscape and a VUCA environment. The development of an approach towards adaptability based on risk management and resilience is very important.

In this same vertical, we have the creation of commitment, which consists in the development of executive presence, under a transformational approach of leadership, lean / agile mindset, values ​​and integrity, principles and valuable practices. Agile organizational empowerment, which consists of knowledge of business agility, as well as the management of investments and expectations necessary to achieve it. Open and restricted communication is a skill of an agile executive leader based on the reinforcement of communication, from the highest level and its relationship with catalysing change, in terms of the adaptive leadership required.

One of the most relevant categories is the alignment of disciplined execution, which consists primarily of focusing on prioritization, creating value and managing changing priorities (Very typical of Business / Product Owners). Responsibility, alignment to priorities, autonomy and delivery of results, are significant issues in this category, let us not forget agile experimentation across the entire organization and executive support, deployment of innovation from the executive level. The issue of responsibility is significant and relevant, it is beyond the limits of this article, for which we recommend the bibliography prior to this series.

In the vertical of the tactic we have,

Talent management as a practice, remember that talent is managed with talent, business scaling is based on the growth of people and the development of collaboration, what we scale is the mindset of our collaborators, remember that a C player managing talent , will never hire someone with greater commitment and performance than him, players B and A. Multiplier leadership, which consists of creating more leaders, empowered people, we focus on the development of people and teams, facilitation, mentoring, coaching, training and feedback, as tools for growth and accelerated learning.

Operational excellence, in this vertical has a mixed, commercial and technological focus, Kanban, Scrum and Organizational Scaling, remember that it is not enough to make it agile, we must also generate mastery in the business domain. Agile Product Management, for the turn management of the strategy, tactics and operation of the product. Emerging, automated product creation and release focused on reducing product placement times – a perverse problem, not just technical, but adaptive leadership, Kaban for discovery and delivery.

Catalyzing change, as agile executive leaders, having the organization as a living complex system, in which we identify the leverage points of sustained change. We must model our adaptive leadership strategy at the highest level, solving wicked problems and agile experimentation for change.

Our next installment will be focused on describing the categories of tactics skills at the service of the operation that an agile executive leader should deploy.

Remember that tactical and operational teams must be left to outline the details necessary to develop our tactics, in a very close time frame, by cycles or sprints.

Miguel Martínez, Julio 2020.

Bibliography:

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Servant & Multiplier Leadership,

Habilidades de un Líder Ejecutivo Agile.

by Mike17/07/2020no comment

Líder Ejecutivo Agile.

Habilidades de un Líder Ejecutivo Agile (Estratégicas y Tácticas).

En este artículo nos enfocaremos a describir las habilidades ejecutivas y tácticas de un líder ejecutivo agile, recordemos como líderes “ejecutivos” agile, debiéramos comprender 3 cosas:

  • Como la agilidad agrega valor a la organización.
  • Porqué la creación de una cultura apropiada es esencial para promover la agilidad.
  • Dar soporte y habilitación de equipos agiles (mixtos o tecnológicos) creando confianza y removiendo impedimentos.

En la categoría ejecutiva, encontramos la habilidad de dirección, que está enfocada a la co-creación y facilitación de la visión, teniendo en cuenta el contexto de y la organización agile, la gestión basada en las evidencias, el diseño organizacional agile, y los procesos de ejecución del portfolio, hasta concretarse en programas. También encontramos el pensamiento estratégico, en un panorama de agile y un ambiente VUCA. Es muy importante el desarrollo de enfoque, hacia la adaptabilidad basada en gestión de riesgos y resiliencia.

En esta misma vertical, tenemos la creación de compromiso, que consiste en el desarrollo de presencia ejecutiva, bajo un enfoque transformacional del liderazgo, lean/agile mindset, valores e integridad, principios y prácticas valorables. La habilitación organizacional agile, que consiste en el conocimiento de la agilidad del negocio, así como la gestión de las inversiones y expectativas necesarias para lograrla. La comunicación abierta y restringida, es una habilidad de un líder ejecutivo agile basada en el reforzamiento de la comunicación, desde el más alto nivel y su relación con la catalización del cambio, en cuanto al liderazgo adaptivo requerido.

Una de las categorías más relevantes es la alineación de la ejecución disciplinada, que consiste primordialmente en poner foco en la priorización, en la creación de valor y gestión de las prioridades cambiantes (Muy propia de los Business/Product Owners). La responsabilidad, alineación a las prioridades, autonomía y entrega de resultados, son temas significativos en esta categoría, no olvidemos la experimentación agile transversal a toda la organización y el soporte ejecutivo, despliegue de la innovación desde el nivel ejecutivo. El tema de responsabilidad es significativo y relevante excede los límites del presente artículo, para lo cual recomendamos la bibliografía anterior a esta serie.

En la vertical de la táctica tenemos,

Gestión del talento como práctica, recordemos que el talento se gestiona con talento, el escalado empresarial está basado en el crecimiento de las personas y el desarrollo de la colaboración, lo que escalamos es el mindset de nuestros colaboradores, recordemos que un jugador C gestionando talento, nunca va a contratar a alguien con mayor compromiso y rendimiento que él, jugadores B y A. El liderazgo multiplicador, que consiste en crear más líderes, personas empoderadas, enfoquemos en el desarrollo de personas y equipos, la facilitación, la mentoría, el coaching, el entrenamiento y la retroalimentación, como herramientas de crecimiento y aprendizaje acelerado.

La excelencia operacional, en esta vertical tiene un enfoque mixto, comercial y tecnológico, Kanban, Scrum y Escalado Organizacional, recordemos que no es suficiente hacerlo agile, también debemos generar maestría en el dominio del negocio. El Agile Product Management, para la gestión a su vez de la estrategia, táctica y operación del producto. La creación y liberación de producto, emergente, automatizada, enfocada a abatir los tiempos de colocación del producto, un problema perverso, no solo técnico, sino de liderazgo adaptivo, Kaban para descubrimiento y entrega.

La catalización del cambio, como líderes ejecutivos agile, teniendo a la organización como sistema complejo vivo, en la cual identificamos los puntos de apalancamiento del cambio sostenido. Debemos modelar nuestra estrategia de liderazgo adaptivo, al más alto nivel, solución a problemas perversos (“wicked problems”) y experimentación agile para el cambio.

Nuestra próxima entrega estará enfocada en la descripción de las categorías de habilidades de tácticas al servicio de la operación que un líder agile ejecutivo debiera desplegar.

Recordemos que hay que dejar a los equipos tácticos y de operación delinear los detalles necesarios para desarrollar nuestra táctica, en una frontera de tiempo muy cercana, por ciclos ó sprints.

Miguel Martínez, Julio 2020.

Bibliografía:

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