This week I coincidentally stumbled across this simple explanation of the foundation of agile. A reminder for myself - and for all of us - where does agile come from.
"A set of values and principles that guide the team’s decision making."
For example, the interaction with people is more important the processes and rules; or the collaboration with the customer is more valuable than the contract we negotiated. These will guide a team to make the right thing.
And as a leader? Give your teams a clear direction, remove barriers, motivate intrinsically, stay close with them and join the party as an equal.
What did I miss?
End of last year, we initiated a benchmark survey on how different companies experience their journey to accelerate innovation mindsets. How can we fully exploit our potential to deliver novel products, processes and experiences to our customers. We presented a number of activities and traits and asked two simple questions: are these important for innovation? and are they established in your organisation?
Here are the results of this APAC-focussed survey; they show clear indications on where to put energy and where to start:
Find here the complete survey results: The Current State of Innovation - Report.
Big Thank You to all that have participated in the survey!
The world is getting automated, more mundane processes are taken over by robots and all of us will be confronted to interact with smarter machines. This has an impact on the future-proof skills we require.
This McKinsey report highlights the key skills that we need to focus on for our employees:
Are you ready to solve problems with speed? Are you ready to pick-up the latest trends? How well are you collaborating beyond your silos? In my eyes, this underlies the need for new structures to create deeper understanding of the people we work with and to experiment and execute creative solutions.
Five Fifty - Soft Skills for a Hard World
In the recent months, I am very happy to support various teams in getting more agile. Last week, I had a call from one of the sites: "Tim, we have a huge problem! Some of our experiments have failed and some teams can't finish their projects" - "Hey, that's great! What we are focusing on is that we experiment and learn - getting faster along the way."
In a conversation earlier this week we reflected on this. Cultivating an agile mindset not only means applying the processes and methods for developing new solutions. In the example above, the teams struggle with significantly shorter project times and delivering experiments instead of fix deliverables - as usual, this is a journey.
Therefore, we need to experiment and use agility in applying the methods, concepts and processes of becoming agile. Experiment to experiment, be agile in becoming agile - if that makes any sense.
Implementing visionary solutions is like climbing a mountain. And so is to change a mindset of people. Why not using the same approach to take small steps to conquer the summit?
We at Hive17 Consulting are devoted to creating an environment for people to work with passion, engagement and fun via positive leadership and intrinsic motivation. We believe that it takes more than perfect processes, systems, organizational charts and value statements to make your company successful. Our people need to understand, shape and believe in the change journey. And for us, it is clear that this foundation will unleash people’s full potential.
Where is your heart: in Design Thinking? or in Agile? Both concepts are used a lot in the context of innovation and excellence. I heard a lot of arguments from both "camps" which is superior and that the one is a subset of the other - rich discussions.
What most can agree is that the underlying concepts are pretty similar - why not use both? In programs I have conducted - especially in order to become excellent - I have combined them to accelerate creativity and speed.
There is a huge overlap: both concepts are about empowerment, experimenting, minimal viable products, fundamental concepts of agility (arguably from Lean Manufacturing).
Where they distinguish are in two particular areas; and it is good to understand their strength apply where most valuable. Here is how I make the simple distinction.
> Create Ideas: human-centric Design Thinking helps to go deeper in your understanding of the customers and stakeholders.
> Execute Ideas: the strong focus on iterations in Agile, combined with the scientific approach of measuring assumptions are great to accelerate momentum when solutions are implemented.
How do you see the two concepts play with each other?
"The Value of Everything"
Everybody is talking about innovation and yes, it is a critical components for the sustainable success of companies - and entire societies.
This article (long read) shares the experience of successful innovation in a larger scale - how governments can push creativity and successful new solutions for cities, provinces, countries - large scale. And the result:
>> Innovation is driven by a mission <<
In detail this means:
* let's be bold and inspirational
* aim at high ambitions that are risky
* define clear timelines and results
* connect people across silos
* give research teams autonomy and allow them to experiment
How are you applying these points in your team / lab?
This economist has a plan to fix capitalism. It's time we all listened
Last week, the community of Design Thinking professionals met in Singapore. On Friday, we discussed how culture can be influenced and how Design Thinking might support transformation - very interesting question...
I have started to use Design Thinking in order to cultivate customer value focus, agility and cross-silo collaboration. With great success.
Another thought we developed is around intrinsic motivation. Design Thinking facilitates:
* a clear definition of challenges that supports purpose;
* autonomy due to the focus on empathy (button up thinking)
* the iterative prototyping allows mastery (getting closer and closer to the customer needs)
How do you see the connection between transformation and design thinking?
During the last two days, the regional Design Thinking community met in Singapore to exchange experiences, thoughts and questions. Here my key take-aways...
"Experience design is about *real people*, real life; let's focus on empathy and ethics."
"Idea creation is *messy and random*; don't kill it with KPIs."
"Use Design Thinking as a *pull* to a new way of working."
"Continuous improvement brings detractors to passives; experience design brings passives to promoters."
"Good design is about an integrated view of the entire business and brings alignment across all stakeholders; that is where the value comes from."
"Design thinking transforms to drive value creation, better collaboration, a culture of experimentation and a common purpose."
A big thanks to the organisers, speakers and participants! I enjoyed the event a lot.
This is where diversity meets innovation. Do you want to through the ball very far? Then you will get more crazy ideas when you connect with people that are different from you: different departments, different regions, and why not with your customers and suppliers?
Diversity for me means to absorb insights and opinions from any person you interact with; irrespective from their gender, race, education, hair colour, social status, etc. This is the start of deep learning.
Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.