Episode B.035 Organizations Are Organisms

Introduction
Even though the new quarter doesn't start until Wednesday, we are jumping into it with both feet. BTW - that is also the theme for July - Being Agile. Two quick reasons for this theme now. First is we are in new territory when it comes to the economy, social factors, government action and how it is affecting our ability to run a profitable business. The second is how it matches with our previous emphasis around building a "Lean Organization'. The difference is simple - Agile is a mindset that uses the principles of Lean to succeed in unstable times.
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Show Objectives
My opening thoughts. Many successful businesses are built on the concept of stability of WHAT and this mindset works as long as their markets remain stable. When the environment shifts becoming unstable, they are at a loss because their WHAT is gone. What makes an Agile business successful during periods of instability is they are HOW based. That means how they assemble materials and teams doesn't change only what they are being asked to do. It is like my firehouse analogy in A.035 they don't when a fire will start or where it will be located but they know HOW to do it. 

It is here our conversation starts.

We will cover the 4 elements that make Agile Organizations different and during times of instability - better.

What You Need to Know

1. Leadership is at the Core - provides direction and enables action.
2. The Power of HOW - Project Teams.
3. Action Over Structure - Do It Now and Fix As You Go.
4. Flexibility Using Resources - Large and Searchable Parts Bin

​What You Need to Do
​Leadership Is The Core
We discussed this several months ago with the Article MacGregor The One Minute Manager.  Please go to the link and download the article, it is worth your time. Here is the synopsis: 

• The Leader does only their job, not the job of others;
• The Leader focuses primary on planning - what if scenarios so the HOW is apparent when needed, and developing talent to handle the changing environment;
• There is a measurement system that allows him to manage the operation and for employees to self-manage;
• The Leader's direct supervision comes at weekly meetings where the WHY's for decisions made are discussed;
• Informal Leader and Promotion is based on helping the success of others.

The Power of HOW

• Competence in Position: fully trained to handle their position within a process - skill mastery;
• Competence in Process: fully trained to handle all of the jobs within a process - skill mastery;
• Assessing and Managing Risk: not heavily front loaded by planning, works by assessing risk and managing it at each stage of the process, performed not by a 'risk manager' but a front-line employee;
• Teamwork Under Pressure: clarity on purpose and results, clarify roles and contribution, everyone is supporting the work of members,  frequent communications, review after the fact for lessons learned.

Action Over Structure

• Rapid testing and adaptation;
• Leverage all available technology, methods to facilitate immediate conversations;
• Rapid work cycles require information transparency and access - decisions made and why;

Flexibility
Timeboxing: limiting the amount of time allocated to an activity

• Fixed Cycles - scope, resources, time;
• 100% Resource Allocation - available parts bin and total access;
• Utilizing Short Intervals: break into smaller pieces if necessary - more shorter cycles than fewer longer cycles.

Next Show: B.036 Leadership Enables Action