Agile – Bloch&Østergaard ApS

Episode 61: Hvad er Teal?

Erik Østergaard — Tue, 04 May 2021 05:25:47 +0000

Episode 61: Hvad er Teal?

Dine værter er Puk Duerlund Falkenberg og Erik Korsvik Østergaard, 4. maj 2021.

Om du er ny til begrebet Teal eller du har kendt til det længe, så er denne episode til dig der er nysgerrig på hvad Teal er og hvordan du kan skabe en Teal transformation.

Her er en light intro til Teal og Frederic Laloux’s bog Reinventing Organizations:

I episoden tager vi dig igennem:

Hvad er Teal?
Hvad er Teal en del af – paradigmet New Ways of Working (NWoW).
Hvordan laver du en Teal transformation?
“Teal ain’t real” eller er det?
Teal washing
Cases af Teal organisationer

Nedenfor finder du alle relevante link på det vi nævner i episoden.

Øvrige episoder vi nævnte i episoden:

FL17 – med Garry Ridge

FL50 – Responsive Org. (de sliders, Erik taler om i starten af episoden)

FL52 – Er dit popcorn poppet?

FL55 – Puk modellen

FL57 – Selvledelse starter med selvindsigt

FL60 – Støjfri ledelse

Miniserie, episode med Danfoss

Miniserie, episode med Bankdata

Teaser for episode med Vertica

Dine værter i denne episode

Podcasten Fremtidens Ledelse To-Go er et con amore projekt og samarbejde mellem nuværende og tidligere partnere i Bloch&Østergaard. Derfor vil det ikke altid være de samme værter, du kommer til at høre. Dine værter i denne episode er Puk Falkenberg og Erik Korsvik Østergaard.

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Du kan finde Fremtidens Ledelse To-Go i din foretrukne podcast app, på nettet, i Spotify og i iTunes. Du vil samtidig være med til at gøre det sjovere at lave podcast, hvis du hjælper os med at udbrede den. Det kan du gøre ved at rate podcasten i iTunes eller dele den med en kollega. Tak fordi du er med til at skabe fremtidens ledelse.

Har du feedback til episoden?

I hver episode af Fremtidens Ledelse To-Go tager vi fat i et emne indenfor paradigmet omkring fremtidens ledelse. Vi snakker om udfordringerne, mulighederne samt giver dig tips, tricks og begreber, som du kan lade dig inspirere af.

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg
Change Agent, Keynote Speaker & Podcast host

(+45) 3146 1232
puk.falkenberg@gmail.com
Connect on LinkedIn">
Connect on LinkedIn
@PukFalken">
@PukFalken

Meet Puk

Erik Korsvik Østergaard
Founder and Partner, Leadership Advisor, Key Note Speaker, & Author

(+45) 3146 2426
erik@blochoestergaard.dk
Connect on LinkedIn">
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@ErikQstergaard">
@ErikQstergaard

Meet Erik

Mere relevant læsning

Morten Albæks bog “Ét liv Én tid Ét menneske”
WorldBlu Freedom At Work
Responsive Org. og deres manifest
Brave New Work podcasten – og specifikt til episoden med Bill Anderson fra Roche
OS Canvas fra Brave New Work

Inspired? Buy the book The Responsive Leader!

Episode 59: Future of Work – Endnu en statusrapport fra virkeligheden

Erik Østergaard — Tue, 23 Feb 2021 07:43:35 +0000

Episode 59: Future of Work – Endnu en statusrapport fra virkeligheden

Dine værter er Puk Duerlund Falkenberg og Erik Korsvik Østergaard. 23. februar 2021. Photo by Javier Allegue Barros on Unsplash

Det er tid til endnu en statusrapport fra virkeligheden – om Future of Work.

Det er 621 dage siden vi sidst kiggede ind i fremtiden. Det gjorde vi i episode 32, fra juni 2019. Siden da er der sket meget.

Til denne episode har fundet ni ting, der er sket siden sidst:

COVID19-pandemien har ændret mange ting, blandt andet vores forståelse af sammenhold, identitet, work from home og ledelse/kultur
Det Agile Manifest har haft 20 års fødselsdag
FNs 17 Verdensmål har haft 5 års fødselsdag
Der er kommet fokus på etik i teknologien, og både Dataetisk Råd (som Erik i podcasten fejlagtigt kalder Dansk Etisk Råd, beklager) og Det Digitale Etikkompas (med Dansk Design Center blandt driverne) har sat en struktureret retning på arbejdet.
Me too og sexisme er blevet taget alvorligt
GameStop-aktieopkøbet er et signal om hvordan de yngre generationer begynder at investere i aktier, og bruger det til aktivisme
Peakon blev solgt for 4,3 mia til Workday
Vi har styrket vores globale udsyn til Kina, USA, Sydamerika og Afrika
Og “Teal Dots in an Orange World” udkom, blev udsolgt, og genoptrykt.

Hvad kommer der så til at ske? Vi spotter fire ting:

Større fokus på hvad det vil sige at være et menneske
Et opgør med hvorfor – og hvordan – de yngre generationer til tage lederrollerne
Mikrosamfund i virksomhederne
Og New Ways of Working i de store, regulerede virksomheder

Dine værter i denne episode

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Har du feedback til episoden?

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg
Change Agent, Keynote Speaker & Podcast host

(+45) 3146 1232
puk.falkenberg@gmail.com
Connect on LinkedIn">
Connect on LinkedIn
@PukFalken">
@PukFalken

Meet Puk

Erik Korsvik Østergaard
Founder and Partner, Leadership Advisor, Key Note Speaker, & Author

(+45) 3146 2426
erik@blochoestergaard.dk
Connect on LinkedIn">
Connect on LinkedIn
@ErikQstergaard">
@ErikQstergaard

Meet Erik

Mere relevant læsning

Den Agile Podcast gennemgår den nye Scrum Guide i deres episode 23 og 24
To Agility and Beyond gennemgår den nye Scrum Guide i deres episode 32
Dataetisk Råd
DR.dk-artikel om de unges aktiehandel

Inspired? Buy the book The Responsive Leader!

Miniserie del 1 – Bankdata (Progressive virksomheder)

Erik Østergaard — Tue, 12 Jan 2021 06:45:13 +0000

Miniserie del 1 – Bankdata (Progressive virksomheder)

Dine værter er Puk Falkenberg og Erik Korsvik Østergaard. 12. januar 2021. Photo by Bankdata.

Denne episode er den første i en miniserie af portrætter af progressive danske virksomheder; virksomheder som vi mener har en interessant og inspirerende historie eller tilgang til New Ways of Working.

Vi har samme spørgeramme til alle afsnittene i serien:

Hvorfor findes I?
Hvorfor har I forladt Oldschool?
Hvordan ser jeres New Ways of Working ud?
Hvordan er forandringen foregået?

I episoden har Erik interviewet Berit Kuhr fra Bankdata om deres agile transformation. Undervejs kommer vi ind på:

Hvem der fik ideen til den agile transformation
Forskellige typer af agile virksomheder
De tre faser, som Bankdata har været igennem
Deres fem agile principper
Ændringen i ledelsestilgang
Deres næste agile skridt
Og Berit Kuhr’s egen læring ved at lave en agil transformation

Dine værter i denne episode

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Har du feedback til episoden?

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg
Change Agent, Keynote Speaker & Podcast host

(+45) 3146 1232
puk.falkenberg@gmail.com
Connect on LinkedIn">
Connect on LinkedIn
@PukFalken">
@PukFalken

Meet Puk

Erik Korsvik Østergaard
Founder and Partner, Leadership Advisor, Key Note Speaker, & Author

(+45) 3146 2426
erik@blochoestergaard.dk
Connect on LinkedIn">
Connect on LinkedIn
@ErikQstergaard">
@ErikQstergaard

Meet Erik

Mere relevant læsning

Inspired? Buy the book The Responsive Leader!

Tool: Using Kanban Board Agendas when facilitating team meetings

Erik Østergaard — Mon, 08 Apr 2019 12:57:56 +0000

Tool: Using Kanban Board Agendas when facilitating team meetings

By Puk Falkenberg, 8. April 2019

The feeling of getting things done at team meetings

Do you know the feeling of we-didn’t-get-anything-done-at-that-meeting? I sure do. In team meetings, where many different personality types and business roles are gathered, there are different mind patterns present as well as different approaches to how to get things done.

Some prefer a structured agenda with time slots to follow strictly. Others prefer a loosely set agenda with a great amount of flexibility. Those two types seldomly go well together, experiencing different versions of the same meeting.

I love facilitating workshops, team meetings, or other bigger sessions. Seeing how participants get eureka-moments and how new ideas spark gives me so much energy. Because I enjoy this so much, I also try my best to meet those two types on middle ground, making it both structured and flexible at the same time.

And because of that not-getting-things-done-feeling, I combined approaches from the lean, agile and facilitation worlds.

How to make it structured and flexible at the same time

We all have different preferred ways of thinking and approaches to understanding, and we each prioritize elements and items differently. These highlighted bullets are the reasons why you should use a Kanban Board Agenda when facilitating:

Overview: With a Kanban Board Agenda, you’ll get a backlog. A backlog that will visually show your participants or team members the fully agenda for the meeting, satisfying the types who likes a visible agenda with overview.
Ownership: Giving team members a chance to actually have a saying in which topics are on the agenda backlog, involving them in adding or removing any item on it.
Prioritization: We all know that the backlog is some kind of “wish-list” of all the things we want to get done. But we may not have the time for each item. Having the visible backlog and team members pitching in, you also need to facilitate the process of where to begin. Do you just pick a topic, or do you ask what is more pressing or more important to begin with?

I must mention that some type of people still misses the strict time slots and feeling of time control, but when I have explained the level of involvement in the Kanban Board Agenda, they often get it and start enjoying it.

Inspired? Buy the book The Responsive Leader!

The Responsive Leader is a book on how to be a fantastic leader in a constantly changing world.

How do you actually make a Kanban Board Agenda?

It’s easy. It’s a minimal amount of effort and stuff you need. Basically, just post-its, black pens and wall space. If you really want to go all in, I’ll recommend you find one of those small whiteboards or a flip over.

Next step is to make four columns: 1) Backlog, 2) to-do, 3) doing, and 4) done. You are going to need all four of them, it you want to get the full use of the Kanban Board Agenda.

Backlog: This is where you put all your topics and make the “wish-list” for the team meeting.
To-do: This is where you put the topics that you chose from the backlog, to cover in this meeting.
Doing: This is to show participant what you are currently doing (if anyone drizzles off, they can be back on track fast).
Done: This is for the topics you have been through and can celebrate putting in done.

If you want to or need, ad a parking space for things you need to park/pause either because of time, complexity or some other reason.

A Bonus you’ll get for free when facilitating with the Kanban Board Agenda

The best part about this tool is, that it helps you constantly revisit your agenda backlog, and you’ll start to meta-communicate about the topics.

Often in longer sessions or workshop, you’ll experience losing track of time when many things are going on. With this form of agenda, you have a clear overview all the time. Not hidden away on the first slides in your PowerPoint Deck. It’s there. Visible to everyone participating.

But Puk, what happens if there are still items on the backlog when time’s up?

At the end you have two possible ways to end the meeting: 1) letting everyone know that you save the rest of the backlog and bring it next time (most fitted for team meetings), or 2) letting everyone know that the rest of the backlog will be thrown out, as if it’s important it will come up again next time (if it’s a workshop that’s not going to have a part two, this might be the best way to do it).

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When only parts of the organization go agile

Erik Østergaard — Mon, 28 Jan 2019 08:07:47 +0000

When only parts of the organization go agile

By Puk Falkenberg, 28. January 2019

I recently had the pleasure of working with an organization that wanted to implement agile across the organization. The development team was already using Scrum as agile practice, but the rest of the organization didn’t know the first thing about agile practices. We realised that the tension between the two parts of the organization could be eliminated by nurturing an agile mindset across the organization.

With research showing (a) that organizations can benefit from spreading agile practices throughout the entire organization, and (b) that organizations that are Agile Masters have reported 60% higher revenue and are 2.4 more likely to grow over 20% than their peers, we had nothing holding us back from implementing agile ways of working and mindsets through the whole organization (hbr.com).

Changing from a waterfall mindset to an agile mindset

I’m a true believer that the mindset plays an enormous role in organizational transformation. On the people side of change, a lot of trust and empowerment needs to be nurtured to make employees feel safe and secure with what’s going on. Remember, they are used to working in a different way and are about to change all their habits to something they are unfamiliar with – and maybe haven’t seen the successful result of yet.

To explain: There’s a clear gap when making an organizational transformation from a classic way of working to an agile way of working, where we need to do things differently. Looking at this graphic (inspired by Prosci) there is a difference in whether change management is built-in or bolted on to the organizational transformation.

Change Management, bolted on to classic projects

I have seen it too many times: When doing classic projects, you often look at the problem first, then find a solution – and then someone says: “Oh well, this also needs to be implemented. Can you guys also do some change management?” When this happens, the change is bolted on. It’s not built in.

This linear way of thinking and working is not suitable for the future of work. In a VUCA world with things constantly changing you need to be able to navigate in change and have a dynamic and responsive way of working as well as way of organizing your organization.

Changing to a new way of working

When organizations undergo huge transformations, such as, going from the classic waterfall to agile practices, it can be overwhelming with questions like “where do we begin?” Around four-fifths of respondents from this survey says they are using agile in some form in all of the principal business functions. And 55% are in the process of implementing agile ways of working.

A hypothesis could be, that organizations think, that while agile practices started within software development it must be easier to implement in this part of the organization. However, as Prosci shows in a study: 60% of agile teams report tension with command-and-control management styles.

This to me indicates that those organizations who only go agile “half-heartedly” also create – unintentional – tension between teams and therefor miss out on the measurable advantages of implementing agile practices across the organization. An organization can only be as agile as the least flexible team or mechanism. Classic bureaucracy plays a role here too, as a hindrance.

Building change into your agile practices

Agile organizations have an agile, circular mindset which helps them build in change as a part of the way of working. When working in sprints, doing retrospectives, and all other parts of e.g. Scrum practices you constantly reflect on the direction, purpose, problem, and solution. These organizations are able to change direction faster and adapt to everything happening both inside and outside of the organization.

In a VUCA world, a digital, fast moving, and growing world, it’s no longer enough to have agile development. You need agility throughout your entire organization. From research and development, to sales and marketing, even HR and finance needs to adopt an agile mindset. And, most importantly: Change is not a consequence of projects and activities. Change is at the heart of the mindset.

How to look at the radius of the agile-blast

Back to the organization where we were driving and implementing an agile mindset across the organization. We looked at it like a snowball effect, or the blast radius of the change, and saw a pattern in where to begin.

The development team was already working agile. They were trained, they were good, and results were showing. Next up was the management group. The whole group attended a 1-day training session twice in agile practices and Scrum, learning the key elements of an agile mindset while trying it themselves by building a lemonade stand in LEGO. The management group became ambassadors and took parts of agile into their teams. The snowball was rolling.

We then made training sessions with the educational roll-out team. They learned about the agile mindset, they learned how to work in sprint, how to demo, review and have retrospectives every two weeks. And most important, they learned how to learn the agile mindset to the rest of the organization. Currently four-fifths of the organization have been through the educational program and have learned to use the newly developed IT system, as well as why we are never done and how the agile mindset contributes to raising the bar of how we do business.

My advice:

Make sure, that agile is a mindset, not only a method
Make sure, that change is built-in, not bolted on

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