Overview – Integral Agile Transformation Framework™ ?· We describe the Integral Agile Transformation…

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2018 Trans4mation, LLC

OverviewIntegralAgileTransformationFrameworkTheroadtoorganizationalagilityusinganAgiletransformationislitteredwithpunditsandadstellingyoutogothiswayorthat,usethistoolnotthat,believethisphilosophyratherthanothers.Somanychoices!Allhavewisdom,andlimitations.Howcanyousortthisallout?Areanyofthemtheanswer?Whichoneisbest...foryou?

TheIntegralModeldevelopedbyKenWilberandthousandsofworldwidepractitioners,andappliednowinthefieldofAgiletransformationsbyTrans4mation,mayhelp.

WedescribetheIntegralAgileTransformationFramework(IATF)asameta-frameworkbecauseitisnotreallyincompetitionwithotherframeworksortoolslikeScrum,SAFe,LeSS,VersionOneorCynefin.Rather,itprovideswhatwemightcallanaddressingsystemforsuchframeworks,approaches,modelsandtechniques.Significantly,itcreatesfourfundamentaldistinctionsbetweendifferenttypesofapproachandtheircome-frombiasbeitinternalorexternal(leftandrightofcircle),andindividualorcollective(topandbottom).Thesedistinctionsarethefourquadrants,andarelabeledI,WE,IT,andITS,correspondingtowhethertheytakea1st,2ndor3rdpersonperspectiveontheworld.

Theothermajoraspectoftheframeworkishowevolutionproceedsineachofthefourquadrants,regardingreal-worldsituationsandanycorrespondingmethodologiesusedtoworkwiththosesituations.Inintegral,wecallthesedistinctionsaltitudes,andtheymovefromlesscomplex(inside)tomorecomplex,andlabeledwithsemi-arbitrarycolors,fromAmber(inside)toOrangetoGreentoTeal.

TheIATFwasdevelopedasanapplicationofthegenericIntegralmodelbyMichaelSpaydandcolleaguesattheAgileCoachingInstitute,andmorerecentlyincollaborationwithMicheleMadoreatTrans4mation,aconsultancydesignedtohelpleadersnavigateorganizationaltransformations.Thelatestrepresentationoftheframework,updatedatTrans4mation,isshownbelow:

ThefourquadrantsappliedspecificallytoAgileorganizationaltransformationsarecharacterizedasfollows:

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Leadership&MindsetAnorganizationaltransformationcanonlybeled,notdelegated.Leadershipisnotsimplyamatterofchoosingstrategyordecidingonmetrics,itisasupremelyhumanactivity,highlyreliantonemotionalintelligence,caringforpeople,havingavision,andactingwithintegrity.TheIquadrantfocusisbeliefs,values,andintentions.

Practices&BehaviorImplementingAgileistypicallydonethroughenactingcertainpracticestocreateproductsinahighlycollaborativeandcustomer-centricmanner,thatelevatesvaluecreationoverschedulecompliance.Relevantpracticesrangefromthoseforproductinnovation,tofacilitatingcollaboration,tooperatingasateam.TheITquadrantfocusisskills,competencies,andperformance.

OrganizationalCulture&RelationshipsCulturehasbeendescribedasthewaywegetthingsdonearoundhereinordertosucceed;orbyanalogy:whatpersonalityistoanindividual,cultureistoanorganization.Cultureissortofthesumtotalofhowwethinkaboutandactupontheworld,together,asanorganizationalentity.Culturehassystemicandemergentproperties,andactsasakindofforcefieldontheactionsandthinkingofindividualagentsinthesystem.Inadditiontoculture,wealsofocusonthenatureofrelationshipswithinthesystem,fromdyadsuptoteamstodepartmentstothewholeorganization,sincerelationshipsarehowthingsgetdoneinorganizations.TheWEquadrantfocusismentalmodels,sharedvalues,andcommonvision.

OrganizationalArchitectureByorganizationalarchitecturewemeanthecombinationofthingsthathavetangiblepresence,likebusinessandreportingstructures,orgcharts,policies,systemsofallkinds(fromITtoperformancemanagementtostaffingandrecruiting),governance,legalentities,etc.Orgarchitecturedeterminesworkflowandtheabilityofproducts(andvalue)toflowfromteamstocustomers.TheITSquadrantfocusissystems,structures,andvalueflow.

Thealtitudeswithineachquadrantrevealhowdevelopmenthappensinthatareaoforganizationallife,fromlesscomplex(Amber)tomorecomplex(Teal).Tobeprecise,intheIATFwearechoosingcertainrelevantdevelopmentallinestotrackasimportanttocharacterizingthewholequadrantforthesakeoforganizationaltransformation.EvolutionwithineachquadrantisIllustratedbelow:

Leadership&MindsetThedevelopmentallineintheIquadrantisanamalgammostcloselyrepresentedbyRobertKegansOrdersofConsciousness,ortherelatedterm,meaningmaking,howwemakesenseoftheworld.KegansresearchshowspeopledevelopingfromSocializedMindtoSelf-authoringtoIntegral.Basically,apersoncenteredinsocializedmindisdefinedbythevaluesandperspectivesoftheirsocialgroup;apersonwithself-authoringmindhastheirownphilosophyoflifeandmakesdecisionsfromtheirowninternalprinciples;Integralmindrealizesanysystemofthoughtislimited,includingitsown,openingthemtotheirshadowandothersperspectivesinanew,morematureway.

ThelabelsusedintheIATFarethoseofTheLeadershipCircle,Reactive(socialized),Creative(self-authoring),andIntegral(self-transforming).TheReactiveisnegativelycorrelatedwithleadershipeffectiveness(-.61),whereastheCreativeisstronglypositivelycorrelatedwithleadershipeffectiveness(.93).MostleadersarefirmlyintheReactive(Amber-Orange),ormovingfromtheReactivetotheCreative(OrangetoearlyGreen).AgilepracticesandmindsetsarefirmlyintheGreen-Tealrange,sothereisamismatchbetweenimplementinganAgileprocessandmostleadersabilitytofullysupportsuchpractices.

Practices&BehaviorThelinerepresentedintheITquadrantismostassociatedwiththecomplexityofproductinnovationpracticesandthinking.HeretheworkofDesignUnitedandtheirAdvancedDesign

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Methodsprovidesguidance.Process-centricinnovation(Amber)impliesapushprocesswheretheexpertiseoftheproductdesigneroverridestheneedsorwantsofthecustomer/user.Goal-centric(Orange)impliesaninnovationprocessthatfocusesonrevenueandmarketsharegoals,andsomeconsiderationofcustomerneedstotheextentitenhancesbuyingbehaviors.Customer-centric(earlyGreen)isnowmorefullyAgile,wheretheproductdevelopmentprocesshasthecustomerinthemiddleofthings(ProductOwner,LeanStartup,etc.);atthehigh-end,thiscanincludegoodcollaborationwiththeproductteam,butdecisionsarestillmadebythecustomer.Organization-centric(lateGreen/earlyTeal)explicitlyincludesallvoicesinthesystemaspartoftheinnovationprocess,withtheorganizationsbrandbeingtheguidingprincipleforproductdecisions:isthisproductconsistentwithourvalues,ourpurpose,andtherelationshipwewanttohavewithourcustomers?Itnaturallyincludesthecustomersvoicebeingfullypresent,butnotnecessarilythefinaldecider.Thelastlevelshownissociety-centric(Teal),whereproductinnovationisdoneforthegoodofallstakeholders(win-win-win),includingthesocietalcontext(e.g.,theso-calledtriplebottomline:people,planetandprofits).

Boundary-spanningpractices(andboundaryspanningleadership)asarticulatedbytheCenterforCreativeLeadershiparetypicallyneededforreachingthehigherlevelsofproductinnovation(organization-andsociety-centric).Ofnote,LeanStartup,ascommonlypracticed,isprimarilyacustomer-centricmindset,butcouldbeextendedtoorganization-centricwithashiftinfocus.

OrganizationalCulture&RelationshipsThedevelopmentalfocusintheWEquadrantcouldbetermedculturalcomplexity,especiallyasseenintheprevalentvaluememesateachaltitude,asoriginallyarticulatedbyClareGraves.WeuseFredericLalouxlabelsfromReinventingOrganizations,sincethatresearchsolelyconcernedorganizations1.

Traditional-Amberrepresentsapre-modernworldviewofabsolutetruth,dogmaticbeliefs,andaninviolablehierarchy;itisalsothecultureofhonor,obedience,andserviceinthenameofduty(thoughnottrulyservant-leadership).Amberisprocess-focused(theresarightwaytodothings),seeksorder,controlandpredictability;followsthechainofcommandandhasformaljobtitles.Itbelievesworkersneeddirection,soplanninghappensatthetop,executionatthebottom.Amberstronglyidentifieswiththeirrole,andvaluessocialbelongingoverself-expression.Amberisexpressedinmostmilitaryforces,manygovernmentbureaucracies,theCatholicchurch,andanyfundamentalistorganization.

Achievement-Orangelikesthescientificmethod,effectivenessandefficiency.Inthisview,theorganizationisamachineandmanagementislikeengineering.Achievement-Orangeinventedinnovation,accountabilityandmeritocracy;ittrustsrationalityandissuspiciousofemotions.Managementexercisescontrolbysettinggoals,relinquishingsomecontroloverhowthingsaredone.Yearlybudgeting,KPIs,balancedscorecards,performanceappraisals,bonusesandstockoptionsareallOrangeinnovations.Itmustvalueindividualfreedomtohavetheabilitytopursueonesowngoals.

PluralisticGreenprefersbottoms-upprocesses,strivesforconsensus,andtakesaservantleadershipapproach;itthereforemayhaveahardtimegettingstartedorpastdeadlocksduetowantingtohearfromeveryone.Itvaluescorporatesocialresponsibilityandstakeholders,includingemployees,customers,suppliers;theorganizationalmetaphorisofafamily.Thisthinkingcreated360-feedback,visionstatements,values-drivencultures,workerempowerment,leadersasteachers,aswellashelpedleadtothebirthofAgile.

1ThecolorsusedintheIATFarethosedefinedbytheIntegralcommunity,adaptedlooselyfromSpiralDynamics,tobemoreneutralandapplyacrossallfourquadrants.InIntegral,Amber=BlueandTeal=YellowinSpiralDynamics.

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Evolutionary-TealAsthefirstinstanceofso-calledsecond-tieraltitudes,Tealseesthevalidityofalltheotheraltitudes.BeingatanIntegrallevelofleadership,wearenowabletodis-identifywithourego,andgetin-touchwithadeeperpartofourselves;thelocusofevaluationoftheselfshiftsfromoutersuccesstoaninternalsatisfactionwhenweactfromourcalling.Tealorganizationalpracticesincludeself-organization,noorminimaljobtitles,peerappraisals,minimalneedforhierarchiesorconsensusperse,ratherlettingindividualagentsbeautonomousandaccountable;makingdecisionsusingtheadviceprocess(consultingaffectedstakeholdersbutarenotbeingconstrainedtogetagreement).Tealisfocusedonpurposeandmissionfulfillment.ThereisevidencethatTealhasgreatereffectiveness,bothforleadersforteamsandfororganizescenteredculturallyatthislevel.Themetaphorshiftstobeingalivingsystemororganism.TealiscentraltomuchofAgilethinking.

OrganizationalArchitectureThelinetrackedintheITSquadrantmightbetermedstructuraladaptabilityorstructuralcomplexity.Thepre-modernarchitecture(Amber)isrigid,typicallyastricthierarchyanddoesnotadapttochangingconditionsnorpromotevalueflow.Themodernarchitecture(Orange)isdesignedtocombinethe(functional)hierarchyofpre-modernwithaprojectorientedstructure,hencethematrixorganization.Amodernarchitectureissomewhatresistivetochange,sinceittendstochangethepowerstructureandisnotideallysuitedtosupportflow,thoughbetterthanpre-modern.Thepost-modernarchitecturetendsmoretowardaflatorgstructureandalesseningofworkerrestrictingpolicies,butaheighteningofdiversity-orientedones.Itismoreadaptiveandorientedtowardsflow,asthelogicalunitoforganizationisaroundprocessesoractivitiesthatservethecustomer.Meta-modern(alsoknownaspost-post-modern)isanattempttotranscendthelimitationsofbothmodernandpost-modernforms;itisinformedbysystemicthinking,isquitefluid,andcanbeadaptedtochangingcircumstancesandbusinessconditions.Somestructuralformsarethenetwork,lattice,meshworks,andadhoc.Optimizingflowisaprimaryconcerninameta-modernstructure.