agile organizational governance and steering - a simple guide
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An easy-to-understand presentation on Agile Organizational Governance and Steering. New ideas and new decisions can be made to improve organizational effectiveness. The author can be reached at T: +358-40-5805724 E: [email protected]TRANSCRIPT
Agile Organizational Governance and Steering: Holacracy™ and BPM
Janne J. Korhonen20.11.2007
What is agility?
¡ Fast reaction to the demands and opportunities of the environment
¡ Adapting internal organization to external circumstances
Think Big
¡ If you optimize the sub-systems, you sub-optimize the system
¡ In order to optimize the system, you must sub-optimize its sub-systems
HolacracyTM
¡ Includes several core practices for organizational structure and governance:l Circle organization
¡ A ”holarchy” of semi-autonomous, self-organizing circles
l Double-linking¡ Two people linking the higher and lower circle
l Circle meetings¡ Regular meetings to set policies and delegate accountability
l Decisions by integrative emergence¡ Policies and decisions are crafted in circle meetings
l Dynamic steering¡ All policies and decisions are made based on present
understanding
l Integrative elections¡ People are elected to key roles through an integrative election
process
Circle organization
¡ A circle is a ”holon”: a semi-autonomous, self-organizing team, which exists within the context of a higher-level circle
¡ It has agency; it maintains and expresses its own cohesive identity
¡ A circle:l makes its own policies and
decisions to govern that level of scale (leading)
l does or produces something (doing)
l uses feedback from the doing to guide adjustments to the leading (measuring)
Double linking
¡ A lower-level circle and a higher-level circle are always linked together by at least two people who belong to and take part in the decision making of both the higher-level circle and the lower-level circle
Directing
OperatingMeasuring
Directing
OperatingMeasuring
Functionalleader
Electeddelegate
Circle meetings
¡ Regular meetings to set policies and delegate accountability and control for specific functional areas and roles
¡ The circle’s membership includesl the circle’s lead link (appointed from the higher-level
circle)l any “home” members of the circle (those who work on
this team)l any lead links appointed down to lead lower-level circlesl any representatives elected to this circle from lower-level
circles
¡ The primary role of circle meetings is to set policies and create structure, not to conduct specific business or make decisions about specific instances
Decisions by integrative emergence
¡ Autocratic control based on a single perspective runs the risk of missing important perspectives and information
¡ The best decision will emerge when the value in all relevant perspectives is integrated and harnessed
¡ Consent-based decision-making: if no-one knows of a reasoned and paramount objection, the proposed decision is proceeded with
¡ Sabotage and politics become obsolete and no longer useful¡ No voting, no need for consensus¡ Consent is not about personal support¡ Trust is an output, not input, of the process¡ Integrative decision making is usually faster than decision
making via any other means
Dynamic steering
¡ Incremental adaptation rather than up-front prediction.¡ Significant efficiency gains
l higher qualityl more agilityl increased ability to capitalize on ideas and changing
market conditionsl far more control
¡ Aligning the actions with the flow of events¡ Enabling structure: double-linked circle organization
and integrative decision-making¡ ”Good enough” decisions and continuous adaptation
based on feedback¡ Dynamic steering transcends and fully includes
predictive steering methods
Integrative elections
¡ Roles that must be filled in a holacratic circle:l a secretary to record policies and decisionsl a facilitator to run circle meetings and stick to the
holacratic processl a representative link to the next higher circle
¡ Individuals are elected to these roles exclusively through holacracy’s integrative election process.
¡ A template for the integrative election process:l Define the rolel Fill out ballotsl Public gossipl Nomination changes l Discussionl Consent round
Enterprise as a System
¡ Organization vs. Structure (Maturana and Varela):l Organization
¡ Defines the system’s identity in terms of inter-component relationships
l Structure¡ Realizes the category
specified by the organization
¡ Enterprise defined by its business processes
¡ Business processes encompass both organization and structure
Organization
Structure
System
Business Process as a Network:Private and Public Processes
¡ Private Processl Specifies the process
control logic within the context of a business process participant
¡ Public Processl Governs externally
observable behavior of business process participants by specifying the message exchange between them
Privateprocess
Publicprocess
Orchestration and Choreography specify private and public process, respectively
¡ Orchestration is an imperative formal description of the sequence and conditions in which an executable process invokes services and interacts with other processes in order to achieve its design objectives.
¡ Choreography is a declarative formal description of the coordination between multiple participants, specifying their roles and observable message exchange.
Orchestration
Choreography
Requisite Control Structure and decision-making horizons in an enterprise
Strategic Level: Contract
¡ Focal point: relatively stable distillation of the corporate strategy
¡ Strategies aligned with the focal point
¡ Identification of systemic structures and their relationships
¡ Specification of high-level business processes
¡ Contract for coordination within the processes
¡ Realignment of organization to the strategy
Tactical Level: Coordination
¡ Optimize end-to-end business processes
¡ Define local targets and performance measures for the operational level
¡ Assign appropriate decision rights to the operational level
¡ Realignment of systemic structures to the changed organization
Operational Level: Control
¡ Operational decisions are made within the structure
¡ The control over resources is limited by the coordination and decision rights assigned to the structure
¡ Structural changes are in conformance with the existing organization
Real-Time: Model
¡ The model of the enterprise reflects how it perceives the reality of its business
¡ It consists of the vast repository of “sources of truth” dispersed in enterprise information systems and databases
¡ This knowledge needs to be elicited as a canonical operational and information model
Jaques (1998): Requisite Organization
OperatorDeclarativeI
First Line ManagerCumulativeII
Unit ManagerSerialIII
General ManagerParallelIV
Business Unit PresidentDeclarativeV
Corporate EVPCumulativeVI
Corporate CEOSerialVII
Super Corporation CEOParallelVIII
RoleMental Process
Sratum
Sym
bolic
Ver
bal
Con
cept
ual A
bstra
ct
TimeSpan
50 Y
20 Y
10 Y
5 Y
2 Y
1 Y
3 M
Requisite Control Structure in organizations with one to four strata
Requisite Organization of eight strata employing Requisite Control Structure
BPM Governance Structure with a circle organization
¡ Steering Committee
¡ Center of Excellence
¡ Process Initiative
¡ Project
Steering Committee
¡ Specifies the strategic contract: the collaborative process models for end-to-end business processesl These process models communicate the strategic
intent to the tactical level¡ Represents the executive sponsorship and
ensures business commitment¡ Aligns BPM efforts to strategic business and IT
goals¡ Establishes and prioritizes required Process
Initiatives and development programs within CoE¡ Reviews and approves roadmaps, project plans
and budgets made by Center of Excellence and Process Initiatives
¡ Ensures that proper budgets and funding for BPM are in place
Center of Excellence
¡ Coordinates process-specific BPM efforts at the tactical level in accordance with the strategic intent
¡ Leads the execution of building and sustaining a process-managed enterprise under the sponsorship of Steering Committee
¡ Coaches, guides and facilitates Process Initiatives¡ Builds a business rules and process architecture¡ Develops standards that facilitate reuse and interoperability¡ Enforces best practices¡ Documents the architecture standards and the regulatory
compliance requirements¡ Helps Process Initiatives with their business case creation and
delivers them process training and education¡ Has authority over technical artifacts such as architectural
blueprints, business process models, business rules and services
Process Initiative
¡ Also operates at the tactical level¡ Has the ownership of a business process and
coordinates the projects in its realm¡ The process owner
l discovers the units of work in the core of its respective horizontal end-to-end business process
l imposes responsibilities to elementary processes that execute these units of work, and
l decentralizes the implementation of each such process to a respective project at the operational level.
¡ Process Initiative schedules, resources and prioritizes the elementary processes and manages the project portfolio accordingly
Project
¡ Has control over implementing (“shipping”) a discrete part of the business process as specified by Process Initiative
¡ Multiple simultaneous Projects are usually run under Process Initiative
¡ Each Project is aligned with one Process Initiative
Interactions in the BPM governance structure
Conclusions
¡ BPM promises to bring about in-built agility that enables an enterprise to rapidly reassemble its business processes
¡ This requires an appropriate governance mechanism to facilitate interorganizational coordination – Holacracy
¡ Requisite Control Structure (RCS): a hierarchic, repeating pattern of four control mechanisms: contract, coordination, control and model
¡ RCS in BPM governance:
Service FabricReal-TimeModel
ProjectOrchestrationOperationalControl
Center of Excellence, Process Initiative
ChoreographyTacticalCoordination
Steering CommitteeCollab. Process ModelStrategicContract