C/HMO | 05.04.2016 © Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
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Agile HR Conference 2016 Agile flavors at Bosch and how they taste for HR
Roswitha Beleiu Jörg Jockel Corporate Department Organizational Development - Agile Working -
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Introduction 2.0
Jörg (Bosch) #tags: agile, agile-working, coach, trainer, organizational-development, teamwork, pm, nicola, schalke04, golf, hamburg, felix, bambini-jfc, …
Roswitha (Bosch) #tags: human resources, agile coach, organizational development, leadership, continuous improvement, dorin, pascal, traveling, study, dagoberta, romania, …
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C/HMO | 05.04.2016 © Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
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Bosch A long-established company - still influenced by its founder
“We should all strive to improve
on the status quo: none of us
should ever be satisfied with
what has been achieved, but
should always endeavor to do
better.” (Robert Bosch, 1940)
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Bosch today Four business sectors
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Why to change a running system?
volatile & uncertain markets
steadily increasing complexity
new competitors like Google, Apple, Tesla, …
more risk appetite
much faster development cycles
new products for new markets
Source: https://www.linkedin.com/pulse/20140328191620-820918-the-price-of-learning-agility
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Agile Working in a Global Company
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Business Services
Knowledge Platform
Line Organization Podular Organization
Dual Organization
strength: rapid & extensive
adaptability
strength: efficient & quality
assuring execution
customer requirements evolving, unexpectedly new
customer requirements projectable, structured
Standardization - Efficiency Agile Working - Effectiveness Approach
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Agile Organization One flavor is not enough.
complex
simple
complicated
chaotic
known unknown Technology
unst
able
st
able
R
equi
rem
ents
Stacey matrix Source: Forrester Research, 2011
new features: innovation is medium to high
maintenance & variants
agile
lean
new products: innovation is high to very
high
classification model with four flavors of agility
Yellow Flavor adoption of individual
agile practices
Green Flavor agile execution of tasks or phases
Blue Flavor self organized
agile teams and organization
incl. agile culture
Red Flavor classical waterfall
process without
agile elements
“do it in an agile manner”
“be agile”
Scrum Kanban
cross-functional teams stand-up meetings Lean
make work visible
avoid multitasking
prioritization according business value
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Flavors of agility … mirrored on HR-Instruments
Yellow Flavor
adoption of individual agile
practices
Green Flavor agile execution of tasks or phases
Blue Flavor fully self organized
agile teams and organization with
process autonomy & agile culture
Red Flavor classical waterfall process without agile elements
“do agile “
“be agile”
…support it
HR-Instruments…
…allow it
…impede it
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What is different within the “blue flavor”? Key factors for successful HR Management
� Recruiting teamoriented, social, digital, mobile
� Development individual, T-shaped, self marketing
� Target Deployment portfolio management, epics, user stories
� Feedback delivery performance, team performance, coaching
� Rewarding strong link to company performance
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What is different within the “blue flavor”? Implementation example - Recruiting
� Collaborative sourcing platform
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What is different within the “blue flavor”? Implementation example - Rewarding
� Bosch Performance Bonus
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Flavors of agility … mirrored on HR-Instruments
Yellow Flavor
adoption of individual agile
practices
Green Flavor agile execution of tasks or phases
Blue Flavor fully self organized
agile teams and organization with
process autonomy & agile culture
Red Flavor classical waterfall process without agile elements
“do agile “
“be agile”
…support it
HR-Instruments…
…allow it
…impede it
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Agile Organization … success factors for scaling
• Leaders act as role models and drive the change • Empowered and autonomous teams
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“I believe that a company in
our indust67 cannot afford
to stand still, but has to
keep evolving.”
Rober& Bosch, 1928
Bosch – A Company in Transition
… and now ready for discussion