Structure Eats Culture all the time скачать в хорошем качестве

Structure Eats Culture all the time

In small, young organisations structure will follow culture and for large established organisations culture follows structure. Having interventions done on culture aspects without changing the structure that requires this culture is pointless. Let me explore this together with you using Larman's Laws of Organisational Behaviour with some reference to a famous systems thinker: John Seddon. 00:22 Larman's laws of organisational behaviour as guide 00:49 Law 1 - avoiding to change the status quo 01:22 Example - effect within Agile adoptions all around 01:54 Law 2 - change theatre 02:09 Example - business analysts becoming Product Owners 03:31 Example - team leads or project managers becoming Scrum Masters 04:17 Law 3 - can't do that here syndrome 04:42 Example - special roles outside production teams 05:40 Law 4 - displacement into change leading team 06:06 Example - Agile transformation team 06:50 Law 5 - Culture follows Structure 07:09 Example - Contract Thinking 07:46 Example - Team building events 10:28 Solution for Team building events 11:10 John Seddon supporting the Culture follows Structure though pattern 12:10 The link from culture towards structure and how they work together Larman's laws: https://www.craiglarman.com/wiki/inde... John Seddon movie:    • SeddonLikerIceland   Contract thinking:    • Contract Thinking Explained - Scrum T...   ------------------------- About me: I'm a Chief Simplification Officer, I help leaders of large organizations deliver on their commitments to high performance. Before, during and after an Agile adoption or any kind of Lean transformation, large organizations often find that they need to de-scale and simplify organizational structures and processes. I function as an Executive-level guide for companies approaching their second growth phase. Industry leaders in banking, insurance, telecommunications, healthcare, utilities and media hire me to help remove obstacles in their path to innovation. We address specific pain points in the system so upper-management can learn to enable emergent solutions. For example: ➸ Horizontal complexity- consolidating functions across the enterprise ➸ Vertical complexity - shedding obsolete roles, layers and reporting structures ➸ Spatial complexity - preparing distributed / remote teams for success ➸ Technical complexity - remove technical debt by decoupling, DevOps & XP practices Contact us : Linkedin:   / jurgendesmet   Website: https://simplificationofficers.com Twitter :   / jurgenlacoach   Facebook :   / jurgends   Instagram :   / jurgendesmet