25. July 2014 · Write a comment · Categories: Agile

The four weeks or so that have now passes since the Agile 2014 Conference in Melbourne have given me the opportunity to reflect on the conference and consider some of the presentations and messages I have been exposed to.

While the theme of the conference was Embracing Disruption, and while a number of the key note presentations were about Business Disruption, there was little in terms of providing hands-on, practical, implementable clues or ideas for ‘how to elicit disruption’. It is widely accepted that Agile is a vehicle for disruption. While this was certainly true in the earlier days, when Agile had to make its case and increase its market penetration, this is no longer (at least not so explicitly) the case. The level of disruption ascribed to Agile in the earlier days is no longer sufficient to refer to Agile as a disruptive force. We now need new ideas as what used to be disruptive yesterday is today’s norm.

There were two presentations, out of the one’s I’ve attended, that I believe fit the bill. One was the talk titled “Holacracy at Zappos – how do you manage to deliver value when ‘anything goes’?” by Geoff Apps, Director of Engineering at Zappos; and the other titled “Making sense of complexity by designing dynamic environments: The Lens” by Daryl Chan and Martin Kearns.

The idea behind Holacracy is ground breaking. Whether one takes this concept as a positive or negative approach to organizational structure (and associated roles and responsibilities), most will agree that this is a disruptive idea. It takes the idea of ‘self-managed teams’ one step forward and turns if from a small scale, agile development team approach to an enterprise wide adoption.

The Lens concept is about taking the adaptive nature of Agile and turning it into an enterprise level tool. It takes the Kanban Wall concept one (giant) step forward by incorporating into a visual wall the data and information where all employees (at ALL levels) can obtain and share insights regarding the overall scope of the organization’s operations.

To keep Agile relevant, to keep Agile vibrant, we need to focus on this level of discourse where Agile practitioners are encouraged to remain disruptive well beyond the known boundaries originally created for this disruption.

Think about it.

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