Motivation är ett begrepp som många gånger är missförstått då det är lätt att blanda ihop inre och yttre motivation. Med den här postern vill vi förklarar det viktigaste du behöver veta om motivation så att fler kan ha bra dialoger med varandra kring vad inre motivation handlar om.
Läs mer om alla posterns olika delar här nedan, och ladda ner och använda postern gratis i PDF-format.
När vi tänker på motivation associeras det oftast med det som kallas för yttre motivation, dvs. det vi brukar sammanfatta med morot och piska. I en organisation brukar det översättas till bonusar, förmåner eller titlar. Inre motivation handlar mer om det lustfyllda, det vi får energi av och det som håller oss motiverade över tid. Engagemang handlar mer om inställning och beteende, det har inget med inre motivation att göra.
Yttre motivation är ofta lön, bonus, förmåner och kanske titlar, och forskning visar att det inte är ett hållbart sätt. Inre motivation leder till bättre prestation vid all typ av beslutsfattning, speciellt i en komplexa frågor. Yttre motivation minskar den psykologiska tryggheten, vilket leder till sämre förmåga att innovera. En annan viktig slutsats är att inre och yttre motivation inte är positivt kopplade till varandra. Tvärtom rapporterar tre studier ett negativt samband; när den yttre motivationen är hög är den inre motivationen låg. Därför är det viktigt att fokuserar på den inre motivationen då det ger mest effekt.
MyNeeds har vidareutvecklat Self Determination Theory (SDT) tre psykologiska behov till att bli sex psykologiska behov. SDT har sedan 80-talet varit den mest etablerade motivationsforskningen i världen och är än idag aktuell. MyNeeds forskning har pågått sedan 2011 och har tillämpats inom näringslivet sedan dess. Förutom att titta på den individuella motivationen har MyNeeds även kartlagt vad det betyder för grupper och organisationer utifrån komplex systemteori.
One of the conditions of a Team is continuous coaching. This is to enable the team to become high-performing and well functioning. Without putting time and effort into team coaching it is very hard to become high-performing as a team, and most teams need experts to support in the beginning to move beyond friction and into the phase of the structure.
The 5 Stages of a Team
The team meets and learns about the work that needs to be done and what’s expected of them. Members avoid disagreement because they fear rejection at this stage, making the leader a central role providing direction. There is a desire for order, roles, and structure.
The need of the team: All team members understand the purpose of the team and want to be part of it. Team members know and accept each other and feel accepted as a member of the team.
The leaders role: Provide structure. Make sure everyone is included. Initiate open discussions of values & goals.
Common leadership pitfalls: Analysis paralysis / Not daring to make decisions. Thinking the leader need to have all answers.
The team starts challenging the defined boundaries, such as process and working agreements and voice differences in individual working styles and behaviors. Team members challenge each other. Some question the team’s goals altogether. Typically, this will be a challenging phase.
The need of the team: Understanding of each other’s behavioral style and intention. Improved ability to resolve disagreement effectively.
The leaders role: Support, coach & train the team in how to keep an open dialogue. Help solve conflicts. Build trust.
Common leadership pitfalls: Picking on individuals – stay focused on ideas, not personalities. A leader that’s unwilling to compromise. A belief that the team needs conflict to advance from this stage – allow disagreement but don’t foster conflict.
The team has the ability to resolve disagreement and integrates their personal differences. They revisit goals and objectives and redefine structures, working agreements, roles, and processes to support them.
The need of the team: Time to work out structures within the team such as processes, goals, roles, and working agreements. Everyone feels that issues regarding ways of working that are important to them have been discussed.
The leaders role: Act as consultants when needed. Support by removing impediments outside of the team.
Common leadership pitfalls: Not taking the time to make sure everyone’s perspective is represented. Trying to get everyone to conform to the same values. Trying to find the perfect solution.
The team have agreement on goals and objectives and work towards them together. The team is competent in decision making and conflict resolution with minimal or no supervision. The team rapidly gains important knowledge through knowledge sharing – there’s no information hoarding. Relationships and results are equally important.
The need of the team: The team is self-managed and continuously evaluate their own performance.
The leaders role: Share responsibilities with the team. Reward initiative. Coach & facilitate individual development.
Leadership pitfalls: Expecting to not have to further improve and still maintaining high performance.
Creating a new organization from an old one is a lot about detangling and understanding what belongs where. If you have done it before, you might be able to see patterns that are helpful. Using visualization and working in a structured way, step by step, and involving the people in it are some helpful ways of working.
Just as always in the complex domain, you are better off not using good practices (the same solution as others). By going by it in an experimental way, step by step, you can more safely find good solutions based on design principles and patterns.
When thinking of it you might realize that it actually is pretty similar to building great products that customers love – based on a legacy system. So why not use similar ways of working?
When are starting out we need to see what we currently have, and even that is a complex endeavor. To get that shared picture of the current organization you can use different techniques, and usually, a good mix is needed. In this post, we will look into how you can map up current teams, products, and customer journey, and the state of the systems and start to see what teams might take ownership over what is a step-by-step approach.
Products and Services
As a start, you can start together to map up the products that your customers pay for. Those are what we commonly call products in an Agile organization. This is where some money is exchanged, and if it is on a monthly basis, it might then be a service.
Below you see an example of the overall products and services mapped out, for both B2B and B2C. There is no need to make this any fancier than this. If you might understand later that you actually have some more products, you can easily add them then if you create a scalable system.
The retrospective is the improvement engine in the Agile team. It gives the team a structured way to inspect and adapt, making continuous improvements in their processes and ways of working. It is often done once every sprint when working in Scrum, or every second week when working in Kanban. But it could also be held at the end of a bigger project with everyone involved, or once every quarter across all Agile teams and stakeholders depending on what you want to improve. The purpose is to uncover what is working well that you should do more of, and what could be improved next to make the team even better. That is why it is the by far the most important ceremony and should be guarded and never down-prioritized.
In the retrospective, the team focuses on what worked well and what could be improved during the last sprint. There are many different ways to facilitate a retrospective and if you search for “Agile Retrospective” you get more than 2 000 000 results.
It is traditionally the Scrum Master who is responsible for improving the team’s process and creating a well-functioning and high-performing team, and thereby to facilitate the retrospective. A skilled Scrum Master can pick the right type of retrospective depending on the maturity of the team and whatever issues the team has to deal with at the moment, making sure all voices are heard and facilitating it in a way that enables the team to come up with the improvements and actions needed to make adjustments and experiments in the next sprint.
Usually a retrospective for a 2 week sprint is a 1-2 hour workshop. If you are conducting a big retrospective for many teams or for a longer period of time, you might want to add more time – and also do some more preparations beforehand, but a common sprint retrospective is usually covered in 1-2 hours with no more preparations than for the Scrum Master to plan the facilitation and invite all participants.
The 5 phases of a retrospective
Retrospectives are usually built up by five phases, with different flavors of facilitation:
Setting the stage
Collecting and mapping data
Ideating and coming up with what actions to take
Closing the retrospective
Make sure to make space for the improvement work in the team’s daily work
The actions from the sprint should be taken, or started, during the next sprint. And it is up to the team to decide who will do what, just like any other task on the sprint board, it is not the Scrum Master’s job to implement the improvements.
The best way to make this happen is usually to put each action in a story and to put it up on the Scrum or Kanban board along with the rest of the work- these are improvement stories that should be in every sprint. If some of the problems are impossible for the team to solve by themselves, the action should be brought to someone who can help. Some teams have a so-called “Scrum of Scrum” where all Scrum Masters meet up regularly to share their improvement areas and the actions that they need support with, or you could use a “Management Action Door”, where all teams put up actions that they need help with and meet up with people who can help on a regular basis to make it happen. You can probably figure out more ways to make it happen, what is important is that the environment for the team can be improved also with support from outside their own possible mandates and capabilities.
If your team has a working agreement you ask them to bring it to the retrospectives, to reflect on how well they are following it and if it is helping the team to work well together. If your team doesn’t have one, spend 15-20 minutes on your first retrospective to create it.
The User Story Map is a simple and yet powerful way to visualize the story about how the users are using your product or service – and to build the right thing.
It is simple because it offers support to move quickly from understanding the user and their problems – to building and shipping the product, and it can be done just with sticky notes on a wall, or in simple digital tools.
It is powerful because it tells a story, it gives context to the user story and it gives a clear overview of the backlog and what we need to build to be able to support the user scenarios over all relevant touchpoints. It also supports collaboration and both horizontal and vertical slicing.
I am forever thankful to Jeff Patton who is the creator of User Story Mapping and from who I learned it from about 13 years ago or so. Without it I don’t know where I would have been today. It has been one of the most valuable methods for me to enable deliveries of great user experiences although in very complex domains, real deadlines (like sports events that happens when it happens) with one or up to +20 teams 🙏
It is a living, transparent, and value-based backlog that support the Product Owners and teams to find thin slices to release that create real value based on user scenarios, and not features. If you are looking to become a value and product-driven organization, this tool offers a lot of support.
It might not come as a shock to you that the User Story Map is the most common tool used for Agile product planning with one or several teams. Jeff Patton invented it and brought it in as a major part of the CSPO (Certified Product Owner) training when he first created that many years ago for Scrum Alliance. Jeff Patton, with a background in UX and design, has been a great force in Agilizing customer-centric ways of working and finding ways to connect it in a natural way to Scrum and product teams.
User Story Map Concepts
A user story map tells a story about a type of person doing something to reach a goal. Make sure to include them in your map along with a little information about them. Try using lightweight personas or roles to describe your users.
These questions can give you an idea of what a well-functioning Agile team looks and feels like. If you are a newly formed team you can see the questions as a benchmark for the future and continue to revisit them as a team, as your Agility grows.
These questions can be discussed and answered in combination with the Team Maturity questions.
Why self-evaluation matters
There is a reason teams should evaluate themselves, and not be evaluated. If the team takes responsibility for their own progress and improvement, they also take ownership of evaluating their own performance. If someone else would use their data to compare teams across the organization, or to perhaps set salaries, then it would not be a safe place anymore and people and teams would not dare to show any flaws, and improvement would, therefore, be impossible.
A CEO once said that he did not ever again want to see the company miss a chance with the customers just because the marketing department did not have the budget to market a new product that emerged from customer feedback. Having everyone aligned around the customer, working cross-functionally, and being able to shift focus as ONE organization to join in the dance is becoming a competitive advantage.
Traditional budgeting and financial steering do not work well with Agile Ways of Working and it does not support the strategic flexibility that we often need in today’s VUCA-world. Based on the Beyond Budgeting principles and inspired by the practices more dynamic ways of handling the financial side of the business have started to emerge that in a better way enables agility in the organization.
Getting started by separating the processes
When moving from traditional budgeting to dynamic budgeting, most organizations start with separating the budgeting process into three different parts: target, resource allocation, and prognosis. The reason for this is that they are all different numbers, and we need to be able to optimize each process to become more dynamic.
Separation like this enables us to start to elaborate and improve each of these different parts. We always want to make sure to make our processes event-driven – and not calendar-driven.
We want to make it:
Instead of fixed goals, we set impact goals that enable us to look for different solutions and work outcome-based instead of output-based.
Inspiring and brave
Objective – expected impact
Not in detail, hypothesis are good
Here we can start to experiment with different ways of working with goals. Some organizations try and like Objective and Key Results, OKRs, others might like Compay Bets and Team Missions better, and some might find their own way based on the principles (see more in the Agile Management part about this).
There are no one-size-fits-all, but rather you have to look at the context, culture, and nature of the business to see what fits and dare to experiment and try different ways of improving both autonomy and alignment. The ultimate goal should probably be that we do the right things and that we can change the plan in a good way based on new insights.
Why do we need Agile Product Management you might think? The main reason is to ensure we are building the right thing. Having both customer focus, and understanding what the priorities are for the business is crucial for most product organizations to survive in a highly competitive market.
When delivering software, digital services, and products in traditional ways we often end up acting on every idea and need we can think of beforehand, without actually knowing if the needs are real and if the solutions would actually help the customer to solve a real problem.
Only half of what we build is being used!
Research shows that most digital solutions are poorly prioritized, where only 20% of the features are being used always or often and 16% sometimes, the rest is just clogging the user interface making it difficult to use, and the user experience terribly ineffective. On top of that, it costs a lot of money not just to build, but also to maintain that 100%. What if we could instead deliver only those 20% or 36%, and in the right order pleasing our users and giving us feedback on how it is being used? This is what good product management is about.
Det här är en rolig och lätt workshop att hålla i härligt pirat-tema. Och vem älskar inte pirater? Yo ho ho!
Den här workshopen har jag faciliterat ett flertal gånger och alltid med positiv framåtanda, samsyn kring vad uppdraget är och lite rolig teambuilding där alla delar med sig lite om vilka de är. Du kan hålla workshopen i rummet på en whiteboard, eller använda den här digitala varianten i Mural.
Workshopen lämpar sig för Chefer, Produktägare, Scrum Masters eller tex produktteam.
Jag har skrivit instruktionerna här utifrån att du kanske inte tidigare har faciliterat så mycket, eller kanske inte har använd Mural. Min förhoppning är att fler ska våga sig på att prova och hålla riktigt bra, roliga och engagerande workshops även digitalt. Så hoppas att du vill testa 🙂
Workshopen är uppdelad i en första del där deltagarna delas upp i mindre breakout rooms (grupper), och en gemensam del där man delar med sig av resultatet och hittar vägen fram tillsammans.
Här nedan går jag igenom de olika stegen som finns i Muralen. Väl inne i Muralen finns innehållet och stegen vilket gör att det är lätt för dig att facilitera den utifrån mallen.
Som facilitator i Mural har du “facilitation super powers”. Dessa ska du använda för att skapa en bra facilitering för gruppen och se till att allas röst får höras och att de kommer fram till ett resultat tillsammans – och håller tiden. Här går jag igenom några av dom som du hittar i toppen av fänstret i din webbläsare när du är inne i Mural och du har fått rollen som facilitator.
Från vänster till höger så har du som facilitator:
Dot voting. Om gruppen ska rösta om ngt så slår du på den och bestämmer hur många röster alla har individuellt. När alla är klara visar du automagiskt resultatet.
Private mode. Det här är en smart funktion om folk jobbar individuellt. Då ser man inte varandras lappar vilket gör att alla har lättare att bidra och fokuserad och gruppen kommer fram till bättre resultat. Om du vill använda den i den här workshopen så kanske en i varje grupp ska lägga in lapparna och dela sin skärm med de andra i ert videomöte.
Custom toolbar. Här väljer du vilka verktyg deltagarna ska se till vänster i Mural vilket kan förenkla för dom att hitta och välja rätt funktioner under workshopen.
Laser pointer. Som det låter. En laserpekare som du kan använda för att guida deltagarna i var de ska titta.
Timer. Och sist i raden hittar du timern som du använder för att tids-boxa olika aktiviteter och hjälpa deltagarna att hålla tiden. Timern plingar när tiden går ut så att alla som är med inne i Mural hör det, och den syns också för alla. Detta är en jättebra funktion för att se till att alla grupper och individer inte fastnar i långa ofruktsamma diskussioner, och att de levererar värde som grupp.
Listen to Dmytro Yarmak as he shares his story about how he became an officer in the Ukrainian Army, leading 150 men, and how he has taking on that role and huge responsibility.
By using Agile principles and ways of working he has managed to move from being reactive as a leader, to proactive. Dmytro has been able to build an amazing culture of autonomy, responsibility and humanity as well as building up skills for people new to war and survival (as almost all were).
It is a really strong story about chaos, bravery, humanity and leadership in extreme VUCA that he shares. A big thank you to our hero Dmytro Yarmak for sharing this with us live from the war ❤️ and even making us smile and laugh (!!) ☺️ What an humbling experience for all of us 🙏
Please consider donating to support the Ukrainian Army in the war against Russia:
In this episode our founder Mia Kolmodin talks to Dmytro Yarmak. Listen to him tell the story of transitioning from an Agile Coach to an officer in the UA army and how he applies the same fundamentals and methods in his new role.
Dmytro describes how guiding principles like providing clarity and information, creating psychological safe environments in the teams, raising the right competencies and the ability to delegate, the ukranian army has learned to innovate and find new ways forward in this difficult and demanding situation.
Dmytro will also host a live seminar on October 5th where he will share more about his story.
I detta avsnitt av Dandy Conversations pratar jag med Staffan Nöteberg som berätta om sina böcker, vad Monostasking är och hur du kan använda det i ditt dagliga arbete för bättre kontroll över det du vill göra och öka ditt fokus på dagens uppgifter.
Hör honom också berätta kort om den gratis frukostföreläsning han kommer hålla hos oss den 22 september i Stockholm. Är du intresserad av att bli mer produktiv och mer stressfri vardag så ska du definitivt komma på föreläsningen.
In this episode of Dandy Conversations our founder and CEO Mia Kolmodin met up with the Trainer and Facilitator of LEGO Serious Play Per Kristiansen to talk about serious games (or serious play as they call it at Lego) that we love using as a safe way for exploring complex strategy and play out different scenarios.
Per tells the story how it all got started at LEGO when their CEO needed a better way to work with strategy and they created Lego Serious Play. Per was part of the internal research team that discovered that using lego bricks for simulation and learning was just as useful for adults as it is for children. He tells a fascinating story of how they first failed, but later discovered how to make it work and developed it to the metod that it is today, and how it has now expanded from being an internal method within Lego to a global phenomena that it is today.
If you are interested in learning how to facilitate the Lego Serious Play Method Per travels all around the world to facilitate Lego Serious Play trainings and we are really happy to welcome him to Dandy People and Stockholm soon again.
Check out our upcoming training with Lego Serious Play:
In this episode of Dandy Conversations our founder and CEO Mia Kolmodin met up with the founder and CEO of Adventures with Agile (AWA) Simon Powers to talk about the values and purposes that drives their companies. It is a close and warm conversation about changing mindsets, making people flourish and become their best and how we can support our customers to meet their goals and visions.
The posters is published under Creative Commons License, so please use it and share it as you like. If you are interested in doing a translation to any other languages please let me know and I will help you with the file and publish it here in the blog as well.
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Den här postern skapades för att ge ett stöd för organisationer och team kring vad ett välfungerande team är. För att en organisation ska få värdet av Agil team, eller team i allmänhet, så är det bra att känna till vad som gör dom välfungerande och högpresterande.
I en Agil organisation är det teamet som levererar värde och det är i team vi organiserar oss kring värdefulla leveranser. Genom att skapa en miljö som är gynnsam för team och som möjliggör både autonomitet och alignment så kan teamen bli högpresterande och leverera värde själva – och med andra team i hög takt. Detta optimerar värdet av organisationen – och det gör att människor känner sig fantastiska.
Ladda ner postern Agila team i ett nötskal gratis
Ladda ner postern genom länken nedan, eller genom att klicka på postern. Du får då ner den i PDF-format och kan skriva ut den i vilken storlek du vill. Se villkor längst ner här på sidan.
Några grunder för att få retur på investeringen av Agila team
När vi pratar om Agila team så menar vi högpresterande och välfungerande team. Team som kan utforska det okända, innovera, lösa komplexa problem och som levererar i jämn, ofta hög, takt. För att bygga den här typen av team så finns det några mönster att använda sig av. Team som delar mål och behöver varandra är i sig ett mönster som enligt forskning ökar engagemang och medarbetarnöjdhet.
Några värdefulla mönster för Agila team
Tydligt syfte Syfte ger fokus, vilket ökar takten och värde- leveransen från teamet med 100%.
Mandat Ett tydligt mandat minimerar byråkratin, vilket ökar takten och möjlig innovation från teamet med 100%.
Små och stabila team – “Brooks Law” Teamstorlek spelar verkligen roll. Team på 5-7 personer som är högpresterande är 100% snabbare.
T-formade kompetenser T-form av teammdlemmarnas kompetens ökar leveranstakten med 100%.
Medarbetarengagemang Att vara i ett team ger en känsla av samhörighet och kontext, vilket ökar medarbetarens engagemang med 100%.
Alla tillhör ett team
Teamet är grunden i en Agil organisation och alla individer tillhör ett team (inte en grupp), även de utanför tech, IT eller utvecklingsorganisationen.
Utvecklingsteam Utvecklar, förvaltar och levererar produkter eller tjänster till externa eller interna kunder.
Ledarskapsteam Agerar som supporterande ledare med ett growth mindset för flera team och stöttar teamen i att ta snabba & bra beslut själva.
Supportteam Vissa team agerar support för andra team för att ge bästa möjliga autonomitet och inriktning. Tex genom att utbilda, vara mentorer eller bygga stödsystem. Ofta fasas dessa ut över tid när övriga team har fått den förmågan som support teamet bidrog med.
Dessa tre typer av team är i grunden vad i stort sett alla team skulle bestå av om de var Agila, men kanske med andra namn på utveckligsteam om de levererar en annan typ av tjänst till sina kunder, tex ett vårdteam på ett sjukhem. Men mönsterna för välfungerande högpresterande Agila team är densamma.
What do you usually say is the difference between those who succeed and those who don’t? Those who succeed always tries something new when “failing” using the learnings, and they always take smaller steps moving in their wanted direction to get to their next goal on the way.
With that in mind we designed this canvas as part of a training we created some time ago, the Dandy People Agile Power Up program. The main purpose of the improvement canvas is to give support to teams to continuously improve. What is great about it is that it works in any context, on BIG stuff or a bit smaller, and for any team or group, or individual.
During our training program that lasts over 10 weeks the participants gets to use it as an exercise in smaller groups to get familiar with how to use it and the thinking behind it, but also bring it in in to their day to day work. Many says it really helps them to focus and do real improvements step by step. Some also realize they have never really thought about change and improvement as a step by step process before and thet this canvas helped them to focus on finding the next small steps to take in the right direction, instead of trying to go big and reach that full, often too complex, goal directly.
First you start by understanding your current situation and defining what the challenge is.This is a great thing to do together to get a shared view of how it is today and what you think could improve. Write it in the canvas.
Definition of awesome
Then you want to take a look at and define what it would look like if it was just awesome, if everything was like you would like it to be. Define it together as well and put it too into the canvas. Getting a shared picture of this is crucial for enabling you to get there together.
Next wanted state
What would a next target state look like as a step in the right direction? What would have changed then? Also look at the time frame, when would you like it to be achieved? This should then be something you can evaluate to see if you have reached this next wanted state or not – and if not come up with new next steps or experiments to do. Or if you have reached your next wanted state, is it like your definition of awesome, or do you want to continue to moe closer to it? If so, set your new next wanted state and continue once again.
What are the actions you can take to move closer to your next wanted state? Evaluate if you are moving towards your next wanted state when possible and adjust your actions if needed, and define more when needed.
We are so happy to be able to share the Agile Transformational Leadership in a Nutshell Poster with you for free also in German! Thank you so much Andre Ullman for your awesome work with the translation 🙂
I’m well aware that people often see me as quite a fearless person. I often get comments like “but you are never afraid of anything”. But as all people I have had lots of struggles every day to overcome my own fears, to prove to myself I can do something I thought I couldn’t. And just as probably most people I have tried and failed a lot. One of my mantras I usually say to myself, and others around me is that it will solve itself somehow just as long as we stick to our values and believe in ourself and each other. As Dandy People now has turned 5 years old and we have grown to over 20 people I’m writing this post aiming to tell a bit of the story behind Dandy People and share some of my own personal fears, beliefs and our struggles and successes as a team along the way. None of this will be any silver bullets, but I hope you might find it valuable and perhaps inspiring.
Building a learning organization where fast and shared learning is a key strategy
Curiosity is one of our most important characteristics as humans and we should always find new ways to explore and increase the pace of our own learning. I have always been very curious and loved learning new things just as long as no one is forcing me. My own strategy to learn new things has often been to work together with people with other skill sets to learn from them, and with them, while testing and building stuff together. This has been one of my core beliefs of how to deliver value and a foundation that has shaped how we want to work and run Dandy. In Dandy we always see learning as part of our job. This means we shape our assignments to work two and two as often as possible, or in teams. Many times we have shared a “1 FTE” (yes, our customers sometimes call it that) assignment on two people, and we always look for assignments for a team. The reason for this is both that we have a much bigger success rate on tough assignments by doing that, and also that we get to learn from each other on the job and we will live as we preach..
This belief around learning has also from the start made us prioritize having quite a big financial space for each individual to put time and money on learning new skills outside of work. Everyone is responsible for their own learning but of course we support each other. By doing this and always striving to deliver valuable training and learning sessions for others we make sure we are always at the front line and we will always be learning, making us ready for any new challenge that might occur within Dandy or at our customers.
Starting up my own business – getting over the fear of hiring people
But if we go back to the very beginning, before we started Dandy People, one of the biggest fears I had was to hire people and to be the one responsible for the wellbeing and financial security of other people outside of my own family. This was holding me back for years to move beyond having my own consultancy with only me, myself and I. This was the first obstacle I had to manage and get over when starting Dandy People. Before this I had been running my own company and doing Agile coaching, pretty much the same as we do today in Dandy, but under the umbrella of another consultancy. At that time I had way too much to do and had to say no to helping more and more customers which made me want to find another solution. I felt a huge need to build my own team to help the customers I had and others like them to bridge the gap between business and IT and by that building organizations that could deliver customer centric solutions. I was just getting more and more customers and I really struggled to find the time to help them in a good way as a one woman band. So knowing what I wanted to do in my company wasn’t a struggle at all. Just continuing with what I did, but together with a team of great people. I also knew I wanted to start a_real_company with people who shared my vision, not an umbrella company where everyone follows their own vision, and not just a group of friends who only share the space and occasionally meet and socialize. I often find it just as valuable to know what you don’t want as what you do want, especially when it comes to business.
After looking around for about a year for someone to start my company with, I realized that the people I enjoyed working with all had their own ideas and visions of companies they wanted to start, and none of those was inline with mine. So I would have to go alone… this could easily have been the end of this dream, since I was pretty sure I would never manage it alone. I would work myself to death then. But it happened so that when we came home to Sweden after celebrating Christmas abroad, we got a phone call at the airport that my husband’s company just got sold, meaning he would get out of running a full time business in just a couple of months! This was amazing news both because it meant we as a family would get a small amount of money from his business that we could invest and he would be available to help me with my dream. The choice was easy. He became my business partner. Just a few months after that, in April 2017, we officially started Dandy People and we had an address downtown for our office where we could set up seminars and meetups to meet customers and candidates for employment. After just another few months, after summer we were already a small team of people that could take on customer assignments and collaborate on business development, just as I was longing for. We have never had any problems paying salaries, not even during Covid (but more on that later) and I have never regretted taking on the role as an employer. I am so happy it didn’t stop me from taking the step to grow my business.
Sharing is caring – and it may just be what you need to build a strong brand
You might have seen or used the infographic posters with our logo on. Most of them have my face on them since I am the creator and designer of them. The story started before I started Dandy People and was one of the kicks in the butt I needed to make the decision to start my own company. I created the first Agile in a Nutshell poster just to be able to give something visual that captured the most important things for the class at Hyper Island that I was going to run a half day short training for together with my colleague Per. We had a lot of experience based exercises as always, and was going to do some theory using a whiteboard. But I felt something more was needed to help them remember afterwards, so I decided just the day before to do a one pager with the key topics. After the training I published it as a PDF for download on our blog just if anyone else would be interested in using it. And it happened a LOT of people were interested in that. A few weeks later I was in Paris on a weekend with Mathias and suddenly I realized I had over hundreds of comments on the share of the blogpost on LinkedIn and many friend requests. My first thought was of course that something was wrong with LinkedIn, but it wasn’t. It just exploded due to people really liked the poster. Sharing valuable content for free has been a great business model and so we have continued to do so. When we create new posters we usually set them free on our Dandy blog within days up to 6 months, and also other content such as canvases, coaching models and serious games.
Today I have lost control over how many downloads of the infographic posters we have, and also how many posters we have shared. But a few years ago it was close to 350.000 downloads (totally free with no email signups or nothing). People within the Agile community are translating the posters for free to their language to be able to use them better and we also share those translated posters to everyone, so today we can offer our infographics on Agile topics for free in 15 languages to anyone interested, making the Dandy brand really strong. If you would ask most management consultancies they would probably say this is a no can do for them and any business. I’d say it is exactly the right thing to do if you want to be part of the growing Agile community and if you don’t want to spend huge amounts on useless brand campaigns. Of course it might take some bravery (some would probably call it stupidity), design skills and that you feel fairly safe you know your stuff to make it work. But testing and see how it goes can take you a long way.
Building a company with a strong brand and still minimizing known risks
As I wanted to build a_real_company having an office was important to me and something I wouldn’t negotiate with. Many small business owners already then had their offices at home, but for me it would mean a huge benefit to have a good address downtown in the city to meet with customers and I was sure it would also be easier to attract employees. But we know that statistics say most startups don’t make it due to high costs linked to long contracts, and office space is just exactly that. Meaning getting our own space with a long contract was a big no-no, and that’s why we chose a shared office space instead. We picked one with the best address, a short leasing contract of just one month, where we could have our own room, with good big spaces to run seminars and training, and where we could have our dog 🙂 Those were the key principles and worked out well. We have been able to stay there for 5 years, moving into bigger and more rooms when needed, and now when we have outgrown it, we can easily get our very own space. The move to our very own space is just weeks away now and it feels just like moving out from your parents. We are (almost) grownups finally!
In this episode I met with Per Kristiansen to talk about serious games (or serious play as they call it at Lego) that we love using as a safe way for exploring complex strategy and play out different scenarios. Per tells the story how it all got started at LEGO when their CEO needed a better way to work with strategy and they created Lego Serious Play. Per was part of the internal research team that discovered that using lego bricks for simulation and learning was just as useful for adults as it is for children. He tells a fascinating story of how they first failed, but later discovered how to make it work and developed it to the metod that it is today, and how it has now expanded from being an internal method within Lego to a global phenomena that it is today.
The conversation starts with us sharing our purposes and values behind our two companies, Trivium and Dandy People, and it happens to be a perfect match 🙂
If you are interested in learning how to facilitate the Lego Serious Play Method Per travels all around the world to facilitate Lego Serious Play trainings and we are really happy to welcome him to Dandy People and Stockholm too
In this episode of Dandy Conversations I met up with the founder and CEO of Adventures with Agile (AWA) Simon Powers to talk about the values and purposes that drives their companies. We talk about how our work aims to changing mindsets, making people flourish and become their best and how we can support our customers to meet their goals and visions.
I first came to talk to Simon many years back when I first created the Agile in a Nutshell with the Agile Onion which is a creation by Simon, at least in the form that we have it in the poster with the arrow and the descriptions. I contacted him then to see if he was ok with me putting it in the poster – and he was 🙂
Today we both run successful Agile coaching agencies built on the same mindset, to collaborate and use the power of the network to help as many as possible get value from Agile.
The reason we recorded this video was to share our collaboration as companies more openly with the world. AWA have been running their fabulous Agile Coaching trainings with us at Dandy as their partner for Sweden for a few years already, and we are really happy for the collaboration since we know they deliver trainings in the same way we at Dandy do, with Training from Back of the Room and with trainers who themselves work with – and are experts within what they teach others. So no boring theory sessions, instead engaging, fun, deep insights and hands on learning.
We are so happy to be able to share the Agile HR in a Nutshell Poster with you for free also in simplified Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂
We are so happy to be able to share the Agile Recruiting in a Nutshell Poster with you for free also in traditional Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂
We are so happy to be able to share the Agile Recruiting in a Nutshell Poster with you for free also in simplified Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂
The posters are published under Creative Commons License, so please use it and share it as you like. If you are interested in doing a translation to any other languages please let me know and I will help you with the file and publish it here in the blog as well.
En teambaserad organisation är ett ekosystem av team. Dessa kort är tänkta att användas för att kartlägga nuläget för respektive team i organisationen och sätta mål för vilka typer av team man skulle vilja ha och därigenom identifiera vad som håller teamen tillbaka från att ta sig dit.
Den här modifierade versionen av team topologier bygger på det fantastiska arbetet från teamtopologies.com som är skapat utifrån ett DevOps-perspektiv. De tillägg och justeringar vi har gjort på ursprungsmodellen syftar till att möjliggöra en tydligare produkt-ledd organisation där agila ledningsteam utifrån Agile Management Areas är en viktig del och justering för kundcentrerade produktteam där ofta även marknad och tech möts i gemensamma team, i stället för enbart stream aligned vilket är mer vanligt på en IT / Infrastrukturavdelning.
Conway’s Law är ett begrepp som pekar på att system ofta speglar organisationen som bygger dem, dvs för att justera de teamen man i nuläget har som ofta är av typen komponent-team och röra sig mot ett ekosystem som bygger på produktteam behöver man göra en omvänd Conway’s Law design. Då utgår man från vilka förmågor man skulle vilja att organisationen, och teamen har, kanske vill man att teamen har förmåga att ansvara för en optimal upplevelse direkt till slutanvändare utan mellanhänder. Äger produktutvecklings-processen end-to-end. Tar ansvar för det de bygger över tid och ser till att det skapar verksamhets och affärsnytta på både kort- och lång sikt – det vill säga vara ett Produktteam. Viktigt är att betona att man alltid behöver en mix av team i alla organisationer, enbart produkt-team är inte eftersträvansvärt, utan vanligt är att man har plattformsteam samt även enabling team, vad man dock vill gå ifrån är komplicerat subsystem-team (komponentteam), samt ha team med både produkt, plattform och enabling uppdrag.
Utifrån det målet kan man sedan identifiera vilka typer av team man har i nuläget, samt vilka typer av team man behöver för att steg för steg förändra den tekniska arkitekturen och förmågan i organisationen för att möjliggöra mer autonoma produktteam på sikt.
Alla team behöver även få tydligt definierade mål som de kan arbeta mot. Dessa mål ser olika ut beroende på vilket typ av team de är, men målet brukar var att ha uppdrag för teamen som spänner över ca 6 – 12 månader som gör att de själva kan se om de bidrar med värde och stöttar dom i att göra löpande prioriteringar.
Vi är som bekant nyfikna av naturen på Dandy People. Efter sommaren 2021 var vi specifikt nyfikna på att lära oss mer om vilka utmaningar, problem och möjligheter som finns för medarbetare inom offentlig sektor – och så klart om det kanske skulle vara så att Agila arbetssätt och tankesätt skulle kunna vara möjliggörare.
Därför höll vi en designsprint en hel vecka i början av Augusti för att lära oss mer om tillitsbaserat ledarskap och ledning (styrning) och hur de som arbetar i offentlig sektor upplever sin situation.
Denna rapport bygger på svar från en enkät som lades ut på LinkedIn i samband med designsprinten i vecka 32 och 33, 2021. Enkäten har varit öppen för vem som helst att svara på. I slutet av presentationen har vi samlat alla originalbilder från enkäten med alla svar. Vi har dock inte tagit med den frågan där de svarande anger sin organisation och roll.
Det finns mycket stor förbättringspotential i att prioritera att hitta stödjande arbetssätt för tillitsbaserad ledning och ledarskap inom Svensk offentlig sektor i dag då hela 66% anger att det aldrig, eller bara ibland är prioriterat på deras arbetsplats.
There are many ways businesses can organize to grow and deliver value, but not all of them are equally effective. Melissa Perri, the author of The Build Trap, acknowledges four primary organizational patterns that take very different approaches to achieve growth and value delivery, we have added a fifth pattern that is very common too, the budget-led organization.
Budget-led organizations focus on long term planning and mitigate the risk of people working on the wrong thing by having everyone hand in their plans on an often yearly basis and having them reviewed and committed to. This is often a time consuming process, not only to plan, but also to follow up on how all parts of the organization are doing compared to the plan. Important metrics are often deviation from plan as well as obsession over if the work is maintenance or innovation (opex or capex). This type of internal focus gives the organization a locked focus. No matter if the target moves away, the structures are set up to make sure you stick to the obsolete plan. It does not allow new insights to impact what gets delivered and the organization cannot have customer focus nor compete on a fast moving market. Most times people in the organization spend most of their time trying to find ways to game the system to be able to have any success at all.
Sales-led organizations work closely with clients to define the product roadmap, taking all of their requests, and sometimes customizing things especially for them. The challenge, however, is when it comes to scaling. Organizations with 50 to 100 customers or more cannot build everything uniquely to match the needs of each customer unless they want to become a bespoke agency. Most products delivered by sales-led organizations suffer from debts in all possible ways; product, usability and tech.
We are so happy to be able to share the Agile Coaching in a Nutshell Poster with you for free also in simplified Chinese! Thank you so much, Paulino Kok and his team at agilizing.com for your awesome work with the translation 🙂
The posters are published under Creative Commons License, so please use it and share it as you like. If you are interested in doing a translation to any other languages please let me know and I will help you with the file and publish it here in the blog as well.
In this poster, I have collected some organizational design patterns from Agile product organizations at scale. The highlighted questions might serve as an entry point to different topics, such as design principles for the organization, strategy for growing teams and individuals, how to enable autonomy and alignment and how to design the leadership teams to support and grow an awesome product organization that delivers products customers love.
“On the Cover” is a great exercise to define the vision for a product, service, company… you name it!
Use it with your team to define your vision. If you create one each you can then share your thoughts with each other. It might just be valuable to see if you are aligned with eachother on the big picture, but you can also create one picture together and build on what you all shared and find the next level together.
If you are far away from each other on important topics, talk about why and what that means. It is valuable to get a shared vision to be able to know if we are doing the right things and to engage the team.
Ever wondered what the business impact would be of delivering continuously in small batches instead of everything in a big bang? Watch this video and reflect if you could benefit from delivering in an Agile way.
This video is produced as a part of our custom-made training materials in Dandy People Academy.
I dag stod det klart att Karin Hagren är vinnaren av Stora Ingenjörspriset i Ledarskap. Vi vill gratulera Karin till detta fina ledarskapspris och samtidigt passa på att välkomna Karin till Dandy People! Karin är i dag Agile Director på King och kommer att börja som Agil Enterprise Coach hos oss på Dandy People i Augusti. Vi ser med tillförsikt fram emot att få lära av Karin och jobba tillsammans hos våra fantastiska kunder.
Utdrag ur pressmeddelandet på My Newsdesk
“Det känns jättestort att vinna! Jag brinner för ledarskap och har gjort det i hela mitt yrkesliv, så det känns fantastiskt att bli nominerad av mina medarbetare och sedan vinna, det känns helt grymt! Det är genom ledarskap man får saker att hända och det handlar om att få alla att vilja vara med och lyckas tillsammans”, säger Karin om att motta priset.
Juryns motivering Mottagaren av priset utövar ett ledarskap som visar vägen och möjligheter och är utforskande och sökande istället för dikterande och styrande. Vinnaren är en nyfiken ledare med stor erfarenhet av arbete i internationell kontext. Hon är både strukturerad och pragmatisk samtidigt som hon är en kulturbärare av rang. Vinnaren har skapat en miljö för aktivt lärande och visar stor öppenhet för förändring. Hon leder geografiskt utspridda personer och team, drar dagligen nytta av sin ingenjörsbakgrund och har fokus inställt på det agila arbetssättet.
When working in Agile teams, we want the teams to do usability testing to get quick feedback. This is the most efficient way to make sure we are building the right thing. The Test Canvas can be used to speed up the feedback process and enable more people to learn how to do it and join the process.
This canvas is created based on UX professionals practices and guide anyone through the process in a safe way as well as minimize the time to define and conduct usability testing on a continuous basis – it is perfect for building and scaling the UX capability in many product teams.
Usability testing is qualitative as opposed to a quantitative method
The purpose of usability testing is to observe users and how they solve common user tasks in a prototype or existing service to see if the solution is working well. We want them to talk out loud so we can understand how they think when they use it. We want to be able to ask them questions so we can better understand their mental models and experience. Since it is a qualitative test where we listen to and look at how users behave and how our service performed it is usually enough to test with 5-8 people. Once you realize nothing new “big” is coming from the tests you know you have reached the limit for what is needed now. But once you have fixed those issues you might test again on new people. You find more information about this in the canvas.
Usability testing can be done on anyone and any user type
Usability testing can be done on anyone and any user type. A user interview on the other hand is something else, that is when we need to learn if the solution solves a specific problem. In that case, we need to validate that on the target group and perhaps someone who is like our users and a specific persona. Often we then need to interview or observe 20 people instead of only 5-8.
Usability testing can be scary at the beginning
Meeting with customers and doing usability testing, in the beginning, can be intimidating. A good way to get started is by creating a safe-to-fail environment by practicing with people you know. Remember, if the team can test on real users once in a while and get valuable feedback, it is so much better than never getting to meet with any users and never getting any validation on what they do. It is also a lot better than only having experts outside of the team, or even worse outside of the organization.
February 2021 was an amazing month for the evolution of agility. As a celebration of the 20th birthday of the Agile Manifesto, there was a month-long, worldwide, free, virtual festival, started by Scott Seivwright. It was open to anyone to join in as a participant and speaker or to host any kind of virtual event, and it was totally self-managed and co-hosted by ambassadors across the world.
I was honored to be the Swedish ambassador
Together with my team at Dandy People, and particularly Patrik Ekstrand who worked full time on this, we supported people to set up talks and events and promote them to the audience. A really big thank you to all the great speakers and everyone who joined in making new friends, building relations, and shared learnings! We are already looking forward to the 2022 event 🙂
The product development process is the end to end process we go through to make sure we build the right thing. As a Product Manager or Product Owner, your job is to lead this process, or parts of it, together with your team.
The process looks the same no matter if you are working in an environment or product with legacy systems or a totally new product. This could be a waterfall, step-by-step process if you are in a slow-paced environment where not much is changing over the time it takes to think, build and ship it, but most often we need it to be more of a fluid process where we can go through it in different ways, with different methods depending on the need. We often want to get from start to end as quickly as possible to not just get quick feedback from stakeholders but also from real users to make sure we build the right thing and solve real customer problems.
The keys to building the right thing lay both in defining the right problems in connection to your business goals and finding the solution to solve the problem. When we work Agile we need to get quick feedback along the way and adapt the solution as we go, and we do that by embedding feedback loops into the process. As you can see above the process the feedback you get in the different parts of the process should help you either move forward or go back to re-iterate your assumption or solution, this is what we call Lean UX and Lean Startup depending on what we are building.
In this chapter we will look at the different parts of the process and what methods can be used to be able to deliver in an Agile way, to get customer feedback, and to involve the stakeholders, team, and customer in a good way along the process.
A couple of things to reflect on:
– Where are you in the process now? – Do you do work in all parts of the process? – Do you, or the teams, often jump directly into planning? – Is someone else doing part of the process, or is no one doing it? – Do you and the team evaluate and optimize what you ship?
This poster with the overview of the product development process can be used for discussing your current ways of working, and as support for anyone to move from traditional ways of working with product development and product management. It can also act as a great support in planning how to work in the team together, and to create a high-level plan when starting some new product development.
This is a workshop that I have used a couple of times to enable shared ideas about product development with development teams. It is originally called ”Prune the Product tree”, and part of the book Innovation Games by Luke Hohmann.
Last Friday we used it with the Dandy People team to look at Dandy and what we might need to, and like to focus on and do next, and what fruits we think it might give us.
I love these kinds of workshops and formats that are visual and where we can use metaphors and get creative in our discovery and prioritization together. The full workshop was over 4 hours (and we didn’t finish).
We believe that well functioning Agile leadership teams are one of the most important functions of an Agile organization, but also one that often seems to be underdeveloped in most organization. That’s why we got together after summer and started to sketch on good practices and principles for Agile Leadership Teams.
We have collected some of our best tools and tips for cross-functional leadership teams that want to support the organization and build structures for Agility in this new poster. We are so happy to now finally be able to share the Agile Leadership Team in a Nutshell Poster with you for free!
This is the ninth posting in the Agile Leadership & Management Series
Leaders play an important role in Agile organizations, as they give direction to the organization, manage the structures around the Agile teams, act as sponsors, empower both teams as well as individuals and, perhaps most importantly, foster a culture of psychological safety.
In Agile organizations, a leader is responsible only in one area. Either PEOPLE, PRODUCT, TECHNOLOGY, or PROCESS. The Agile Coaches coach the people in all processes and areas to improve the value and flow continuously. This is the core of an Agile Leadership team, also for the executives.
The Agile Leadership Flower
The cross-functional Agile Leadership Team works together on moving the organization forward while working within each area supporting their people at operational and tactical as well as strategic level.
The Main Mission for the Agile Leadership Team is to improve structures and increase the outcome of the organization.
This is the seventh post in the November Agile Leadership and Management Series.
The Strategic Leadership Room visualizes what we are doing in the organization, what we think we should be doing, and how things are going. It is a great way to enable a shared understanding and make strategic decisions together on what is needed, and when it is needed.
The Agile Leadership Team needs to facilitate this and invite the right people to make well-informed decisions. When the executives are invited to see what is going on with updates from the teams on both impediments, speed of flow, quality, how the teams are doing – and how the customer experience is, how the delivery of value is going and how the investments are going, they can support new strategic decisions if needed.
This is the fifth post in the November Agile Leadership and Management Series.
So, now the time has come to look into a number of setups and activities that you can use to help get your Agile Leadership Team up and running and, continuously use for effectiveness and smoothness in their daily work.
With the Agile Leadership Team Bingo, you can gamify your work with your leadership- and management improvements for yourself and your leadership team. Challenge each other to see how many “BINGO” you can get in a day, week, or month?
Print it out, or use it digitally and bring it to your next leadership team meeting together with scissors and glue and we can guarantee that it will be one of the most fun and engaging leadership team meetings ever 🙂