Agile HR Conference 2016 Agile flavors at Bosch and how they taste for HR

Transcription

1 Agile HR Conference 2016 Agile flavors at Bosch and how they taste for HR Roswitha Beleiu Jörg Jockel Corporate Department Organizational Development - Agile Working 1

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3 Introduction 2.0 Jörg (Bosch) Roswitha (Bosch) #tags: agile, agile-working, coach, trainer, organizational-development, teamwork, pm, nicola, schalke04, golf, hamburg, felix, bambini-jfc, #tags: human resources, agile coach, organizational development, leadership, continuous improvement, dorin, pascal, traveling, study, dagoberta, romania, 3

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5 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) 5

6 Bosch today Four business sectors 6

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8 Why to change a running system? more risk appetite new competitors like Google, Apple, Tesla, steadily increasing complexity new products for new markets much faster development cycles volatile & uncertain markets Source: 8

9 Agile Working in a Global Company 9

10 Dual Organization customer requirements projectable, structured customer requirements evolving, unexpectedly new Line Organization Podular Organization strength: efficient & quality assuring execution Business Services Knowledge Platform strength: rapid & extensive adaptability Standardization - Efficiency Approach Agile Working - Effectiveness 10

11 Agile Organization One flavor is not enough. unstable complex chaotic classification model with four flavors of agility be agile stable Requirements complicated simple maintenance & variants known agile new features: innovation is medium to high lean Technology Stacey matrix new products: innovation is high to very high unknown Red Flavor classical waterfall process without agile elements Yellow Flavor adoption of individual agile practices cross-functional teams Lean make work visible do it in an agile manner Green Flavor agile execution of tasks or phases stand-up meetings Blue Flavor self organized agile teams and organization incl. agile culture avoid multitasking Scrum Kanban Source: Forrester Research, 2011 prioritization according business value 11

12 Flavors of agility mirrored on HR-Instruments HR-Instruments be agile support it Red Flavor classical waterfall process without agile elements Yellow Flavor adoption of individual agile practices do agile Green Flavor agile execution of tasks or phases Blue Flavor fully self organized agile teams and organization with process autonomy & agile culture impede it allow it 12

13 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 13

14 What is different within the blue flavor? Implementation example - Recruiting Collaborative sourcing platform 14

15 What is different within the blue flavor? Implementation example - Rewarding Bosch Performance Bonus 15

16 Flavors of agility mirrored on HR-Instruments HR-Instruments be agile support it Red Flavor classical waterfall process without agile elements Yellow Flavor adoption of individual agile practices do agile Green Flavor agile execution of tasks or phases Blue Flavor fully self organized agile teams and organization with process autonomy & agile culture impede it allow it 16

17 Agile Organization success factors for scaling Leaders act as role models and drive the change Empowered and autonomous teams 17

18 Bosch A Company in Transition I believe that a company in our indust67 cannot afford to stand still, but has to keep evolving. Rober& Bosch, 1928 and now ready for discussion 18