Agile Organizational Design

Agile Organizational Design

About the Book

About the Author

Jeff Anderson
Jeff Anderson

My mission in life is to help technology knowledge workers be awesome at what they do. Having been in the market since 1994, I have transitioned my initial passion for agile software engineering to provide advisory services to clients that want to thrive in a world of uncertainty and learning.

Over the last several years I have been running an Agile/Lean transformation service to help clients move from command and control towards feedback and self organization.

Our team has a solid track record coaching teams on foundational agile practices, guiding end to end organizational transformation to embrace a more agile mindset, and focused coaching of product and operations teams on how to embrace design thinking and validated learning.

I admit to an unbridled enthusiasm for any method or practice that bring creativity and joy to the value creation process, and get a kick out of turning leading edge thinking into contextualized, practical tools.

I also love to supercharge complex workshops through a combination of crowd awareness, passion, and above all humour. I’ll often iterate over a vast array of models/workshops in real time to adapt to the crowd's thinking and evolving goal of the session.

My most important skill is growing the talent around me. I continue to provide passionate, motivated people with a suite of leading edge skills that take their leadership to the next level.

I have presented at numerous conferences, nominated for a Brickell Key award, and am a founding fellow of the Lean System Society. I have also wrote a book on agile organizational change, The Lean Change Method.

Table of Contents

  • Introduction
    • Principles for Agile Organizational Design
    • So Why Am I Writing About Agile Organizational Design?
    • Sources of Inspiration:
  • From Industry to Uncertainty
    • The Industrial Era
    • The Rise Of The Industrial Machine
    • Ch-Changes, Turn and Face The Strange
    • From People to Machine, back To People Again
    • Time For A Radically Different Approach
    • The Modern Organization
  • The Team is The Core Building Block
    • A Mental Model For Your Organization
    • The Power Of Decentralization
    • The Goal of Self-Organization
    • Why Agile Teams Work
    • Agile Teams Deliver Value To The Market
    • Functional Departments Grow Capability
  • Other Building Blocks To Scale Agile Teams
    • The Need To Build Upon Agile Teams
    • There Are No Independent Teams
    • Foundational Organizing Structures
    • The Market
    • The Identity
    • The Edge
    • The Core
    • The Majority Works In The Edge
    • The Core Travel to The Edge
    • Agility Does Not Come from Agile Teams
    • Organize Around Social Boundaries
  • Facilitating an Organization Mapping Exercise
    • Before we get started
    • 1 - Identify Market Actors
    • 2 - Define Identifying Goals
    • 3 - Map Edge Capabilities and Teams
    • 4 - Define Core Capabilities, and Teams
    • A Special note On Context Boundaries
  • Refining Your Organization Through Collaboration Patterns
    • Why are Patterns Important
    • Collaboration patterns
    • Dedicated Team Member
    • Traveler Pool Member
    • Service Provider
    • Enablers
    • Communities of Practice
    • Dynamic Team Member
    • Agile Ecosystem
  • Defining Jobs and Roles in an Agile Organization
    • Traditional jobs and roles suck
    • The Sports Team: A Metaphor for Thinking About Jobs
    • People Play Many Different Roles
    • Example - A Typical Tech Product Organization
    • Role Personas
  • Reimagining The Hierarchy
    • The Industrial Hierarchy Is Broken
    • Seniority Equals Mastery Not Authority
    • The Advice Process
  • Scaling Agile Behavior For Continuous Organization
    • Truly Stable Teams Erode Agility
    • The Need For Continuous Evolution
    • Agile Enables Teams To Organize
    • Agile Behaviors of a Self-organizing Team
    • Scaling Agile Enable Larger Groups To Re-Organize
    • Agile Behavior For Re-Teaming
  • Facilitating Continuous Organization With Agile Practices
    • Forecasting Change With Agile Long Term Planning
    • Organizing Around The Work With Kanban
    • Balance Stability With Eliminating Hand Offs
  • Using Kanban to Enable Continuous Evolution of Organizing Structures

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