Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy
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Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy

Survive & Thrive on Disruption
  • 248

    Pages

  • English

  • PDF

  • EPUB

  • MOBI

  • WEB

About the Book

Paperback is available on Amazon!

Notes to the 2nd edition:

This second edition reflects such updates as: the new Agile Fluency Model, the renaming / rebranding of Statoil to Equinor, and some small additions to complexity. We also enhanced the description of Organizational Open Space and explain how it differs from Liberating Structures.

Enjoy insights in the book shared by Jez Humble, Diana Larsen, James Shore, Johanna Rothman, and Bjarte Bogsnes. Find out what Spotify, ING, Ericsson, and Walmart say in the book.

Quotes from early readers:

  • “[This is] a very important book. My hopes are that it will be the missing link between agile for teams and the flexible, adaptive and humane organisations we want to build. It’s a great book. Thanks for writing it!” ~Sandy Mamoli, author of Creating Great Teams
  • “Just as Spotify has worked hard to make all aspects of product development align well and work together - I see Jutta and John in this book exploring methods and processes that will work very well across the whole company.” ~ Anders Ivarsson, Spotify
  • “I love how those practices [are] integrated and summarized into actionable recommendations.” ~ Yves Lin, Titansoft
  • “Really wonderful balance of structure and space, rigor and creativity, that you're suggesting.” ~ Michael Herman, Openspaceworld.org
  • “Company-wide Agility with Beyond Budgeting, Open Space and Sociocracy [...] makes an important case for companies to regard trust and autonomy the norm, rather than a privilege. [...] Overall a great overview of how leaders can reimagine the way power is distributed within their companies.” ~ Aimee Groth, Author of The Kingdom of Happiness: Inside Tony Hsieh’s Zapponian Utopia

This book invites you to take a new perspective that addresses the challenges of doing business in a volatile, uncertain, complex, and ambiguous world.

About the Authors

Jutta Eckstein
Jutta Eckstein

Twenty years of experience in coaching, consulting, training, and development. Main focus on agile processes, patterns, project management, adaptive organizations, and advanced object-oriented design.

Jutta Eckstein works as an independent coach, consultant, and trainer. She holds a M.A. Business Coaching & Change Management, a Dipl.Eng. Product-Engineering, and a B.A. in Education. Her know-how in agile processes is based on over fifteen years’ experience in project and product development. She has helped many teams and organizations all over the world to make the transition to an agile approach. She has a unique experience in applying agile processes within medium-sized to large distributed mission-critical projects. This is also the topic of her books 'Agile Software Development in the Large', 'Agile Software Development with Distributed Teams', and 'Retrospectives for Organizational Change'. She is a member of the Agile Alliance and a member of the program committee of many different European and American conferences in the area of agile development, object-orientation and patterns. At the last election, Jutta has been designated for the Top 100 most important persons of the German IT.

Stay in touch with Jutta:

  • @juttaeckstein
  • http://linkedin.com/in/juttaeckstein
  • http://xing.com/profile/Jutta_Eckstein
  • http://jeckstein.com
John Buck
John Buck

John Buck is President of GovernanceAlive LLC, an international training and consulting organization headquartered Washington, DC, USA. The firm also offers mediation and meeting facilitation services. John has taught many training workshops on sociocracy and led many implementation projects for a variety of organizations, more recently expanding to include BOSSA nova. He serves on the boards of various other organizations. His research and development is ongoing. For example, he is working with Fujitsu’s advanced software lab to develop Weaver, software that helps meetings go better – in-person, online, and asynchronous.

John Buck has extensive management experience with government and corporations, including managing large information technology projects. His clients span the globe and include plastics manufacturers, schools, colleges and universities, long-term care facilities, co-housing groups, NGOs, food producers, and software companies. He holds an MA in Quantitative Sociology from The George Washington University.

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Reader Testimonials

Sandy Mamoli
Sandy Mamoli

Missing link between agile for teams and the flexible, adaptive and humane organisations

"I love what this book is going to be. It is going to be a great book and a very important book. My hopes are that it will be the missing link between agile for teams and the flexible, adaptive and humane organisations we want to build. It’s a great book. Thanks for writing it!" ~Sandy Mamoli, author of Creating Great Teams

Yves Lin
Yves Lin

Saves me at least 6 months

I would like to thank you for giving the opportunity to review this book, I love how those practice integrated and summarized into actionable recommendation. If I can read this book earlier it can save me at least 6 months on company-wide agility movements!

Oana Juncu
Oana Juncu

A book to succeed enterprise level Agile eco-systems

The community of Agile experts need this book to leverage the approach at the enterprise level. [...] The originality though of the approach is the way it embraces complexity and it shows how practically organisations can adopt an "explorer" posture of "Sense & respond". The book has practical examples and let the reader "swing" with the wave of potential changes. A must read.

Table of Contents

  •  
    • Release Notes to Second Edition
    • Acknowledgments
    • Introduction
  • I Gathering the Band
    • 1. Today’s Challenges
      • 1.1 Challenges For Companies
        • Size
        • People
        • Digital Revolution
        • Collision of Values
        • Summary of Challenges for Companies
      • 1.2 Challenges With Expanding Agile
        • Difficulties with Agile at Scale
        • Attempts at Company-wide Agility
        • Summary of Challenges with Expanding Agile
      • 1.3 Summary of the Overall Challenge
    • 2. Tuning the Instruments
      • 2.1 Developments We Considered
      • 2.2 Tools For Analysis
      • 2.3 Considered But Didn’t Use
      • 2.4 Converging Streams
        • Beyond Budgeting
        • Open Space
        • Sociocracy
        • Agile
      • 2.5 Summary
  • II Improvising the Tune
    • 3. Self-organization
      • 3.1 Challenges for Self-Organization
      • 3.2 Perspectives from the Different Streams
        • Beyond Budgeting
        • Open Space
        • Sociocracy
        • Agile
      • 3.3 Additional Perspectives
      • 3.4 The New Synthesis - Self-Organization
    • 4. Transparency
      • 4.1 Challenges with Implementing Transparency
      • 4.2 Perspectives from the Different Streams
        • Beyond Budgeting
        • Open Space
        • Sociocracy
        • Agile
      • 4.3 The New Synthesis - Transparency
    • 5. Constant Customer Focus
      • 5.1 Challenges with Establishing Company-wide Customer Focus
      • 5.2 Perspectives from the Different Streams
        • Beyond Budgeting
        • Open Space
        • Sociocracy
        • Agile
      • 5.3 The New Synthesis - Constant Customer Focus
    • 6. Continuous Learning
      • 6.1 Challenges for Continuous Learning
      • 6.2 Perspectives from the Different Streams
        • Beyond Budgeting
        • Open Space
        • Sociocracy
        • Agile
      • 6.3 Additional Perspectives
      • 6.4 The New Synthesis - Continuous Learning
    • 7. A New Tune
      • 7.1 A New Organigram
        • Static View
        • Dynamic View
        • Discussion of cross-functional teams
      • 7.2 Summary: The Four Values As Instruments in the Band
      • 7.3 Final Thought
  • III Shall We Dance?
    •  
      •  
        • Gain a New Perspective
        • Start Experimenting
        • Diagnose Your Organization
        • Keep Reflecting
    • 8. Strategy
      • 8.1 Trust
        • Probe: Do we need standardized metrics?
        • Probe: Is trust cheaper?
      • 8.2 Alignment
        • Common Aim
        • Collective Ownership
        • Feedback
      • 8.3 Equivalence
        • Probe: What would happen if we emphasized transparency company-wide?
      • 8.4 Experimentation
        • Probe: Can we be more scientific?
        • Probe: Can we really learn from failure?
      • 8.5 Reflection
    • 9. Structure
      • 9.1 Cross-Functional Teams
        • Probe: Is cross-functionality actually useful?
      • 9.2 Relationship with Customer
        • Probe: Can reflective meetings improve customer relations?
      • 9.3 Feedback
        • Double-Linking
        • Multi-Stakeholder
        • Production not Support does the Leading
      • 9.4 Reflection
    • 10. Process
      • 10.1 Meeting Techniques
        • Probe: Can group reflection improve problem solving?
        • Probe: How can we include customer feedback in each board meeting?
      • 10.2 Understanding Your Customer
        • Probe: Can our customers learn from us and would that be attractive to them?
      • 10.3 Production
        • Probe: Can you have a process that is “in flow?”
      • 10.4 Feedback
        • Individual and Team Growth
        • Learning Strategies
      • 10.5 Innovation
        • Probe: Can we organize transformative learning?
      • 10.6 Reflection
    • 11. Dance Around the Clock
      • 11.1 Revisiting the Challenges from Chapter 1
        • Size
        • People
        • VUCA World and Digital Revolution
        • Collision of Values
        • Expanding Agile
        • More work to do
      • 11.2 How to use the probes
      • 11.3 Now Roll Your Own
      • 11.4 Strengthening Fluency
        • Indicators of Fluency in Strengthening
  • IV Party Time
    •  
      •  
        • The Four Values
        • Connected Perspective
        • Societal Awareness
        • Summary
    • Bibliography
      • For Part I - Gathering the Band
      • For Part II - Improvising the Tune
      • For Part III - Shall We Dance?
      • For Part IV - Party Time
    • Appendix
      • Beyond Budgeting Principles
      • Open Space Principles
      • Sociocracy Principles
      • Agile Principles
    • About Jutta Eckstein
    • About John Buck
    • Other Books by the Authors
    • Index
  • Notes

Other books by these authors

Diving For Hidden Treasures
Jutta Eckstein and Johanna Rothman
Retrospectives for Organizational Change
Jutta Eckstein
Agile Software Development in the Large
Jutta Eckstein
Agile Software Development with Distributed Teams
Jutta Eckstein
Agiles Projektmanagement Kurz und Bündig
Jutta Eckstein
Agilidad empresarial con Beyond Budgeting, Open Space y Sociocracia.
Jutta Eckstein, John Buck, and Carlos Marín Pascual

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