Agile has become a buzzword over the last five years or so. But Agile practices have been utilised in organisations going back as far as Henry Ford. Organisations are expected to operate differently from how they operated as little as two decades ago. We are living in VUCA times. Organisations are expected to thrive in Volatile and Uncertain environments dealing with ever-increasing levels of Complexity in the problems that need solving and the Ambiguity that arises from having so much data to work on.
The response is improving the organisations level of agility.
But this is easier to say than do. Agile practices require a larger Agile culture within which to operate. In my book “Leaders, it’s not how you finish … it’s how you start” I recommend that the CEO directly sponsors the culture change initiative. Of course the CEO can’t be expected to run a culture change programme themselves; instead, they would hire a trusted pair of hand to help deliver the change on their behalf. This role I called the Chief Culture Change Officer. Many of the roles and responsibilities that I would attribute to this role could be argued to be part of the HR directors role. Ultimately there needs to be a cohesive approach to delivering agile culture and in itself, the agile culture needs to be treated differently to more traditional change programmes.
The course brings the participant up to speed around where Agile originated and how it has evolved to become a better way for organiations to achive higher performance through agile thinking and practices.
All participants will leave with a roadmap for their change and how they may utilise agile into their working practices from next week.
Agile Culture addreesses many current practices such as:
- Pay and Reward
- Performance improvement
- Learning and development (Leadership, managers and org)
- Re-evaluate Values and Vision
- Hierarchies, holocracy and other useful structures
- Giving and receiving feedback
- More engaging communication
- Looking for more input from the frontline, customer-facing teams, earlier in the process
- Business to be more integrated with their solution development team (reduce silos)
- Prioritisation: the most Agile of practice
The intended audience for this course is senior HR Directors or other HR roles involved with the design and development of organisational capability. Equally anyone interested in extending their agile knowledge to see how this work crosses over the whole organisation for change managers wishing to extend their repertoire and their toolkit.
25 October 2019. The Captains Club; Christchurch.
0900 – 1700; Lunch Included
£450 per person
Why Businesses Do Agile and why HR needs to Be Agile
Origins of Agile and how it has evolved
Terminolgy, some of it helpful … The Agile Process
Agile at the Executive
Introduction to Agile ways of working for HR
Introducing The Agile Organisation
WhyAgile Culture is important and the need for and the Agile Leaders
Commitments and Next Steps
A thorough understanding of where Agile emerged from and why working in more agile ways is inherently more sensible and will benefit the organisation in the long term.
Agile isn’t just something the IT department do. Agile has application across a whole range of business sectors and industries. Agile Business is now becoming the vogue terminology
Know what to expect when i attend or faciltiate an agile ceremony; what does agile look like? feel like? sound like?
An outline approach to Agile transformation led by the HR department.
Understanding that Agile is changing how change is delivered and “managed”
Understanding how to use some agile tools to maximise team performance.
How HR policies for traditional cultures negatively impact attempts at Organisational agility. Ideas are presented to help organisations wishing to take smaller steps in the direction of agility.
There are many other learning outcomes that will be acquired in attending this one-day event. All events are shaped at the beginning of the session to ensure that the attendees all get their learning goals accomplished.