The actual forces that drive organizational change, regardless of structure, and that you can you to foster evolution.
After almost a decade spent helping organizations to evolve into Agile, I'm now looking at how this happens (or fails), sometimes in new and surprising ways, from a different perspective.
The point is to observe those aspects of the real organizational life and behavior that transcend what it's immediately visibile - such as organizational charts, roles, processes and metrics - and start asking ourselves new questions. For instance: why what's visibile is what it is?; is that what we really want of need?; what would we like it to be?; and, most of all, are going heading towards a desirable future?
To give a concrete and actionable form to this approach, over time I've developed (or rather, I'm constantly evolving) a model of practices intended to help asking the relevant questions, so that we can hopefully have relevant answers about how the organization is meant to evolve.
One of these questions is, to give an example, how the management, leadership and coaching forces are distributed - well, after clarifying what they are and what they are supposed to contribute.
During this session, the attendees will be involved in practical exercises and open discussions to practice what they are learning.
Being able to observe and direct the organizational change from a perspective abstracted from the stiffness of the organizational structure and processes.
- Europasaal B