Self-organizing companies start to shape the world differently

The book „Reinventing Organizations“ by Frederic Laloux is a very special kind of economy book: it talks about self-organization in modern companies. This is a very hip topic today and one of the mega trends of the current decade.

reinventingOrganizationsInterestingly the author gives first the sociological and historical context of mankind since Stone Age. He relates to each context the types of organizations that have been possible and that have mainly existed in this context: their basic assumptions about the world and about human beings, their ability to plan, to scale, to deal with complexity and to react to unexpected events. During all these ages, it was possible that organizations with totally different value systems and organization level co-exist and compete, and today they do as well. Now in the last couple of decades organizations emerge that are only possible because of the complex experience in the modern world, and that are able to self-organize on team level and organization level and evolve their own organization in very short cycles. He gives all these organizations roughly spectral colors to distinguish them.

In the context of companies, the following colors apply:

  • The amber organization is ordered hierarchically, and the hierarchy level of a person is already clear from the beginning. This is traditional school, army, church, and the start of industrialization.
  • In the orange organization, there is as well hierarchy, but a person can grow if he/she meets the goals that the company has set for him, and can earn more. These companies see mainly selfishness as driver for doing better and receiving a bonus. Both orange and amber companies have a “machine” model of the company.
  • The green organizations give everybody the same, rely on consensus, and want to do good things for the world. These are mainly social organizations, they can also be companies like the famous Berlin newspaper “taz”.Only good people can work in such organizations.

Now the new evolutionary-teal organizations have a fundamentally different view of the world and the human being: they trust in the common sense and the social sensitiveness of the individual, without postulating that everybody needs to be similar or even have similar needs and wishes. They trust people to collaborate across different goals and needs, and to bring all this into a common context that makes sense for all of them. They trust people to make different contributions and they trust the team to evaluate these. Human beings in a teal organization are trusted to be able to learn nearly without limits, going beyond job titles and role names in self-organizing cross-functional teams, learn about their customers and their needs, and improve the ability of their company to fulfill these needs. Seeing the company as a growing, living organism helps them to take much more good decisions than in the machine context.

This is no speculation – the author gives lots of examples from the work life of more than a dozen very different companies, here are four examples:

  • Buurtzong – a social company for elder care in the Netherlands with 7000 people
  • FAVI – a producer of special metal parts in France with 500 people
  • Morning Star – a food processing company from the US with 400-2400 people depending on the season
  • Sun Hydraulics – a global company for hydraulic components with 900 people

All these organizations, however different in location, purpose and size, have solved a couple of fundamental problems in similar ways.

  • Their basic structure is team oriented, with teams that are self-organizing and self-administering.
  • The teams care about hiring, pay and personal feedback
  • There are no middle managers, mainly there are only coaches, or they elect project managers for a certain project for a limited time
  • There is a high transparency of all information for everybody
  • Decision taking is not based on consensus, rather decisions can be driven by an individual after consulting, listening to and considering input from all relevant colleagues
  • A basic principle is trust instead of control – any adult can be trusted to take reasonable decisions
  • Most of the companies have an explicit value system that they have created with the members, and which new members will learn in trainings
  • Important training topics are communication, collaboration and handling conflict

In an earlier blog post I wrote about the Brazilian company Semco SA which started already beginning of the 1980 to transform into a self-organizing company. It does also a lot of things similarly. All of these companies are also very successful compared to competitors in their area, in growth, margin, and customer satisfaction. It also seems that they have a much higher ability to manage crisis and adapt to changing markets and situations than traditional hierarchical companies. So it can happen that these companies will be the most important actors in the 21st century’s markets. It would at least not be a surprise to me, because in the same way as the modern democracies are more able to sense things happening and react to them than it was the Soviet Union with their top-down 5-years-plans, a self-organized company relies on the senses, minds and hearts of many people, not of a few.

HenrikKniberg-CultureOverProcess-OrganicStructureStrangely, no software companies are mentioned in Frederic Laloux’ book. – Looking to the area of software development, the combination of self-organizing company culture with agile methods and lean startup principles seems to be the most successful in the last couple of years. In principle, lean startup and agile companies have the self-organizing company culture in their DNA. However, it can happen that it gets lost when the company grows, or the CEOs do not have a real good value system. An interesting case of a rapidly growing company with a genuine agile culture is Spotify – at least according to their agile coach Henrik Kniberg. In this presentation (video here, and the slides) he is talking about their agile company culture. There are many others said to fall into this category, like Google, Twitter, salesforce.com, Dropbox, Netflix, Streetspotr – at least all of them are using agile and lean startup methods from the beginning, yet it is not guaranteed that all these companies have also a self-organizing company culture in the organization above and around the teams. But there are much more of them than we know, and I am sure that soon there will be much more of these companies around, looking forward to it!

The hardest job in a lean/agile transition is with the managers

When you are doing a lean/agile transition in a traditional organization, definitely the hardest job is related to the management.
I already highlighted the role and responsibility of executives in a lean/agile transition in another post two years ago. The people on the working level get into their new roles and practices. They are constantly doing retrospectives and improving their work, and even driving improvement through the organization. They experiment, get feedback and learn from it.

Now what will the middle managers do when they are not frequently needed for fire fighting in the projects? How are they going to practice new skills and habits that they need in the new agile world? And how much of the newly created trust and self-organization can a manager destroy with some harsh enquiry to a team?

At the beginning, many of the managers are obviously more or less engaged in the transition itself. Managers will also sit together and find out how they can coach teams, how they can help people to grow, and how they should do now hiring, performance evaluation, and distribute salary increases and bonuses under agile circumstances.

However, also during the transition it is easy to stay in a command-and-control mode or at least frequently fall back into it. After that, it is getting worse. Managers are moving around in organizations, some leave the place, others join. These others may be joining the company or department for totally different reasons than wanting to be a servant leader, a coach for growing people. Maybe they just want to work in this area. Period.

Now we need practices by which the managers stay constantly engaged with lean and agile ideas.

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One of these topics is Continuous Improvement. It is one of the two pillars of Lean. Hakan Forss explains this is his Toyota Kata presentation – see slides or video.It starts with a common vision for the process of the organization that can probably never reached, and realistic but challenging goals on their way there. Then a team or several teams are improving by experimenting with small changes towards a next target condition, in turn with measuring the results. A lot of learning is involved in this, for the participants as well as for the organization.

Managers can be part of a team for changing things, especially above the level of a single agile team, for solving organizational problems, problems with processes and tools – always following a common vision with the teams, of course. Or they can also train to be a coach for doing this change. Of course, they have to take care like any other coach, that they have practiced the improvement kata themselves often enough, probably with an external coach, before they try to coach someone else.

Managers need to study and practice lean values and practices that they apply to their work with the teams. This can happen in self-study groups with the other managers, and everybody applies it individually. The challenge is always how they are getting feedback to their behaviour.  A good starting point may be the book Management 3.0. by Jurgen Appelo, that give some backgrounds on how a team behaves as an adaptive complex system, and how to grow a team, how to stop demotivating it, and how the boundaries influence the behaviour. His new Management 3.0. Workout book has a lot of tools that managers can apply, from the kudo box to the delegation board, ready to use or to adapt to their organization. By using these tools they slightly change the way how they are treating teams and individuals, expression more respect for people, which happens to be the other pillar of Lean.

Apart from using lean and agile practices in their own work, managers should also do the famous „Gemba walks„. This means going to the people who are actually working, and listening to them, e.g. during their daily standup meetings. The main challenge here is to do it without disrupting or frustrating the teams, e.g. by listening to two sentences and then throwing in an „easy solution“ to a problem without having enough knowledge for really helping them. Instead, only when the team seems to be clueless they can ask a couple of good questions for enabling them to find a solution themselves.

I am curious to learn in which other ways companies get their managers into „lean mode“ and keep them actively thinking lean and practicing lean.

Agile India 2014 Conference – large scale distributed agile development

AgileIndia2014_LogoBig
For 10 years, the Agile Software Community of India has been holding this conference now, with ever growing numbers and great names from everywhere. With more than 1200 participants, more than 250 of these from other countries than India, extending from Norway to New Zealand, from Indonesia to Ukraine, and more than 300 women, Agile India 2014 was a huge and really diverse agile conference.
 In the previous years, I had already received positive impressions from the colleagues in Bangalore. This year I had the pleasure of participating for the first time myself, presenting the story of our Distributed Product Owner Team for an Agile Medical Development. The process of selection of topics and feedback was very well prepared and community based. While everybody could see the proposals, ask questions and comment on them, the members of the program committee took care that this would happen consistently, and did a lot of it themselves as well. For the topics selected by them, also an extended paper was necessary with a case study, which also underwent a feedback and approval process, in my case by Ravi Kumar and Pramod Sadalage .
During my presentation

During my presentation

Fortunately, I had work to do in India as well – start up trainings for a few new Scrum teams at our company – so I already had the justification for going. On the other hand, I had enough work to do so that I could not consider going to the other conference days, apart from the one I was speaking at. So I can only talk about the Offshore Distributed Agile track.

Todd Little presenting

Todd Little presenting

I enjoyed Todd Little’s keynote in the morning very much. One of the key messages that resonated most in me was „We need to treat remote teams not as coding monkeys but empowered Ewok.“ I hope as software specialist, you are familiar with the Star Wars universe and do not need to look them up in Jedipedia.Todd said exactly what we are trying to do in our big, distributed product development, and my mission to Bangalore was part of it: make the remote teams self-organizing, trusted members of our diverse product development universe. Only that in Todd’s presentation, it turned out that he only needed to add a few software developers with a domain specialist in Romania and a small test automation specialists’ team in Vietnam to his original group in the US – and they were already very successful. So: adding the right people for a good reason, valuing the individuals over corporate strategic outsourcing strategies.

The other talk I remember well was from Rajkumar Anantharaman from Intel, who stated „If you want to go lean and agile, first you need to get rid of Excel and PowerPoint“. This was of course not aimed at a nice PowerPoint by the Product Owner showing some functionality the users ask for, but at getting rid of the additional reporting needs that keep teams busy with overhead.
The venue was a bit resisting the actual number of people participating, it is certainly difficult to predict, but maybe another year they will be better off in a congress center. A difference with the European agile conferences I have been attending like ALE or XP was certainly that there were much more business-people than agile coaches hugging each others. Maybe even most agile coaches look like business people in Asia. In all cases it is very important going to India and seeing what is going on there, noticing how people discuss, what they hold as granted in agile, and what they have still doubts about.
At the panel discussion with Doc Norton (groupon) and Chad Wathington, ThoughtWorks Studios

Participation in the panel discussion with Doc Norton (groupon) and Chad Wathington, ThoughtWorks Studios

More or less, the other speakers confirmed what I have learned from our own experience: there is not the question whether or not agile is going to work with distributed organizations and teams in India, but how to make it work. You can do a pretty lot of things right or wrong, and even terribly wrong, but you can just as well be successful if you are doing many things right.  At the end of the track, there was a quite interesting panel discussion facilitated by Naresh Jain: Offshore Agile…An Oxymoron? There were a lot of interesting topics discussed. Where I could definitely contribute was when someone asked the panel whether they could just take a framework like SAFE and apply it to a big distributed product development organization to make it agile. According to my experience, though such frameworks can help, every organization has their own challenges, their constraints, and their organizational culture. Whatever lean-agile framework they will build, they need to build it on their own – but of course, taking as input the experiences of others, and agile frameworks as well as wonderful books like Bas Vodde’s and Craig Larman’s „Scaling lean and agile development“.
Photos used by courtesy of  Agile India (c)

Large Scale Agile at XP2013 Vienna – exchanging knowledge at a great conference!

From my perspective, the 14th International Conference on Agile Software Development XP2013 in Vienna was a great success. It took me to another level of confidence about what is needed to create and sustain a large scale agile organization.

The XP conferences are traditionally about programming and testing in an agile – XP – way, and organizing the team so that it supports XP practices. But they have grown into a conference that also covers  product ownership and design, leading agile teams and organizations, and even extending agile to the rest of the organization – this is agile real life in the industry.  What I like very much at XP conferences in general is the good mixture of experienced agile people from industry, some very well known consultants, and a lot of academic researchers who also are working close to industry about agile topics.

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(Photo: Hubert Baumeister)

On the first day I got absorbed by the Executives & Managers Track with firsthand experience from four different companies: ABB, Ericsson, Johnson Controls and Nokia. Most valuable! The managers were speaking openly about what it takes to get agile, how their company transformation programs took one step after the other to establish agile on all levels. And this is still an unfinished journey, but it has a clear north. An important point from the talk of Hendrik Esser, who is Head of Portfolio and Technology Management at Ericsson, is

To embrace change, you have to change 3 things together
· Culture
· Practices and process
· Structure

You should never see agile as a process only, this will inevitably lead to failure. The most important cultural foundation for the agile transformation is building trust, and on top of the trust you can build transparency.

These three important transformations were mentioned by Per Branger from ABB in Sweden, but are basically identical to what Ericsson is doing:
· Continuous Portfolio Management
· Continuous Release Management
· Continuous Development

When they noticed at ABB that they are really a big software developing company, coming from a background of electrical engineering, they launched a massive knowledge and skills improvement program. The remarkable thing is that they measure progress by self-assessment of every developer against description of expected skills, and that the training comes in small portions and by self-assignment as well. Wiki based knowledge bases and Q&A tools that remind a bit of the famous stackoverflow website support the learning as well.  “Carrots, no sticks” opens also the path to using common tools.

Gregory Yon is Agile Coach at Johnson Controls and talked about how he is extending agile into the rest of the organization, to the non-development teams as well as convincing different levels of management from the agile values and needs. From him as well as from the other managers I learned that we can never communicate too much to higher management about the advantages of agile, and that we need  to measure things and compare with previous projects to show how we have advanced since the old times of waterfall.

Jorgen Hesselberg, Senior Manager, Enterprise Agile Transformation, Nokia (Chicago US) explained how they are using on all levels Agile Working Groups, mixed from management and project roles, to start and sustain agile transitions at each Business Unit, and keep them up and to extend agile to the whole company. The positive results of agile on the results as well as on the employee motivation are impressive.

My own presentation on our Distributed Product Owner Team for an Agile Medical Development was on the second day, and I loved the discussion with a couple of other speakers and participants about the needed knowledge and skills for this role, and the needs for communication in the PO team and with teams and customers. I have also learned that there is actually an open group of experts from industry and research with the goal to foster software product management excellence across industries, the International Software Product Management Association (ISPMA) , who are interested in collecting such practical experience, and are creating resources for professional software product management training.

At the academic track, I found a couple of presentations on the last day very interesting: A research paper by Jeanette Heidenberg, Max Weijola, Kirsi Mikkonen, and Ivan Porres – A Metrics Model to Measure the Impact of an Agile Transformation in Large Software Development Organizations asks whether an agile transformation was worth the effort. For this, they were looking for metrics that support agile values, focus on the whole organization, not individual or teams, and are applicable to both waterfall and agile projects. Also they should be feasible to collect for past and ongoing projects, in any size of project, and be objective and clear. They did an iterative approach with first formulating the goal, then ask practitioners for metrics used, compare them against their values and goals, and finally select a collection of metrics. They have some really helpful metrics that we can apply to learn how much we have already improved through agile, at least in some aspects.

The paper Continuous Release Planning in a Large-Scale Scrum Development Organization at Ericsson by Ville Heikkilä, Maria Paasivaara, Casper Lassenius, and Christian Engblom was complementing very well with the talk of Hendrik Esser, as they are exactly describing how the release planning for individual features works, and which experiences people at Ericsson had with this method.

Of course there were also great keynote speakers at XP2013 in Vienna, a helpful Open Space, a wonderful conference reception, and great conversations in the breaks.

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As always, thank you very much for the photos, Hubert Baumeister.

The next XP conference will take place in May 2014 in Rome, which is also a nice place to go to.  I will convince some of our colleagues and managers of submitting a talk and participating – we have a lot of experience we can share!

Best Regards
Andrea

Slides for ScanDev 2013 DONE: distributed product owner team – strategies

One week to go for this year’s ScanDev conference in Gothenburg, and slides are done.

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Topics covered are mainly:
Strategies for growing a distributed product owner team, when the problem space is very different from the normal experience world of a software developer. Strategies for communication and customer collaboration in the distributed setup.

For preparation, I made a lot of personal interviews with product owners on different hierarchy levels and multiple sites. I learned a lot about the reality behind our official agile framework, and how much the real success depends on people and their skills and goals.

To convert my knowledge into an interesting presentation I used a marvellous book, a classic: Presenting to Win: The Art of Telling Your Story by Jerry Weissman. What is very helpful in this book is that he tells you a lot of stories to make sure you know what you want to tell, to whom, and how you will bring this across to your audience. So I started to create my presentation on a lonely day at home, using hundreds of sticky notes on my personal whiteboard, instead of bothering with Outlook templates or -beware!- assistants. Then I selected a structure for the slides that would allow me to tell my story, and then I created each single slide on a sheet of paper, put them into the structure, re-ordered and finally bright them to the office.

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There, of course, I had to take a corporate template, and also picked a lot of photos, that would this time nicely fit with the topic. As structure I had selected a pyramid. I created it with corporate colors, and let it build up throughout the slides.

At the beginning of this week, it was finished, and I submitted it for review and release. And -wow! -I got it released after considering a few remarks, in less than two days. I can say, the release process got much more agile since I first used it for an external presentation four years ago, when it still took me four weeks, but obviously as well my own professionalism in creating publications has increased a lot since then.

Role and responsibility of executives in a lean/agile transition

1) Choose internal change agents carefully

Volunteers
Positive mind and change orientated
Sense of urgency
Capacity for reflection
Work level experience in software development
Transition team covers different project roles and organizational units
Involve line management
Involve product management / business people
Involve process / Quality Management early

2) Be sponsor to the transition team

Give your vision, or agree explicitly to vision and mission of the transition team
Tell them what the constraints are
Be interested in plans and results.
Reed at least one good book yourself that does not look like a Scrum Bible, but something explaining what may work and why.
Do not expect to have NO impact on project time lines, this is just wishful thinking.
Give a reasonable budget based on estimates of the transition team
Do not tell them how to make the transition. Rather be able to discuss organizational changes on their request.
Let the team choose external consultants, but ask these people a couple of tough questions before you contract them.

3) Take care about trust in your organization

Do you, and do your middle managers trust your teams to get their job done? This is an essential part of any lean/agile transition.
If you are still not there, expect transparency to grow at the project team level, but you have to inspire trust from the management level. You need to start! You need to express trust to your teams and act accordingly yourself.

4) Do not combine a lean/agile transition with negative measures

Especially, do not try to reduce headcount. This is directly counterproductive to encouraging people to share their knowledge.

5) Foster a learning organization

Expect your organization to be on a learning journey for more than the transition lasts. The agile principles expect you to hire the best people, and give them the environment so they can be productive. In traditional hierarchical companies, often people need to learn to learn again. And often the environment consists of crappy old tools that make them slow. You may have tons of legacy code without automated tests. They will not magically disappear at the agile transition. The teams have to learn and improve a lot until they will really feel agile.
You will see improvements very soon, but this is not the end of your journey.

6) Look for opportunities to benchmark your transition with others

As executive you should use your connections with your colleagues from other companies for exchanging with them and creating opportunities for the transition teams and different project roles for comparing and exchanging experience so that you all learn more quickly.

Great places to work: learning from SEMCO

A couple of weeks ago in Karmakonsum, a German blog for eco fair life style and economy, I came across Ricardo Semler and SEMCO – the incredibly successful Brazilian company that is directed mostly by its workers and employees since the 1980es. How did I not discover it earlier? Now that I have read Semler´s book „Maverick“ from 1993, I have found a lot of good things to learn for companies who want to get really agile and lean beyond software development departments.

At SEMCO they have proven it is possible to get rid of basically all kind of bureaucracy, if you start treating your employees as adults.
Written down process manuals are replaced by common sense, expanded knowledge, plus motivation to do your work in the best possible way to make your company succeed. Control and the needed to ask for permission for all kind of small things can be reduced to a minimum, from travel expenses to lunch invitations – if you just ask everybody to employ common sense, and have transparency on the numbers. Transparency is an important part of the SEMCO miracle. All employees and workers have full knowledge of revenue and expenses. This allows them to take meaningful decisions in factory committees, about what to change to get more efficient and make the customers happier. They are also fixing their own wages and hiring their managers. Hey, managers, getting scared now?

Of course such a company also needs leaders. But being leader there is not a question of status and privileges. They do not expect big personal offices and secretaries, but are just full of new ideas and ask nasty questions.

One important human organization principle that the company leaders adopted is keeping the units small: one plant or sub-company should not be bigger than 150 people. Pretty interesting, that Dave Snowdon gave the same number in his ALE2011 keynote asan evolution-built-in human constant for the size of a group a human will be able to identify with.

Democracy and open communication define the SEMCO identity rather than saying they agree in this or that business. There is a lot we can learn from them, if we are brave and fearless. Starting at a huge company may not be as easy, as there are politics around on many levels, and dragons.
What seems more promising to me is starting at a small or mid sized company, where the existing amount of process is not so overwhelming. First I would inspire lean and Agile principles. Software developers are often open to democratic principles, and shop floor workers often already know and apply a few lean methods nowadays. If we then start to engage teams of software and hardware developers, scientists, workers and sales people in how to build better products for the customers, our how to make design or production more efficient, they will sparkle with new ideas.
As people are learning together and get a broader view on the company’s goals and the boundary conditions, they can make good improvement proposals. Then step by step some of them will learn to see the whole, at least to have a bigger interest in the company’s business, and feel responsible for making their work more efficient.

Another book I have read recently is „Delivering Happiness“ from Tony Hsieh, which will get its own blog post: learning how to really, really have company values and use them in daily life.

Our big agile transition at the OOP 2012 Munich

As Agile Transition Lead of our business unit, I have introduced agile project management into a regulated development environment at Siemens Healthcare. The challenge is there to reduce process overhead and improve team member motivation without hampering the necessary quality. Since 2008, I have been starting and coaching Scrum teams, as well as working with the management on transformation of the structure and on communication.

At the OOP 2012 conference in Munich, I presented together with a colleague from the higher management about our agile transition. Here you can find our slideset at Slideshare.

We have gone a long way from piloting to the real big transition, and now after the first big agile project has been successfully finished, there is still much to do in the sense of getting more efficient and having more fun…

An incredibly intensive 1st ALE2011 Unconference – Agile and Lean Europe in Berlin

 (Olaf Lewitz, one of the central organizers, on a photo by Marcin Floryan)
In February, 2011, the Agile and Lean Europe network was founded in LinkedIn by Jurgen Appelo, Author of Management 3.0. He asked the European lean and agile practitioners and communicators to join. We were about 1000 members within a month, and there were lots of active interesting discussions, “bathtub conferences” and many ideas how to collaborate more closely. The first real-life meeting happened at XP2011 in May in Madrid. Since then, 47 people with a vision created the best and most intense (un)conference I have ever attended. My own role was to be part of the “industry sofa” – we had “sofas” instead of “chairs.” I spent some of my free time reviewing abstracts and finding out whether these people were good speakers, if I had not heard them speak before. The final result we composed is amazing – http://ale2011.eu/speakers/ .
audience!

    The audience was amazing

All further work was organized via real-time collaboration tools: Skype, Basecamp, GoogleDocs, Mindmeister, Twitter, and Conftool. Real-time mostly meant evenings, sometimes even weekends. The final event structure included one keynote every day – with Rachel Davies, Bjarte Bogsnes and David Snowden, we had three highly interesting speakers, two of which are not from the software world, but are teachers of lean concepts for management.  Each day started with a funny coding dojo warm up, followed by 30-minute talks in the morning, lightning talks after lunch, and Open Space all afternoon. Virtually everybody participated actively in something: more than 220 people from at least 27 European countries. Talk topics ranged from “Software Craftmanship” and “Metrics in a complex world” to “How to change the world.”

Bjarte Bogsnes from Statoil, Norway
For me, Bjarte Bogsnes with his “Beyond Budgeting” talk was most inspiring (http://ale2011.eu/2011/09/17/ale2011-keynote-bjarte-bogsnes-on-beyond-budgeting/ ), but… yes, but… the 7 levels of hierarchy between me and the CEO of our company make me think that this is not the easiest thing to put into practice by myself. Fortunately, many other talks also had inspiring contents!
From Henri Kivioja from Ericsson, Finland, I learned how we can guide managers to practice go and see with the Scrum teams: they just got rid of all kind of upward reporting from project to line managers. They also reduced their full test cycle dramatically, from about 1 year for the whole system (100%) to about 1 week for 90%.
dojo2Eva Kisonova and Sabine Canditt presented a funny game of cultural differences they have practiced with our Scrum teams in Slovakia. It showed the stereotypes that may exist on both sides, which can make collaboration difficult if the teams have not reflected on them. Putting it into practice in a small example among the participants was really fun.
Rob van Lanen explained why and how they had realized FedExDays with his company’s developers in the Netherlands. This is a 24-hour slot, in which the developers can develop whatever they want – the only condition is that they must present it after that time. The department provides food and drinks, and the CEO is present at the demo at the end. The participants created 4 products, a traffic light tool for the software build, and a gaming application. They self-organized to do Scrum in one-hour slots and even pair programming. It was a great motivational boost for the teams.
Claudio Perrone gave an excellent introduction to A3 and Kaizen, which can actually be understood when you look at this outstanding presentation: http://www.slideshare.net/cperrone/a3-kaizen-heres-how. In this way, continuous improvement can be introduced on all levels: in the project team and on organizational level with the managers. This is something we should put more emphasis on soon.
Torsten Kalnin explained how the Wikispeed team builds modular speed cars using very little fuel with lean and agile virtual collaboration of volunteers around the world – an amazing example for agile hardware development – see also at http://www.techflash.com/seattle/2011/02/the-future-of-cars-and-everything.html.
I visited a few more talks related to big agile transitions, offshore and distributed experiences, which we later followed up with discussions in the Open Space.
Open Space facilitated by Mike Sutton
The most intense part of the unconference was surely the Open Space sessions: everybody posted his/her topics at a common marketplace, and there were a lot of different spaces in the venue where we could start discussing around a flipchart. On the first day, I proposed a talk about organizational impediments, to get stories of what happened and how people actually resolved them.  Later, I was in another big agile transition discussion, and there I met a couple of people who also used communities of practice in their companies. So I had my topic for the next day: how to get CoPs going, and how to keep them alive in their original sense, as a means for knowledge acquisition, best practice exchange, and as a catalyst for improvements.
You can find almost all references from the conference in two places: http://ale2011.eu/resources/ and with #ALE2011 on Twitter. A lot of lean and agile conferences in the next future will be powered by the spirit of the ALE-Network, I am sure! 
DSC_6380 ivanKostial JurgenAppelo respect4people
Andrea Heck