Continuous Participatory Change
Posted: Wed Dec 18, 2024 8:12 am
Also read: Agile working: a look back & the trends for 2018
Structure
Six areas were defined with five teams each. Each area got a lead and together they formed the Tribe leadership team .
Meetings
It was decided which meetings were needed to keep the entire tribe connected, the so-called operating rhythm .
Every week the area held an action meeting with fixed agenda items such as a check-in, the action list, the metrics, project updates and a check-out
Every two weeks there was an area demo , in which teams jointly presented their completed work (their increment )
Every six weeks a joint evaluation ( retrospective )
An Area Q meeting every quarter to recalibrate the strategy and overarching planning together
Membership
Where someone used to be responsible for his own specialism, he now feels responsible for the entire area. Also, a lot of attention is paid to team development, for example by giving feedback.
Innovation
Innovation is essential. The tribe defined where issues were, started experiments and improved in that way. They used the model of continuous participatory change for this .
Responding to disruption at Volkswagen Group in Germany
Sebastian Thimm told how he, together with agile coach Paul Takken, introduced the Volkswagen Group factory in Germany to an agile way of working. The world is changing ever faster and innovation is essential to connect with all the change. These men created a multidisciplinary team with which they developed 13 disruptive factory scenarios within four months. The result? Four of these scenarios have been further developed and have already been partially implemented. But above all, Volkswagen became enthusiastic about a different way of innovating and working. People also started doing new projects in an agile way. And thanks to the careful approach of Thimm and Takken, this also penetrated the board level.
Team presentation.
Photo: Aron Suveg.
How do you ensure that your (business) plan succeeds? Start by putting your plan on one A4, this is possible with OGSM. In this article I will show you how to make an OGSM and how to get it sharp. A handy finger exercise to get started with immediately and concretely. In addition, I would like to give you some pitfalls that you should think about. Because with a sharp plan in hand, you can make your company or organization a success.
nd of course a lot of courage.
Temperature, sweetness, fluidity: entire vietnam telegram data research teams have been busy making the McDonald's milkshake even more perfect. With the aim of course to sell even more. But all the improvements yielded no results.
Observing customers
According to Harvard Business School professor Clayton Christensen, that was because the researchers were so focused on the product and ignored the customer. One of his fellow researchers, Gerald Berstell, out of frustration, started observing milkshake buyers in McDonald's stores. For a few weeks, 18 hours a day. What did he find? Most milkshakes were sold before 8 a.m., to people who were alone, bought a milkshake by themselves and drank it outside the restaurant.
Customers were asked for the reason to buy a milkshake. What turned out? The most important reason was to make the daily commute less boring. Based on this discovery, a new milkshake was designed. It stayed thick longer, pieces of fruit were added for a different taste and a separate milkshake tap was added at the entrance. This meant that customers did not have to wait in a general queue, they could fill the cup themselves. The result? Turnover tripled.
Structure
Six areas were defined with five teams each. Each area got a lead and together they formed the Tribe leadership team .
Meetings
It was decided which meetings were needed to keep the entire tribe connected, the so-called operating rhythm .
Every week the area held an action meeting with fixed agenda items such as a check-in, the action list, the metrics, project updates and a check-out
Every two weeks there was an area demo , in which teams jointly presented their completed work (their increment )
Every six weeks a joint evaluation ( retrospective )
An Area Q meeting every quarter to recalibrate the strategy and overarching planning together
Membership
Where someone used to be responsible for his own specialism, he now feels responsible for the entire area. Also, a lot of attention is paid to team development, for example by giving feedback.
Innovation
Innovation is essential. The tribe defined where issues were, started experiments and improved in that way. They used the model of continuous participatory change for this .
Responding to disruption at Volkswagen Group in Germany
Sebastian Thimm told how he, together with agile coach Paul Takken, introduced the Volkswagen Group factory in Germany to an agile way of working. The world is changing ever faster and innovation is essential to connect with all the change. These men created a multidisciplinary team with which they developed 13 disruptive factory scenarios within four months. The result? Four of these scenarios have been further developed and have already been partially implemented. But above all, Volkswagen became enthusiastic about a different way of innovating and working. People also started doing new projects in an agile way. And thanks to the careful approach of Thimm and Takken, this also penetrated the board level.
Team presentation.
Photo: Aron Suveg.
How do you ensure that your (business) plan succeeds? Start by putting your plan on one A4, this is possible with OGSM. In this article I will show you how to make an OGSM and how to get it sharp. A handy finger exercise to get started with immediately and concretely. In addition, I would like to give you some pitfalls that you should think about. Because with a sharp plan in hand, you can make your company or organization a success.
nd of course a lot of courage.
Temperature, sweetness, fluidity: entire vietnam telegram data research teams have been busy making the McDonald's milkshake even more perfect. With the aim of course to sell even more. But all the improvements yielded no results.
Observing customers
According to Harvard Business School professor Clayton Christensen, that was because the researchers were so focused on the product and ignored the customer. One of his fellow researchers, Gerald Berstell, out of frustration, started observing milkshake buyers in McDonald's stores. For a few weeks, 18 hours a day. What did he find? Most milkshakes were sold before 8 a.m., to people who were alone, bought a milkshake by themselves and drank it outside the restaurant.
Customers were asked for the reason to buy a milkshake. What turned out? The most important reason was to make the daily commute less boring. Based on this discovery, a new milkshake was designed. It stayed thick longer, pieces of fruit were added for a different taste and a separate milkshake tap was added at the entrance. This meant that customers did not have to wait in a general queue, they could fill the cup themselves. The result? Turnover tripled.