Agile Operating
Models – beyond Spotify

Spotify created and published a model that worked for their engineering culture at the time. Since then, they have continually adapted it to meet their changing needs. Despite them specifically advising others not to copy their model, it has become the default model many companies adopt for scaling agile for the enterprise. This Agile Leadership Collective meeting “Agile Operating Models – beyond Spotify”  focused on developing your own fit-for-purpose operating model.

 

Our panel consisted of

Matt Roberts, Group Manager – Agile at Genesis Energy

Dan Teo, CEO of Radically

Will Carey-Hill, Senior Manager Customer Experience Transformation at ASB

The panellists bought their experience with other models, including customisations and bespoke models they’ve applied. Matt shared how Genesis evolved their use of the Spotify model to make it a better fit for their situation. Will talked through his experiences at BankWest and ASB.  Dan shared what it has been like developing a custom operating model based on Holacracy but again evolved to meet Radically’s specific needs.

 

The discussion from all three panellists also covered leadership, how to obtain executive buy-in and support, Holacracy, and avoiding “capital A” agile. there was also extensive discussion on operating models versus human behaviours, and how the end outcome we are aiming to achieve is a shift to more collaborative, team-based behaviours and that any operating model should be based on those principles. There was a lot of focus on pragmatism, and how we can apply the things learned in Spotify without having to directly copy everything they did.  There was also discussion on the move to agile with executives, and how the increasingly changing business landscape is shifting the conversation to being more adaptive.

 

Sujith Ramachandra has again produced a beautiful visual canvas. For a high-resolution version, click on the picture below.

ALC Feb 2020 Graphic Recording v.1

The Role of HR in an Agile Organisation

As organisations move to more adaptive, agile models, many realise that agile is more of a mindset and culture than a set of practices and tools. Being successful with agile often requires a shift in culture to one that is more collaborative, transparent and supportive. But traditional HR practices are often inadequate, built of old fashioned models of compliance, process and order. When face with new demands, such a team-based behaviour over individual success, what needs to change for HR to support agile? This then begs the question: what is the role of HR in an agile organisation?

 

How might HR lead and influence an agile transformation? What role does HR play in supporting successful, long term change?

 

Our panel consisted of

Katie Williams, HR Director at Vodafone

Mike Sweet, Chief People Officer at EROAD

Penelope Barton, Chief People Officer at Crimson

A good HR organisation is trying to make itself redundant all the time by helping others develop the right mindset for success. This includes a growth mindset, self-awareness, team-based collaboration and an interest in self-management.

 

Michael shared how important it is to avoid predicting how individuals might perform in an agile model. “Don’t rule anybody out” was a phrase that struck many participants.

 

There was also discussion around the role of senior leaders in influencing change and how HR can help with this. The general sentiment was that it is vital to coach and mentor senior leaders in different approaches to how they lead. The phrase “the past is alluring “came up when discussing how easy it is to revert back to traditional, command and control behaviours when the pressure really comes on.

 

Sujith Ramachandra from Radically has again produced a beautiful visual canvas. For a high-resolution version, click on the picture below.

Agile-Leadership-Collective-The-Role-of-HR-in-Agile_small