How to Apply ELSE: Difference between revisions

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The Perspectives discuss the background thinking behind the Principles. The Change Perspective includes a detailed discussion of the process for applying the ELSE Scaling Principles. In summary, the list below outlines the major activities and suggested order:
ELSE proposes that change is an emergent and evolutionary approach. As such, at the core, it's about designing experiments that drive the change in a useful direction. But... what is this direction? Agility is about value delivery and the capability of "turning on a dime for a dime"<ref>http://www.gurteen.com/gurteen/gurteen.nsf/id/to-turn-on-a-dime-for-a-dime</ref>, i.e. optimising for adaptability in product development. A common characteristic of many companies is to have a high level of [[Accidental Complexity]] in the way they have organised their product development. As such, how products and value streams are set up is a key element to inform change.


# Engage people and create the safety to surface issues and try experiments
We noticed that often the improvement work on Teams, Product Ownership and Leadership to create a more agile ecosystem is severely constrained within the limits of how the value stream is structured.
# Collaboratively map the current context
# Use the ELSE Scaling Principles to analyse the context for gaps
# Identify improvement options and prioritise
# Shape, run and support experiments
# Review, adapt and learn from the experiments
# Emerge practice
# Broaden and evolve
# Repeat


Given streamlining the value stream and achieving a more end-to-end product can open up greater opportunities for improvement, it makes sense to start improvement iterations from this perspective. 


To understand the best way to do it, [[The Product Perspective]] and the [[Defining Products|Defining Products Principles]] provide the background knowledge to inform your experiments.


ELSE proposes that change is an emergent and evolutionary approach. As such, at the core, it's about designing experiments that drive the change in a useful direction. But... what is this direction? Agility is about value delivery and the capability of "turning on a dime for a dime"<ref>http://www.gurteen.com/gurteen/gurteen.nsf/id/to-turn-on-a-dime-for-a-dime</ref>, i.e. optimising for adaptability in product development. One characteristic of many companies is to have a huge [[Accidental Complexity]] in the way they have organised their product development. As such, how products and value streams are set up is a key element to inform change. We noticed that often the work on Teams, Product Ownership and Leadership to create an agile ecosystem is severely limited by how the value stream is structured. 
[[File:ELSE - Align to end-to-end Products.png|frameless|800x800px]]


Streamlining the value stream usually involves also changing organisational structures, thus enabling a more effective work on the whole organisation.


To understand the best way to do it, [[The Product Perspective]] as well as the [[Defining Products|Defining Products Principles]] provide the basic knowledge to inform your experiments.


[[File:ELSE - Align to end-to-end Products.png|frameless|800x800px]]
As the definition of Product evolves and makes new improvement opportunities possible, [[The Teams' Perspective]] and [[The Coaching Perspective]] and all the Principles will help in the design of experiments that help reshape the organisational environment.     


As the definition of Product evolves, so it open more opportunities to evolve Team structures, Product Ownership and the overall System of Work, including how Leadership operates. [[The Teams' Perspective]] and [[The Coaching Perspective]] and all the Principles will help in the design of experiments that shape the organisational environment.
&nbsp;                                                                                                                                                                                                                                                                                         


To help you in the implementation of these experiments, [[The Change Perspective]] describes how to create the needed emergent evolutionary culture in your organisation based on the ELSE actionable principles, which can be summarised as follows:
To help you in the implementation of these experiments, [[The Change Perspective]] describes how to create the needed emergent evolutionary culture in your organisation based on the ELSE actionable principles, which can be summarised as follows:


# Engage people and create the safety to surface issues and try experiments
[[File:ELSE Change Journey.png|frameless|800x800px]]
# Collaboratively map the current context
 
# Use the ELSE Scaling Principles to analyse the context for gaps
 
# Identify improvement options and prioritise
 
# Shape, run and support experiments
 
# Review, adapt and learn from the experiments
 
# Emerge practice
The catalyst of this work is, of course, Leadership! In order to support this work, leaders lead by example and take themselves through a change process that involves learning to work as an end-to-end leadership team, rather than focusing on their individual silos.
# Broaden and evolve
# Repeat
The catalyst of this work is, of course, Leadership! In order to support this work, they need to go themselves through a change process that involves learning to work as an end-to-end leadership team, rather than focusing their individual work on silos.

Latest revision as of 12:06, 30 January 2024

ELSE proposes that change is an emergent and evolutionary approach. As such, at the core, it's about designing experiments that drive the change in a useful direction. But... what is this direction? Agility is about value delivery and the capability of "turning on a dime for a dime"[1], i.e. optimising for adaptability in product development. A common characteristic of many companies is to have a high level of Accidental Complexity in the way they have organised their product development. As such, how products and value streams are set up is a key element to inform change.

We noticed that often the improvement work on Teams, Product Ownership and Leadership to create a more agile ecosystem is severely constrained within the limits of how the value stream is structured.

Given streamlining the value stream and achieving a more end-to-end product can open up greater opportunities for improvement, it makes sense to start improvement iterations from this perspective.

To understand the best way to do it, The Product Perspective and the Defining Products Principles provide the background knowledge to inform your experiments.


As the definition of Product evolves and makes new improvement opportunities possible, The Teams' Perspective and The Coaching Perspective and all the Principles will help in the design of experiments that help reshape the organisational environment.

 

To help you in the implementation of these experiments, The Change Perspective describes how to create the needed emergent evolutionary culture in your organisation based on the ELSE actionable principles, which can be summarised as follows:



The catalyst of this work is, of course, Leadership! In order to support this work, leaders lead by example and take themselves through a change process that involves learning to work as an end-to-end leadership team, rather than focusing on their individual silos.

  1. ↑ http://www.gurteen.com/gurteen/gurteen.nsf/id/to-turn-on-a-dime-for-a-dime
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