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خلاصه

آیا شرکت شما از بحران نوآوری رنج می برد؟ با استفاده از روش های چابک در سازمان خود با استفاده از چارچوب ارائه مدل سازمان چابک ما، سازمان خود را از یک تیم بدون نوآوری ثابت به یک تیم ماتریسی و متمرکز بر نوآوری تبدیل کنید. همچنین، یاد بگیرید که گروه لگو چگونه روش های چابک را برای انتقال قدرت تصمیم گیری به بخش های توسعه شرکت برای حل مشکلات به محض بروز آنها اعمال کرده است.

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The Agile Organization Model has several practical applications in the tech industry. It can be used to foster a culture of continuous improvement and innovation. Tech companies can use this model to quickly adapt to changes in the market, customer needs, or technology trends. It also promotes a collaborative environment where decision-making power is distributed across the team, allowing for quick problem-solving and decision-making. Examples of this can be seen in companies like Lego Group, where agile methods have been applied to pass decision-making power to the development departments to solve problems as they arise.

The Agile Organization Model differs from traditional business frameworks in several ways. Firstly, it emphasizes flexibility and adaptability, allowing businesses to respond quickly to changes in the market. Secondly, it promotes a culture of continuous learning and improvement, with teams regularly reflecting on how to become more effective. Thirdly, decision-making power is often decentralized, enabling teams to solve problems as they arise. Lastly, it encourages a customer-focused approach, with teams working closely with customers to understand their needs and deliver value.

The main components of the Agile Organization Model include:

1. Agile Leadership: Leaders who promote agility, empower their teams, and are open to change.

2. Agile Teams: Teams that are cross-functional, self-organizing, and able to quickly adapt to changes.

3. Agile Culture: A culture that encourages collaboration, flexibility, and customer-centricity.

4. Agile Processes: Processes that are iterative, incremental, and focused on delivering value quickly.

5. Agile Infrastructure: An infrastructure that supports agile working methods and tools.

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برجسته های اسلاید

حرکت به ساختار سازمانی چابک جدید سخت است. از این اسلاید برای بیان و تجزیه و تحلیل تمامی مؤلفه هایی که تغییر خواهند کرد، استفاده کنید. روش های چابک، مانند Scrum Process, Kanban Methodology و مدل پروژه Lean می تواند مفید باشد.

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با این اسلاید، نقشه قبیله خود را بکشید. در حقیقت، نقشه قبیله نشان می دهد چگونه تیم ها کار می کنند و عملکرد دارند و نمودار سازمانی را ارائه می دهد که محور قابلیت را نشان می دهد و نشان می دهد کدام مهارت های مشترک متعلق و کنترل شده است.

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لیست کارهایی که باید انجام شود و کارهایی که نباید انجام شود در فرآیند تحول را بنویسید. کارهایی که باید انجام شود ممکن است شامل کار بر روی مواد اصلی و رعایت قوانین باشد و کارهایی که نباید انجام شود ممکن است شامل ترس از شکست و نگه داشتن ذینفعان در تاریکی باشد.

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Yes, there are numerous case studies that demonstrate the effectiveness of the Agile Organization Model in organizational transformation. Companies like IBM, Microsoft, and Spotify have successfully implemented Agile methodologies and have seen significant improvements in productivity, customer satisfaction, and employee engagement. However, it's important to note that the success of Agile transformation depends on various factors such as the organization's culture, leadership commitment, and the ability to adapt to change.

A company that could benefit from the Agile Organization Model is Amazon. Amazon's vast and diverse operations could be streamlined with the Agile model. This model would allow Amazon to quickly adapt to changes in the market, customer preferences, and technology. It would also foster a culture of continuous improvement and innovation. The Agile model's emphasis on cross-functional teams could enhance collaboration and efficiency within Amazon, breaking down silos and fostering a more cohesive and effective organizational structure.

Common challenges in transitioning to the Agile Organization Model include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from traditional hierarchical structures to a more collaborative and flexible approach. These challenges can be overcome by providing comprehensive training on agile principles and practices, fostering a culture of open communication and collaboration, and gradually implementing changes while providing support and guidance throughout the transition process.

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بررسی کلی

به گفته شرکت مشاوره مدیریت، McKinsey & Co، تفاوت بین سازمان های سنتی و چابک در این است که سازمان های سنتی بر اساس یک ساختار سلسله مراتبی ثابت می چرخند، در حالی که سازمان های چابک بیشتر شبکه ای از تیم ها هستند که در چرخه های یادگیری و تصمیم گیری سریع عمل می کنند. به عبارت دیگر، رویکرد چابک به سازمان ها به عنوان ارگانیسم های زنده نگاه می کند، در حالی که رویکرد سنتی به سازمان ها به عنوان ماشین ها نگاه می کند.

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The Agile Organization Model views organizations differently from traditional models in that it sees organizations as living organisms rather than machines. Traditional models revolve around a static structural hierarchy, whereas agile organizations are seen as a network of teams operating in rapid learning and decision-making cycles. This approach allows for more flexibility and adaptability in response to changes.

The Agile Organization Model differs from traditional business frameworks in several ways. Traditional business models often revolve around a static structural hierarchy, while the Agile model is more of a network of teams operating in rapid learning and decision-making cycles. This means that Agile organizations are more adaptable and can respond more quickly to changes in the business environment. In contrast, traditional models can be slower to adapt due to their hierarchical structure. Additionally, the Agile model views organizations as living organisms, while traditional models often view organizations as machines. This difference in perspective can lead to different approaches in how the organization is managed and how decisions are made.

Almost any company can benefit from the Agile Organization Model, but let's take the example of a large, traditional manufacturing company. This type of company often struggles with slow decision-making processes due to its hierarchical structure. By adopting the Agile Organization Model, it could form cross-functional teams that can make decisions quickly and independently. This would speed up the decision-making process, allow for rapid adaptation to market changes, and ultimately increase the company's competitiveness.

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"سازمان های سنتی ارگان های حاکمیت خود را در اوج خود قرار می دهند و حقوق تصمیم گیری از سلسله مراتب پایین می روند؛ در مقابل، سازمان های چابک یک هدف مشترک را تثبیت می کنند و با استفاده از داده های جدید، حق تصمیم گیری را به تیم هایی که نزدیک ترین به اطلاعات هستند، می دهند. یک سازمان چابک به طور ایده آل می تواند سرعت و توانایی سازگاری را با ثبات و کارایی ترکیب کند،" McKinsey در وبسایت خود می نویسد.

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The Agile Organization Model enhances productivity through several practical applications. Firstly, it decentralizes decision-making, allowing teams closest to the information to make informed decisions quickly. This increases the speed of decision-making and reduces bottlenecks. Secondly, it promotes adaptability, enabling organizations to respond swiftly to changes in the business environment. Lastly, it combines velocity and stability, ensuring that while the organization is quick to adapt, it also maintains efficiency in its operations.

Common challenges in adopting the Agile Organization Model include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from a traditional hierarchical structure to a more flexible, team-based one. These challenges can be overcome by providing comprehensive training, fostering a culture of openness and collaboration, and gradually implementing changes while providing support and guidance.

The main components of the Agile Organization Model include a common purpose, decision rights given to teams closest to the information, and the ability to combine velocity and adaptability with stability and efficiency. This model is designed to be more responsive and adaptable to change, compared to traditional hierarchical models.

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آناتومی

به گفته McKinsey، آناتومی یک سازمان چابک موفق از پنج مؤلفه اصلی تشکیل شده است:

  1. استراتژی، که شامل هدف و دیدگاه مشترک؛ حس کردن و بهره گیری از فرصت ها؛ تخصیص منابع انعطاف پذیر و راهنمایی استراتژیک عملیاتی است.
  2. ساختار، که شامل ساختار صاف و واضح و نقش های مسئول؛ حکومت عملی؛ جوامع قوی تمرین؛ شراکت های فعال و اکوسیستم؛ محیط فیزیکی و مجازی باز و سلول های مسئول مناسب است.
  3. فرآیند، که شامل تکرار سریع و آزمایش، روش‌های استاندارد کار، گرایش به عملکرد، شفافیت اطلاعات، یادگیری مداوم و تصمیم‌گیری مبتنی بر عمل است.
  4. تیم‌ها، که شامل جامعه متحد، رهبریت مشترک و خدمتگزار، انگیزه کارآفرینی و انعطاف‌پذیری نقش است.
  5. تکنولوژی، که شامل معماری، سیستم‌ها و ابزارهای تکنولوژیکی در حال تکامل، به علاوه روش‌های توسعه و تحویل تکنولوژی نسل بعدی است.
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The Agile Organization Model can significantly contribute to a company's digital transformation initiatives in several ways. Firstly, it promotes a shared purpose and vision, which is crucial for aligning digital transformation goals across the organization. Secondly, it encourages sensing and seizing opportunities, which can help in identifying and leveraging digital trends. Thirdly, it supports flexible resource allocation and actionable strategic guidance, which can ensure efficient use of resources and effective decision-making in digital initiatives. Moreover, the model's emphasis on rapid iteration, experimentation, information transparency, and continuous learning can foster a culture of innovation and adaptability, which is key to digital transformation. Lastly, the model's focus on evolving tech architecture, systems, and tools can facilitate the adoption and integration of new digital technologies.

In the Agile Organization Model, technology plays a crucial role. It involves evolving tech architecture, systems, and tools, as well as next-generation tech development and delivery practices. This means that technology is not static but continuously evolving to meet the needs of the organization. It also implies that the organization is always on the lookout for new technologies that can improve their processes and deliver better results. Furthermore, the use of next-generation tech development and delivery practices ensures that the organization is always at the forefront of technological advancements, giving it a competitive edge.

The Agile Organization Model encourages continuous learning and action-oriented decision making through its process component. This includes rapid iteration and experimentation, standardized ways of working, performance orientation, information transparency, and of course, continuous learning and action-oriented decision making. This model promotes a culture of constant learning from both successes and failures, and encourages quick, informed decision making based on the insights gained.

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کاربرد

در مقاله‌ای که برای فوربس نوشته است، مورین متکالف، مدیرعامل متکالف و همکاران، چهار عنصری را که رهبران باید در راه ایجاد یک سازمان چابک مسلط شوند، پوشش می‌دهد.

رویکرد رهبری استراتژیست

به گفته متکالف، تصمیم‌گیران سازمان‌های چابک باید به طرز متفاوتی در مورد کسب و کارهای خود فکر کنند و به طور منظم رویکرد و رفتار رهبری خود را به‌روز کنند، نه فقط فرآیندهای خود. "[رهبران] باید تمایل و توانایی تغییر کاری که انجام می‌دهند و چگونگی انجام آن را داشته باشند و باید انعطاف‌پذیری فکری و تأملگر باشند،" متکالف می‌نویسد.

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The Agile Organization Model aligns with digital transformation initiatives by promoting adaptability and flexibility in processes and decision-making. This model encourages leaders to regularly update their approach and behavior, not just their processes. It fosters intellectual versatility and reflection, which are crucial for navigating the rapid changes brought about by digital transformation. The Agile model's emphasis on willingness to change aligns with the core principle of digital transformation, which is to continually evolve and adapt to leverage digital technologies effectively.

Adopting the Agile Organization Model can present several challenges. These can include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from traditional hierarchical structures to more flexible and collaborative ones. Overcoming these challenges requires strong leadership, effective communication, and ongoing training. Leaders must be willing to change their approach and behavior, not just their processes. They need to be intellectually versatile and reflective, and regularly update their leadership approach. It's also important to foster a culture that embraces change and values continuous learning and improvement.

The main components of the Agile Organization Model are:

1. Agile Leadership: Leaders who are willing and able to change their approach and behavior, not just their processes. They need to be intellectually versatile and reflective.

2. Agile Culture: A culture that supports and encourages agility, including a willingness to change and adapt.

3. Agile Processes: Processes that are flexible and adaptable, allowing for quick and effective responses to change.

4. Agile People: Employees who are adaptable, flexible, and able to work in a fast-paced, changing environment.

5. Agile Structure: An organizational structure that supports agility, such as a flat structure that encourages collaboration and communication.

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فرهنگ چابک

فرهنگ شرکت و توافقات و ارزش‌های زیربنایی باید همیشه سازمان را بازتاب دهد. توافقات زیربنایی می‌تواند در مورد موضوعات زیر متمرکز باشد: رویکرد محور مشتری، شفافیت، و غیره.

اصول لین

استفاده از اصول لین به معنای افزایش مداوم کارایی، حذف زباله و افزایش ارزش ارائه شده به مشتریان است. رویکرد چابک نیز نیازمند تجزیه و تحلیل مداوم روش‌ها و فرآیندهای شرکت است.

روش‌های چابک

چهارمین عنصر یک شرکت چابک، روش توسعه چابک واقعی است که بر اساس منیفست چابک است.

منیفست چابک، نوشته مهندسان نرم‌افزار و توسعه‌دهندگان، کنت بک، جف سادرلند، مارتین فاولر، کن شوابر، می‌گوید:

"ما در حال کشف روش‌های بهتری برای توسعه نرم‌افزار هستیم با انجام آن و کمک به دیگران برای انجام آن. از طریق این کار ما به ارزش قائل شده‌ایم:

  • افراد و تعاملات بر فرآیندها و ابزارها
  • نرم‌افزار کاربردی بر اسناد جامع
  • همکاری با مشتری بر مذاکره قرارداد
  • پاسخگویی به تغییر بر دنبال کردن یک برنامه

یعنی، در حالی که در موارد سمت راست ارزشی وجود دارد، ما موارد سمت چپ را بیشتر ارزش قائل هستیم."

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مطالعات موردی

گروه لگو

در پایان سال 2014، تولید کننده اسباب بازی دانمارکی Lego با مشکلاتی در:

  • هماهنگی تیم‌های متقاطع
  • همکاری با مشتری
  • برنامه‌ریزی انتشار
  • توسعه پلتفرم

برای حل این مشکلات مداوم، در ژانویه 2015 شرکت تمام سازمان بازی‌های DS خود را به یک تیم از تیم‌ها تبدیل کرد، یک تندرستی مشترک معرفی کرد، مدیریت هماهنگی و وابستگی غیرمتمرکز و رویدادهای برنامه‌ریزی اتاق بزرگ هر هشت هفته یک بار. در نهایت، آزمایش چابک بسیاری از اثرات مثبت داشت، نه تنها بر روی DS بلکه بر روی سایر بخش‌هایی که با آن همکاری می‌کنند.

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The Agile Organization Model had a significant positive impact on the DS games organization and its collaborating departments. The transformation into a team-of-teams structure, introduction of a shared sprint cadence, and decentralization of synchronization and dependency management improved efficiency and productivity. Additionally, big-room planning events every eight weeks facilitated better communication and coordination. The agile experiment not only benefited the DS games organization but also positively influenced other departments that collaborated with it.

The Agile Organization Model differs from traditional business models in several ways. Firstly, it emphasizes flexibility and adaptability, allowing for quick responses to changes in the business environment. This is in contrast to more rigid models that follow a set plan. Secondly, the Agile model promotes a culture of collaboration and shared responsibility, where teams work together to achieve common goals. This is different from hierarchical models where decision-making is centralized. Lastly, the Agile model encourages continuous learning and improvement, unlike static models that do not adapt to new information or changes in the market.

The Agile Organization Model can be applied in the gaming industry by transforming the entire organization into a team-of-teams structure. This involves introducing a shared sprint cadence, decentralizing synchronization and dependency management, and organizing big-room planning events every eight weeks. This approach not only improves the efficiency and productivity of the gaming team but also positively impacts other departments that collaborate with it.

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تغییر به مدل چابک برای Lego منجر شد به:

  • کار تکراری کمتر. تیم‌ها بیشتر با یکدیگر هماهنگ هستند، بنابراین وقت کمتری را بر روی کارهای اضافی تلف می‌کنند.
  • مشکلات وابستگی کمتر. تیم‌ها وقت کمتری را در انتظار یکدیگر تلف می‌کنند. آن‌ها همچنین به صورت روان با سایر بخش‌ها و ذینفعان تعامل می‌کنند.
  • مدیران می‌توانند اولویت‌ها را به‌روز کنند و موانع را سریع‌تر حل کنند زیرا دید بهتری به وقایع واقعی دارند.
  • اعتماد مشتری به دلیل شفافیت بهبود یافته است، زیرا مشتریان فرایندها و نیت تیم‌ها را بهتر می‌فهمند
  • برنامه‌ریزی آسان‌تر است و تعهدات بیشتری انجام می‌شوند
  • برنامه‌ریزان حس بهتری از کل کار و ظرفیت دارند.
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Common challenges in applying the Agile Organization Model include resistance to change, lack of understanding of the agile principles, and difficulty in shifting from traditional hierarchical structures to self-organizing teams. These challenges can be overcome by providing comprehensive training, fostering a culture of continuous learning and improvement, and ensuring top-down support for the agile transformation.

Amazon could greatly benefit from the Agile Organization Model. With its vast and diverse operations, Agile would allow Amazon to adapt quickly to changes in the market and customer demands. It would reduce duplicated work and dependency problems, as teams would be more in sync and waste less time waiting for each other. Managers could update priorities and resolve issues faster, improving overall efficiency. Additionally, the transparency of Agile could enhance customer trust, as they would have a better understanding of Amazon's processes and intentions.

The main components of the Agile Organization Model include cross-functional teams, adaptive planning, customer collaboration, and iterative development. Cross-functional teams are composed of members with different expertise working towards a common goal. Adaptive planning allows for flexibility and changes in the project's direction based on feedback and learning. Customer collaboration emphasizes the importance of working closely with customers to understand their needs and deliver value. Iterative development involves breaking down the project into smaller parts, allowing for continuous improvement and adaptation.

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مشاوران چابک که آزمایش را رهبری کردند، هنریک کنیبرگ و ایک تیرستد براندسگارد، گفتند: "[...] این موضوع انگیزه اعضای تیم را افزایش داده است. رفتن به کار وقتی که کمتر گیج و گیج است و زباله کمتری وجود دارد، بیشتر سرگرم کننده است. و افراد مشتاق کار بهتری انجام می‌دهند، بنابراین یک چرخه مثبت است! تأثیر دیگری که ما دیده‌ایم این است که بخش‌های دیگر لگو به جلسه می‌آیند، بسیار الهام بخش می‌شوند و شروع می‌کنند به بررسی چگونگی پیاده‌سازی برخی از این اصول و روش‌ها در بخش خود. در واقع، چابکی مانند یک ویروس در شرکت در حال گسترش است و طبیعت بسیار قابل مشاهده رویداد برنامه‌ریزی PI مانند یک کاتالیزور است."

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The main components of the Agile Organization Model typically include: Agile teams, Agile leadership, Agile culture, and Agile practices. Agile teams are cross-functional groups that work together on projects in an iterative manner. Agile leadership involves leaders who promote agility by being adaptable, flexible, and open to change. Agile culture is a work environment that encourages collaboration, flexibility, and customer-centricity. Agile practices are methods and techniques used to implement agility, such as Scrum, Kanban, and Lean.

The Agile Organization Model aligns with digital transformation initiatives by promoting adaptability, flexibility, and quick response to changes. This model encourages continuous improvement and innovation, which are key aspects of digital transformation. It allows organizations to rapidly adapt to new technologies and market changes, thereby ensuring they stay competitive in the digital age. Moreover, the Agile model fosters a culture of collaboration and cross-functional teamwork, which is crucial for implementing digital transformation initiatives successfully.

The Agile Organization Model has several practical applications in the corporate sector. Firstly, it improves team motivation by reducing confusion and waste, making work more enjoyable and productive. Secondly, it encourages the spread of agile principles within the company, as other departments get inspired and start exploring how to implement these principles in their own areas. Lastly, it acts as a catalyst for change, with the highly visible nature of the PI planning event sparking interest and action.

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