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“One Team, One System:” Optimizing for High Ada...

“One Team, One System:” Optimizing for High Adaptivity, Low Lead Time, and Highest Value​

Dr. Kim W Petersen

March 11, 2024
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  1. Definition: “Finite Game” Definition: “Infinite Game” Finite games are played

    by known players. Infinite games, in contrast, are played by known and unknown players. They have fixed rules There are no exact or agreed-upon rules And there is an agreed-upon objective that, when reached, ends the game Though there may be conventions or laws that govern how the players conduct themselves, within those broad boundaries, the players can operate however they want. e.g., Football, is a finite game. In finite games, there is always a beginning, a middle and an end In finite games, there’s a single, agreed-upon metric that separates the winner from the loser, things like goals scored, speed or strength. In infinite games, there are multiple metrics, which is why we can never declare a winner. In a finite game, the game ends when its time is up and the players live on to play another day (unless it was a duel, of course). • In an infinite game, it’s the opposite. • It is the game that lives on, and it is the players whose time runs out. • Because there is no such thing as winning or losing in an infinite game, the players simply drop out of the game when they run out of the will and resources to keep playing. • In business we call this bankruptcy or sometimes merger or acquisition. (Sinek, 2019)
  2. How To Optimize for the Infinite Game? : High Adaptivity

    Low Lead Time Highest Value (Larman, 2022)
  3. How To Optimize for the Infinite Game? : High Adaptivity

    Low Lead Time Highest Value (Larman, 2022)
  4. Example: Component Team Initiatives Optimized To Deliver On Their Initiatives?

    Optimized for Cross-Team Initiative Efforts? High Adaptivity ? Low Lead Time ? Highest Value Maybe High Adaptivity No Low Lead Time No Highest Value No
  5. High Adaptivity Low Lead Time Highest Value Local Optimization Global

    Optimization Silo structure Integrated Structure
  6. High Adaptivity Low Lead Time Highest Value Local Optimization Global

    Optimization Silo structure Integrated Structure
  7. High Adaptivity No Low Lead Time No Highest Value No

    Optimized for Cross-Team Initiative Efforts? Local Optimization Global Optimization Yes No
  8. High Adaptivity No Low Lead Time No Highest Value No

    Optimized for Cross-Team Initiative Efforts? Locally Optimization Globally Optimization Yes No
  9. High Adaptivity YES Low Lead Time YES Highest Value YES

    Optimized for Cross-Initiative Efforts? Locally Optimized Globally Optimized No Yes
  10. High Adaptivity YES Low Lead Time YES Highest Value YES

    Optimized for Cross-Initiative Efforts? Locally Optimized Globally Optimized No Yes
  11. “Until you fix the organizational design, people’s behavior is not

    going to change.” (Larman, 2022) “Unless you fix the organizational design elements that are consistent with what you want, [or optimized for], you're not going to get what you want because it’s far deeper than just behavior and attitude.” (Larman, 2022) “The way to scale is by descaling the organization; the way to be able to make more teams work together; not by adding more roles and processes, but by removing them simplifying the organization” (Larman, 2022)
  12. …to succeed in the Infinite Game of business, we have

    to stop thinking about who wins or who’s the best and start thinking about how to build organizations that are strong enough and healthy enough to stay in the game for many generations to come. (Sinek, 2019) …The benefits of which, ironically, often make companies stronger in the near term also (Sinek, 2019).
  13. “When we lead with a finite mindset in an infinite

    game, it leads to all kinds of problems, the most common of which include the decline of trust, cooperation and innovation.” (Sinek, 2019)
  14. References Larman, C. (2022). AgileByExample 2022: Craig Larman - Organizational

    design for l-scale adaptive product development Krivitsky, A. (2020). Dead by copy-paste Scrum! Or why cloning Scrum leads to bad org design? Sinek, S. (2019). The infinite game. Penguin.
  15. Pointing in one direction, the sign says “Victory.” Pointing in

    another direction, the sign says “Fulfillment.” We must pick a direction. Which one will we choose? If we choose the path to Victory, the goal is to win! We will experience the thrill of competition as we rush toward the finish line. Crowds gather to cheer for us! And then it’s over. And everyone goes home. (Hopefully we can do it again) If we choose the path to Fulfillment, The journey will be long. There will be times in which we must watch our step There will be times we can stop to enjoy the view we keep going. we keep going. Crowds gather to join us on the journey. And when our lives are over, those who joined us on the path to Fulfillment will keep going without us and inspire others to join them too.
  16. • Leading with an infinite mindset in an infinite game,

    in contrast, really does move us in a better direction • Groups that adopt an infinite mindset enjoy vastly higher levels of trust, cooperation and innovation and all the subsequent benefits. • If we are all, at various times, players in infinite games, then it is in our interest to learn how to recognize the game we are in and what it takes to lead with an infinite Mindset • It is equally important for us to learn to recognize the clues when finite thinking exists so that we can adjust before real damage is done (Sinek, 2019)
  17. Team Exercise: What are some of the organizational Design Elements

    and techniques that inhibit switching cheaply not just delivering fast? What are some example org Design Elements related to this idea?
  18. What is an example of an org. design element that

    is consistent with adaptiveness and low lead time and the answer is?
  19. Feature Teams Comprised of both Cross Functional and Cross Component

    teams Optimized to Delivery on: • HIGHEST VALUE: Across the IS Enterprise • Problem Solvers not Programmers • Product Developers not Software developers • Characterized by Dreaming + Thinking + Doing: dream with the customer, they think through how to Develop, and they Deliver • Co-Creation of the Product to Focus on Outcome Not Output