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Culture 2.0

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Joachim Ritter

on 2 December 2015

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Transcript of Culture 2.0

Culture 2.0
1&1 MyWebsite
Head of Product Development MyWebsite
Joachim Ritter
Disruptive Shift in Strategy
:
Jump-Start of TV Spend
From 30 to 90 Employees

Major Change Required
Go Agile (to master capacity)
Continous Deployment (to release capacity)
2011
Implement Agile
Scrum & Kanban
Product Owner
Cross-functional Teams
...
2011
Culture is Key
2012
2013
And Now??
Leadership
culture
OWnership
Failure
Culture
Contineous
Improvement
Velocity
User Centricity
2014
2015
How?
Series of Experiments
Continuous Communication
Change Support Team
Feedback4Managers
Program goes Kanban
Change Barometer
Bunches
TIM - Team Ideas for MyWS
...
Thanks
Learnings
Feedback
for
Managers
3 of 27 Questions
Value of F4M:
Inspires discussions about culture
Group & Self-Calibration
Results: Joachim Ritter
60% Participation
Blue: Self-Assessment
Red: Team Assessment
New Leadership Model requires Managers to Change
Feedback essential for organizational development
Every employee feeds back to every manager 1-2 times a year
V-1
V-2
V-3
Emp
The true power of Agile did not unleash...
- Velocity ok but
not that great
- Poor Ownership
- Customer
Centricity?
- What goal?
How to measure?
- Role of Team Lead?
Why?
Goal Orientation
- Website Builder Product -
- Fierce competition -
- Front-end Centric -
- 100 Employees, 3 locations -
Intention:
- Make people
talk about it
- Measure relative
progress
Progress Barometer
FAILED
Be patient, it takes tiiiiiiime
Embrace
uncertainty
Don't study Agile, study
Complex Systems Theory
It has to be driven by the line, not HR
Biggest Challenges
(at this point)
Get Self-Organization going
Line org starts to become
dysfunctional
Build competencies
(to empower successfully)
Our Journey
Separate Line from Delivery
Be prepared to go deeper!
... never ending ...
1&1 MyWebsite
to maximize business value
The Agile way of change management
User behavior & needs, business value, KPI measurements...
Managers, team boundaries, overhead
Courage to do what it takes, establish teams, step out of role
Full transcript