Agile Lean Leadership builds organizational excellence in the complex domain with the Agile and Lean patterns.

Agile Lean Leadership is about applying these patterns to design a flexible, effective and efficient organization that gets the most value out of its efforts. At the same time staying nimble and able to react to new opportunities and challenges. Read more here:

The Challenge

As Agile practices and in particular Scrum have become generally accepted in project management and product development, organizations face challenges in reaping the same benefits at the organizational level as they have at the project and team level.

In Agile Teams we see transparency, ability to react quickly to change, the spirit of constant improvement and intrinsic motivation. There is a need to get these benefits out through the whole or­ga­niza­tion. As complexity in organizations grows and changes are accelerating, the need only gets bigger and bigger.

Geir Amsjø            |  Arne Åhlander   |  Kurt B. Nielsen

We, a group of Scandinavian Scrum Trainers and Coaches, have generalized the fundamental values, principles and patterns in Scrum, Agile and Lean, so they can scale out to a complete pattern for the organization. We have designed an educational program intro­du­cing leaders in organizations to Agile Lean Leadership.

Agile Lean Leadership – the Solution

We offer training courses, support and mentoring together with tools. The training provides a thorough walk-through of why, these patterns work at the organizational level, giving sufficient evidence of the validity of the mindset. The training also gives practices to follow and a road map for implementing them.

We are providing leaders the patterns and building blocks so they can design their organizations, not a checklist to follow, it starts with the right mindset. Leaders must have deep domain knowledge of the areas they operate in and take responsibility for the organizations.

The challenge is to bind the organization together with common values and purpose plus enough structure to operate well and predictably. There has to be enough structure and constraints so that everybody knows what is expected of them, and enough freedom to experiment, learn and use empirical process control. This creates a learning organization and opens the door to high performance, not only at the team level, but throughout the organization.

“Give everybody a chance to take pride and have joy in their work!”

W. Edwards Deming

Agile Lean Leadership – the Content

  • What's in it for me? Why should leaders be concerned about Lean and Agile in the whole organization? What benefits does it bring? Is it worth the effort?

  • The role of leadership in Agile and Lean – Understand the value of clear vision and how to communicate it. Understand how to create safety and transparency, work with intrinsic motivation, push responsibility as far as some­one is capable of carrying it. Remove impediments.

  • Preconditions for the Agile and Lean organization – First make it safe, then transparency must be in place. As a general rule everybody should willingly tell the truth and show the facts. Everybody must be at work to discover threats and opportunities – a human sensor network. Mandate must be granted to people so they can adapt. Everybody should know what is expected of them.

  • The dual leadership principle – this pattern is exemplified by the Product Owner and Scrum Master in Scrum. One with focus on the strategy, what should we do, one with focus on how, we work together. At every level there is a sort of CEO and a COO, looking out and looking in.

  • Generalizing Teams – into Circles, used throughout the organization to get jobs done sustainably and resiliently.

  • The organizational canvases – A set of patterns, tools and templates to facilitate development of good organization structures. How to analyze dependencies, re­sponse times and functional requirements of organizational circles. How to come up with structures that have high internal coherence and low external coupling.

  • The history of Agile Lean LeadershipTracing the history. We have a long and sound heritage.

  • Value based prioritization – Learn to build Story Maps with milestones, perform Kano analysis and impact estimation to engage stakeholders in prioritizing strategically.

  • A road-map – A set of practical steps that can be taken to start the process. How to achieve critical mass. Focus on the value creation, let other concerns be secondary.

The organizational relationship map

Learn how to build a proper transparent organization, that gets the job done in a good way, creates optimal value and is sustainable and resilient. An example is shown here.

Read more about it all in this document.