"How can we create our own
context-specific Agile framework
tailored to serve our business strategy?"
Jane is the CEO of a company whose success is heavily dependent on its software product. She is deeply concerned about the continuously and significantly worsening benefit-cost ratio of the core company's product, despite implementing one of the most popular Agile Frameworks a year ago.

As she peruses reports from different departments, she discovers that the development cost is exorbitant and continues to rise due to active hiring. On the other hand, the speed of delivery isn't increasing; in fact, it's decreasing. Even more troubling is the fact that customers like the delivered features less than the alternative offerings from the company's competitors.

The Chief Product Officer is concerned about too long Time-to-Market. In turn, the CTO emphasizes the achievement of impressive numbers related to resource utilization, functional standards, and component delivery. They believe the increasing complexity of the product impacts their speed of delivery and more people are needed to address this issue. Jane recalls that the same happened already three times during a couple of last years and adding more people did not solve the problem but even worsened it.

The Agile framework was their best hope. However, Agile Coaches point out that despite the correctly implemented framework, people's behaviors and mindsets haven't changed. It just seems that even though their framework works in itself, it does not work for the company's outcomes in its specific context.

Is there any no-magic, pure-logic-based way to organize digital-product-based companies for the sole purpose of strategic goals?

"How can we create our own
context-specific Agile framework
tailored to serve our business strategy?"
Jane is the CEO of a company whose success is heavily dependent on its software product. She is deeply concerned about the continuously and significantly worsening benefit-cost ratio of the core company's product, despite implementing one of the most popular Agile Frameworks a year ago.

As she peruses reports from different departments, she discovers that the development cost is exorbitant and continues to rise due to active hiring. On the other hand, the speed of delivery isn't increasing; in fact, it's decreasing. Even more troubling is the fact that customers like the delivered features less than the alternative offerings from the company's competitors.

The Chief Product Officer is concerned about too long Time-to-Market. In turn, the CTO emphasizes the achievement of impressive numbers related to resource utilization, functional standards, and component delivery. They believe the increasing complexity of the product impacts their speed of delivery and more people are needed to address this issue. Jane recalls that the same happened already three times during a couple of last years and adding more people did not solve the problem but even worsened it.

The Agile framework was their best hope. However, Agile Coaches point out that despite the correctly implemented framework, people's behaviors and mindsets haven't changed. It just seems that even though their framework works in itself, it does not work for the company's outcomes in its specific context.

Is there any no-magic, pure-logic-based way to organize digital-product-based companies for the sole purpose of strategic goals?


Jane, the CEO of a a company whose success is heavily dependent on its software product.

"How can we create our own
context-specific Agile framework
tailored to serve our business strategy?"

Jane is deeply concerned about the continuously and significantly worsening benefit-cost ratio of the core company's product, despite implementing one of the most popular Agile Frameworks a year ago.

As she peruses reports from different departments, she discovers that the development cost is exorbitant and continues to rise due to active hiring. On the other hand, the speed of delivery isn't increasing; in fact, it's decreasing. Even more troubling is the fact that customers like the delivered features less than the alternative offerings from the company's competitors.

Upon investigating the situation, Jane encounters differing opinions. The Chief Product Officer is concerned about the lowering speed of delivery. In turn, the CTO emphasizes the achievement of impressive numbers related to resource utilization, functional standards, and component delivery. They believe the increasing complexity of the product impacts their speed of delivery and more people are needed to address this issue.

Jane recalls that the same happened already three times during a couple of last years and adding more people did not solve the problem but even worsened it. All the solutions they tried out worked for some other metrics but the business outcomes.

The Agile framework was their best hope. Fully puzzled, Jane turns to the Agile Coaches. They point out that despite the correctly implemented framework, people's behaviors and mindsets haven't changed. It just seems that even though their framework works in itself, it does not work for the company's outcomes in its specific context.

Is there any no-magic, pure-logic-based way to organize digital-product-based companies for the sole purpose of strategic goals?
SOME OF OTHER ADDRESSED QUESTIONS
  • Max, CTO
    How should we choose an Agile framework not "by heart" but through pure logic?

    Or how should we customize our existing framework to better fit our specific context?
  • Eva, COO
    How should we choose optimal organizational solutions from a multitude of options to address the intentional gaps in our Agile framework?

    How can we ensure that our framework works in synergy with the rest of the broader organization?
  • Mike, Agile Coach
    How can we create a strong stimulus for the necessary cultural shift, apart from just showing good examples?

    How can we resolve the endless debates surrounding "good" or "bad" organizational solutions?

Certified Course
DESIGNING AGILE ORGANIZATIONS
PLUS

Learn from the standard 2-day DAO course and get 1 extra day as a bonus!

You can still choose to attend only the first two days for the main part and get certified.

The bonus day is optional and free of extra charge.

It enables you to practice the learned in the DAO course

while in parallel learning and practicing ORCA FACILITATION™.

Certified Course
DESIGNING AGILE ORGANIZATIONS
PLUS

Learn from the standard 2-day DAO course and get 1 extra day as a bonus!

You can still choose to attend only the first two days

for the main part and get certified.

The bonus day is optional and free of extra charge.

It enables you to practice the learned in the DAO course

while in parallel learning and practicing ORCA Facilitation™.

YOUR NEW APPROACHES

* To develop your own context-specific Agile framework that encompasses all the necessary parts of the company.

* To select, extend, or customize "standard" frameworks to ensure they solely serve your business strategy.

* To find optimal organizational solutions for aspects not addressed by "standard" frameworks.

* To ensure alignment of all organizational solutions on business strategy.

* To optimize your management and HR practices to support and foster Agility.

YOUR NEW KNOWLEDGE

Main topics covered within the standard 2-day part of the course:

* Organizational Design as a system

* Basics of Organizational Systems Thinking

* Sysatem Optimization Goals derived from Strategy

* Optimization Goals for Agile organizations

* Designing Agile organizations based on respective Optimization Goals

* Axioms of organizational behaviors

* Agile Organization Design Guidelines

* From organizational design to its implementation

YOU ARE
  1. Either a Top / Senior Manager with authority to decide upon or influence organizational structures, processes, reward systems, and people-related matters (this is recommended that Tech, Business, and other senior leadership representatives attend, preferably together).
  2. Or a Product / Agile professional (e.g. a Product Manager, Agile Coach, Scrum Master) who is eager to know how Agile culture and mindset with product and customer centricity will become something people strive for due to a respective organizational redesign.
As a bonus, you will have an opportunity (not an obligation) to attend an extra day of learning and practicing based on ORCA Facilitation™ free of charge!

As a result, you will get both theoretical knowledge and practical experience in Organizational Root-Cause Analysis and What-If Modelling in the context of your organization.
YOUR MAIN CERTIFICATE
As a result of passing the standard 2-day part,
you receive the following certification
CERTIFIED - DESIGNING AGILE ORGANIZATIONS
and get your profile listed on www.creatingagileorganizations.com
CERTIFIED - DESIGNING AGILE ORGANIZATIONS
YOUR BONUS CERTIFICATE
As a result of attending the optional 3rd day,
you receive the following certificate and badge
CERTIFIED ORCA FACILITATION™ PRACTITIONER
verifiable online by a unique link,
and easily shareable on social networks.
COURSE FOUNDATION
COURSE AGENDA
  • 1. Organizational Design

    1.1. Why Organizational Redesign?
    1.2. Organization System Model
  • 2. Organizational System Management

    2.1. Basics of Systems Thinking
    2.2. Optimization Goals
    2.3. Derive Required Capabilities from Strategic Focus
    2.4. What is an Agile Organization Design?
    2.5. What it means to be Adaptable?
    2.6. Business Strategy Drives Org. Design
    2.7. Flow Efficiency
    2.8. Choose an Operational Strategy
    2.9. Self-Management
  • 3. Agile Organization Design Guidelines

    3.1. Decouple Unit Functions
    3.2. Merge Units with Essential Interdependencies
    3.3. Combine Authority With Responsibility
    3.4. Product Group
    3.5. Contain Reciprocal Interdependencies
    3.6. Create Conditions for Emergent Coordination
    3.7. Commodity Platform
    3.8. Design Shared Services for Support
    3.9. Separate Product Mgmt. from Line Mgmt
    3.10. Multi-Skilled Development
    3.11. (Additional) Design for Broader Focused Feature Teams
  • 4. Completing the Organisation System Model

    4.1. Organisational System Management and System Feedback
    4.2. Skills and Knowledge for the Organizational Design
    4.3. Gemba
  • 5. Agile Adoption

    5.1. Overview of an Agile Organization Design
    5.2. Overview of Design Process
    5.3. Principles of an Agile Adoption
    5.4. Overview of an Adoption Approach
    5.5. Identify the Product Group
    5.6. Organizational Design to Eliminate Dependencies
  • 6. BONUS (3rd Day, Optional)
    ORCA FACILITATION ™

    Mixed theoretical learning and practical tasks based on the ORCA FACILITATION ™ PRIMER
TIME DISTRIBUTION
  • 50%

    Learning from the lecture
  • 50%

    Learning from practical exercises
NEAREST DAO PLUS COURSES
Lisbon Portugal
1595 EUR 1295 EUR Early Bird

Venue: TBC

Language: English

Join us in the sunny capital of Portugal full of amazing views, beaches, sunsets, people, and food! ☀️ The price includes lunch and training materials.
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+ 17 May as a BONUS (optional)
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05 - 06 Jun 2024
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June 2024, 2days
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Sydney, Australia
TBD, Early Bird

Express your interest (through the registration form) and get a discount to join us in one of the best cities in the world!

June 2024, 2days
+ 07 Jun as a BONUS (optional)
Zurich, Switzerland
2395 EUR 1995 EUR Early Bird

Join us in the sunny capital of Portugal full of amazing views, beaches, sunsets, people, and food! ☀️ The price includes lunch and training materials.

05 - 06 Jun 2024
+ 07 Jun as a BONUS (optional)
Lisbon Portugal
1595 EUR 1295 EUR Early Bird

Venue: TBC

Language: English

Join us in the sunny capital of Portugal full of amazing views, beaches, sunsets, people, and food! ☀️ The price includes lunch and training materials.
15 - 16 May 2024
+ 17 May as a BONUS (optional)
Your City
Special Price

Request Exclusively For Your Company

Your Dates
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Certified Designing Agile Organizations

2-day standard course

+ 1 optional bonus day for ORCA Facilitation™

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2-day standard course

+ 1 optional bonus day for ORCA Facilitation™

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