Refactoring the Organization Design – LESS2010

I was fortunate to be invited to speak at the First International Conference on Lean Enterprise Software and Systems, 2010, in Helsinki last week. I presented on the topic of organization change, as part of the Scaling Agile to Lead track. More specifically, on the type of change that is implied when an organization decides to adopt agile and/or lean.

The main theme of my talk was in support of applying concepts from Stakeholder Management to support agile and lean adoption. I used the concept of refactoring to talk about some of the changes that can be made to organizations, and showed some examples of how Martin Fowler’s classic Refactorings can be re-purposed to talk about organization design rather than software design.

The main topics of my talk were:

  • Using Dan Pink’s Motivation 3.0 Type-I toolkit for intrinsic motivation as a guide for what we should be refactoring towards
  • Refactoring applied to Organization Design
  • Agile transition journeys
  • Designing a process: core framework versus toolbox
  • Refactoring toolshed
  • Stakeholder Management
  • Stakeholder Mapping applied to Scrum teams
  • Stakeholder Management and the challenges of Product Ownership for large organizations
  • Stakeholder Management and the role of manager
  • Stakeholder engagement
  • The power of metaphors for organizational learning
  • Jazz improvisation as a metaphor for organizational learning and stakeholder engagement
  • Artful Making as a metaphor for software development and stakeholder engagement
  • Organization Patterns

Paper Abstract

The following is from the abstract of my paper that was published in the conference proceedings:

Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.

The full conference proceedings are available form Springer.

Presentation slides

My presentation slides are here: