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A g i l e i s t h e l a s t t h i n g y o u n e e d . A g i l e A u s t r a l i a , 2 0 1 8 Nigel Dalton, Chief Inventor, REA Group 2 h$ps://www.businessinsider.com.au/malcolm-turnbull-disrup9on-is-our-friend-2015-9 The Australia of

  1. A g i l e i s t h e l a s t t h i n g y o u n e e d . A g i l e A u s t r a l i a , 2 0 1 8 Nigel Dalton, Chief Inventor, REA Group

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  4. h$ps://www.businessinsider.com.au/malcolm-turnbull-disrup9on-is-our-friend-2015-9 “The Australia of the future has to be a nation that is agile, that is innovative, that is creative. We can’t be defensive, we can’t future-proof ourselves.

  7. So why is agile not everywhere?

  9. Adapted from Richard Thaler & Cass Sunstein, Nudge: Improving Decisions About Health, Wealth and Happiness (New Haven CT; Yale University Press, 2008)

  16. What we learned about the size of REA’s tables.

  17. Business context – continuously changing over time. Business context continuously changing over time. VUCA LIFE VUCA LIFE Volatility Uncertainty Complexity Ambiguity begin to change shape – Organisations begin to change shape Organisations Predictable regular business Predictable regular business The rise of the web leads to The rise of the web leads to global giants get focused on profitable, global giants get focused on profitable, cycles run by bureaucracies. cycles run by bureaucracies. global markets, unpredictable, global markets, unpredictable, local markets. Agility becomes a key local markets. Agility becomes a key short cycles of business and new short cycles of business and new organisations – inc capability. capability. organisations inc startups startups We ask our devices We ask our devices for information – for information We typed our We typed our We searched We searched some is pushed to some is pushed to property property by touching by touching Property related data is pushed Property related data is pushed us by algorithms. us by algorithms. searches into a searches into a the screen on a the screen on a to us on wearable devices to us on wearable devices keyboard keyboard mobile device. mobile device. based on known needs based on known needs DATA becomes DATA becomes the new oil the new oil The era of property search The era of property match 1995 2000 2005 2010 2015 2020 17

  19. Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. WARNING WARNING Kaizen Test & Learn. Lean & Agile Operations Lean & Agile Operations Ensure your ideas find a place Causes growth, and the need to re-evaluate to be owned and executed. the management model… GRAND UNIFYING THEOREM! Organisational health Strategy, purpose, values. Organisation structure. Productivity. Loop Building diversity of thinking of CONTAINS Invention Invention Management Management Building scale and managing growth despair ADULT THEMES Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Resilience Resilience TRACES OF NUTS Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 19

  20. Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn. Lean & Agile Operations Lean & Agile Operations Ensure your ideas find a place Causes growth, and the need to re-evaluate to be owned and executed. the management model… Organisational health Strategy, purpose, values. Organisation structure. Productivity. Loop Building diversity of thinking of Invention Invention Management Management Building scale and managing growth despair Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Resilience Resilience Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 20

  21. Good factory operations (4S) Agile is the Agile is the Hardwire the customer’s voice. Be responsive to change. last thing last thing Value, flow and waste focus. Kaizen Test & Learn. you need. you need. 4. Lean & Agile Operations 4. Lean & Agile Operations Ensure your ideas find a place Causes growth, and the need to re-evaluate to be owned and executed. the management model… Organisational health Strategy, purpose, values. Organisation structure. Productivity. Loop Building diversity of thinking of 3. Invention 3. Invention 1. Management 1. Management Building scale and managing growth despair Rolls up into broader organisational capability. Makes it a safe environment for experimentation. 2. Resilience 2. Resilience Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 21

  22. 1. Management 1. Management 4. Agility Strategy, purpose, values Enhancing team performance. Building diversity of thinking Inventorship Building scale and managing growth Combinations Loop of 1. Management despair 3. Invention Rolls up into broader organisational capability. 2. Resilience 22

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  24. 24 h$p:// www.westspacejournal.org .au/ar9cle/the-agile-union/

  25. Project Womack Take any card, on any board, and ask someone within 20 metres of that card how that task serves the purpose of the company – in par9cular, a customer.

  26. 2. Resilience 2. Resilience 4. Agility Inventorship Combinations Loop of 1. Management despair 3. Invention Rolls up into broader organisational capability. Makes it a safe environment 2. Resilience for experimentation. Bouncebackability & Recovery. Grit Longevity People + System of Work + Place. 26

  27. Science 08 Jun 2018: Vol. 360, Issue 6393, pp. 1116-1119 DOI: 10.1126/science.aas8827

  28. People System of Purpose Work Culture Lean & Agile methods Engagement Squads Organisation Values Planning Visualisation Workplace Team neighbourhoods Walls 28

  29. 3. Invention 3. Invention 4. Agility Inventorship Combinations Loop of 1. Management despair 3. Invention Makes it a safe environment 2. Resilience for experimentation. 29

  30. @ghammadi

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  32. Good factory operations 4. Agility 4. Agility Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen commitment. Test & Learn. 4. Agility Ensure your ideas find a place to be owned and executed. Loop of 1. Management despair 3. Invention 2. Resilience 32

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  34. CULTS

  35. Key elements of REA’s produc9on system (how the work works) MIXED TOP 6 WEAK Human focus – building Feedback Self-selecting 1:1 teams people and teams Eliminate Sense of Servant Face to Face Fear challenge Leadership comms Human Dignity Community involvement Clear Product Coaching Owners Andon Remote Dunbar Squads teams Limits Gemba Lean Stable Guilds Co ff ee teams Standups Inceptions Hack Days Cascading Meetups Measurement goals Sustainable Technical prac9ces – building Work Failure pace of work Retrospectives Visualisation WIP demand Limits products and so_ware Genchi Spikes Showcases Tech Debt Kaizen for Genbutsu Workplace control waste design Pair Multi-Disc Metrics driven programming teams TOC development Prioritisation Training & Estimation Oobeya Cynefin Control Mastery Charts Agile Architecture Cloud tools Big Idea Code Stories DevOps VSM Reviews Conferences Continuous Consumer for education TDD Deployment Testing Kaikaku for innovation Individual level Team level Organisa9on level

  36. Owned work Daily conversa9on Priori9sed work Visualised work Reflect on the system of work

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  39. Good factory operations (4S) Agile is the Agile is the Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. last last thing thing Kaizen Test & Learn. you need. you need. 4. Lean & Agile Operations 4. Lean & Agile Operations Ensure your ideas find a place Causes growth, and the need to re-evaluate to be owned and executed. the management model… Organisational health Strategy, purpose, values. Organisation structure. Productivity. Loop Building diversity of thinking of 3. Invention 3. Invention 1. Management 1. Management Building scale and managing growth despair Rolls up into broader organisational capability. Makes it a safe environment for experimentation. 2. Resilience 2. Resilience Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 39

  40. The property business landscape to the 2020s – from search to match VUCA LIFE Vola9lity Uncertainty Complexity Ambiguity Organisa=ons begin to change shape – global Predictable regular business The rise of the web leads to global giants get focused on profitable, local markets. cycles run by bureaucracies. markets, unpredictable, short cycles Agility becomes a key capability. of business and new organisa=ons – inc startups We ask our devices for informa=on – some is We typed our We searched by pushed to us by Property related data is pushed to property touching the algorithms. us on wearable devices based on searches into a screen on a known needs keyboard mobile device. DATA becomes the new oil The era of property search The era of property match 1995 2000 2005 2010 2015 2020

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