How we think
We live and breathe the principles and methods of Lean, Agile, Holacracy and Systems Change theory in everything we do.
Below we have listed these philosophies for you to familiarize with, and to get an understanding of how we think and work
Lean
Lean is a management philosphy derived from the Toyota Production System about continuously improving work processes, purposes, and people.
Instead of trying to hold total control of work processes, Lean encourages shared responsibility and shared leadership.This is why the two main pillars of the Lean methodology are:
1. Respect for people
2. Continuous improvements
Agile
Agile is an iterative development methodology that values human communication and feedback, adapting to changes, and producing working results. The goal of agile is to deliver value early and often by autonomous, cross-functional, multidisciplinary teams.
Agile is an approach and a mindset. Trying to turn Agile methodology into a black and white template goes against everything that Agile is
Holacracy
Holacracy® is a new way of structuring and running organizations that replaces the conventional management hierarchy. Instead of operating top-down, power is distributed throughout the organization, giving individuals and teams more freedom to self-manage, while staying aligned to the organization’s purpose. It involves:
• A new and evolving organizational structure
• Innovative meeting practices designed for rapid execution
• A shift in mindset toward greater autonomy and taking action
Systemic Transition Management
Systems theory is an approach to organisations which likens the enterprise to an organism with interdependent parts, each with its own specific function and interrelated responsibilities.
The whole is more than the sum of the parts. Has its own dynamics, own laws and patterns.It therefore does not work if you only focus on the ‘surface current’ of change (systems, processes, governance, etc).
Change becomes much easier if you take charge of the psychological transition, the ‘under current’ of change.