Compete on effectiveness

Start surfacing and resolving systemic conflict

What if, you have to change to compete?

Systemic conflict is a strong indicator of fragility 

Then you need a clear path to effectiveness & agility

Not resolving systemic constraints means 

You may be compromising ​on

- the right to lead

- benefits of ​planning and learning

- understanding ​what and the why

- value ​delivered and ​being “the prize”

- agility and effectiveness that brings “joy”

With likely ​increase in ​mobility risk ​​& business ​uncertainty, double down​, resolve constraints, ​​Reach​ ​for the Sky!

Build upon your strengths in Resolution

Surface systemic conflict to list constraints to your agility and work to resolve them

The output is multi-party agreements to ensure stakeholder core interests are met

​Virtual

Open Space

​Define a theme, ​Identify ​constraints ​& Engage people

Interest-based Negotiation

The challenge is for solutions to meet all core interests

​Mutually-beneficial Agreements

​Agreements become the foundation for evolution

Janars facilitation platform supports the process of getting clarity on systemic conflict, negotiating interests & building agreements to resolve.

Such a journey benefits from guides

Ashish - Agile Coach and Martin - Conflict/Constraint Coach

​As an Senior Agile Coach, I work with the executives and teams providing tailored Agile coaching, mentoring and training. 


My personal goal is to help organizations and delivery teams drive business value through collaboration, sound engineering practices, alignment and dedication to quality. I worked with Air Canada, Temenos +Agility, and many clients.

As a conflict coach, I see conflict "tensions" as normal ​part of agile-lean and support leaders ​identify and ​implement resolutions.


As a leader, I’ve delivered collaboration solutions to a range of industries. I've led many projects as client or provider working with top outsourcing firms. Have strong credentials as an agilist and has worked ​with PwC, IBM, Microsoft, ​Rogers, HCL, ​Capgemini

We get it! and have solved for these problems

Worked within:

Waterfall constraints

High conflicts between departments 

Being setup to fail yet required to deliver

Experienced challenges:

Turned around programs (with global teams) 

Alignment of teams that worked in silos

Misalignment through performance measures

Been frustrated with:

Team delivery progress

Very slow change 

Decisions made that hurt progress. 


Your journey to Compete on effectiveness

We hope to travel with you for part of it.

Your Journey has its own Momentum

bUILDING sTRENGTH

Resources are attracted to working in collaborative teams & ​clients love it!

eND game

High performing collaborative teams attract best clients & global resources

​Turned threats into Opportunities

BUILDING STRENGTH

The plan directly faced constraints and addressed uncertainty

END GAME

​A strong resilience to tackle any and all threats as a great opportunity to ​get better

​​​Built a strong Resolution ​Culture

BUILDING STRENGTH

​Great story-telling, dig deep to core interests, negotiate winning resolutions

END GAME

​Power of your team to resolve constraints is unstoppable and ​has ​global impact

Getting started...

Sponsor

Take quiz & discuss ​needs

​Gain senior sponsorship​ ​​Structure & fund initiative

Engage

Build backlog

Engage your team

Plan initial events

Launch

Launch conversations

​Start resolving constraints

With success, scale

Curious to know more... Read more below. Let's start a discussion

A more detailed outline:

Compete-on-Effectiveness

Explore the ​value of resolving ​systemic conflict

An 800 word read

Introducing Agile naturally ​results in new conflict & tension

​It's a good thing. For change to happen it is necessary to ​surface systemic conflict and to resolve it. Conflict's normal. ​And ​mostly our ​corporate cultures aren't eager to surface and resolve ​​conflict.

​The reality today is most organizations' system of controls are in conflict with Agile's collaborative practices. This systemic conflict ​shows up as core interests not met. Sometimes people experience it as constraints, sometimes it gets personal.

It is normal practice to assign coaches the responsibility of resolving constraints. While they do a great job, resolution is a broader shared responsibility.

​Why mess with success?

​Many firms, such as Indian IT service ​firms, have had phenomenal success over the last 20-30​ years. The future looks bright too with ​huge growth opportunities. Success is seen through ​growth and new business opportunities. With such success, why worry about resolving agile’s conflict?

At times of the biggest ​turmoils, continued success often requires change. ​Change & agility ​are partners. And ​a resolution capability is fundamental ​​to both. Today competitors are moving fast. They are responding to new threats ​including changing cost models, increased staffing mobility and business uncertainty. ​"Messing" feels like a requirement. 

​With accumulated change debt, time is now.

The past Agile threat-opportunity was absorbed, not resolved. This left many practices from ​the agile and waterfall worlds. It was made to work not because it was effective. ​It worked because the cost advantage allowed ​​people to be thrown at the problem. ​People delivered because they worked hard​, are smart and motivated.

Now with the new threats compounding prior threats. We have a different world. ​These challenges are not solvable in the same way. Assume the cost advantage disappears and you can't throw people at it. It becomes imperative to compete on effectiveness. ​The timing is right for change.

​Resolving constraints needs teams to ​co-create resolutions together

​Ask people in organizations to identify where Agile ​isn't working and you'll ​hear about unmet needs. ​Yet stated as: Executives need to be more agile. Delivery teams don't deliver scope predictability. 

​This may play out as follows. In response to productivity concerns, ​​​leaders put in ​controls to measure what ​they manage. Yet this unilateral action escalates the conflict and doesn't resolve the productivity issue.

​Leadership has a right to manage. They have ​a core interest. ​They took action to meet ​it. Yet because they didn't ​remove the conflict, their solution was not effective.  When teams negotiate & ​co-create resolutions ​together, they develop ​more durable more ​effective solutions. ​It is tougher ​to do, yet it's generally ​worth the investment.

What's at stake?

​​In uncertain times, competitors stake out their future by making ​brave moves.  For instance, taking a decision on how to mitigate the increased mobility risk. One approach could be to control the problem. Or ​alternately address the risk's root cause - systemic conflict in the workplace. 

Controlling the risk through staffing & recruitment policy may have unintended consequences. It may lower staff quality and productivity. It may lead to increased levels of toxicity, ​retention and attraction problems... And as a result may ​​lower ​service quality. ​The resultant consequences of the approach becomes a cycle difficult to reverse.

Or the approach ​could be to empower ​teams ​building a resolution culture to face the new world as it emerges.

Choosing resolution with us to support you

​The road to compete on effectiveness starts with choosing resolution. i.e. Making ​a choice to build a culture of resolution. ​In such a state, people who are ​challenged become curious. They pause to spend time ​bringing clarity to the problem. Are vulnerable. Tell stories about how conflict impacts them. ​​They protect their partner's core interests as well as their own. ​Hard decisions are fought for, based on strong beliefs and values. And resolutions are optimized and owned.

​In such a culture, teams ​are empowered. Power is ​balanced in negotiations. And leaders models the way forward.

​Change is hard

​​The benefits of empowerment and resolution are clear. ​They lead to creation of a ​new positive culture. ​​The ability to compete on effectiveness. The formation or strengthening of ​a global winner. ​

​Making this change is ​hard. Structural relationships are deep within ​personal and group identities. This drives organizational expectations and behaviours.  

The benefits make ​empowerment and resolution ​an obvious choice. Yet control is difficult ​to ​share. ​Willingness to share or partially give up on is a choice that Executives, leaders, managers, coaches, teams all need to make. ​ONLY when ​​they feel assured ​that they can succeed in this new dynamic ​will ​old habits die. And only then can this transition to this new state ​be accomplished.

​Vital roles in this transition

​Leadership, coaches and guides have vital roles in transitioning to a resolution culture.  There is nothing more powerful than top executives modelling the change. Agile coaches and scrum masters are the key facilitator of the change.

The guide's role is to help create resolution "muscle memory" for stakeholders. i.e. trigger and teach the change. And work with others to embed resolution as part of the organizational culture. The guide exits once the work has its own momentum. And then the journey continues.

The ​next step

We have a solid approach that builds a resolution culture. But ​before planning, we would like to know about ​your goals, challenges, ​value streams, projects and teams. ​​Then let's build a plan together. 

​Thank you for getting to this point in our landing page... We look forward to engaging with you. Please take the quiz if you haven't and schedule a call. ​We can't wait...

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