‚ÄčCompete 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 

‚ÄčYou may be compromising ‚Äčon

‚Äč- the right to lead

- benefits of ‚Äčplanning and learning

- understanding ‚Äčwhat and the why

- value ‚Äčdelivered and ‚Äčbeing ‚Äúthe prize‚ÄĚ

- agility and effectiveness that brings ‚Äújoy‚ÄĚ

With likely ‚Äčincrease in ‚Äčmobility risk ‚Äč‚Äč& business ‚Äčuncertainty, double down‚Äč, resolve constraints, ‚Äč‚ÄčReach‚Äč ‚Äčfor 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


Open Space

‚ÄčDefine a theme, ‚ÄčIdentify ‚Äčconstraints ‚Äč& Engage people

Interest-based Negotiation

The challenge is for solutions to meet all core interests

‚ÄčMutually-beneficial Agreements

‚ÄčAgreements become the foundation for evolution

‚ÄčJanars 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

‚ÄčAs 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 ‚Äčpart of agile-lean and support leaders ‚Äčidentify and ‚Äčimplement resolutions.

As a leader, I‚Äôve 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 ‚Äčwith PwC, IBM, Microsoft, ‚ÄčRogers, HCL, ‚ÄčCapgemini

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

‚ÄčWe hope to travel with you for part of it.

Your Journey has its own Momentum


Resources are attracted to working in collaborative teams & ‚Äčclients love it!

‚ÄčeND game

High performing collaborative teams attract best clients & global resources

‚ÄčTurned threats into Opportunities


The plan directly faced constraints and addressed uncertainty


‚ÄčA strong resilience to tackle any and all threats as a great opportunity to ‚Äčget better

‚Äč‚Äč‚Äč‚ÄčBuilt a strong Resolution ‚ÄčCulture


‚ÄčGreat story-telling, dig deep to core interests, negotiate winning resolutions


‚ÄčPower of your team to resolve constraints is unstoppable and ‚Äčhas ‚Äčglobal impact

‚ÄčGetting started...


‚ÄčTake quiz & discuss ‚Äčneeds

‚Äč‚ÄčGain senior sponsorship‚Äč ‚Äč‚ÄčStructure & fund initiative


Build backlog

Engage your team

Plan initial events


Launch conversations

‚ÄčStart resolving constraints

With success, scale

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

A more detailed outline:


Explore the ‚Äčvalue of resolving ‚Äčsystemic conflict

An 800 word read

Introducing Agile naturally ‚Äčresults in new conflict & tension

‚ÄčIt's a good thing. For change to happen it is necessary to ‚Äčsurface systemic conflict and to resolve it. Conflict's normal. ‚ÄčAnd ‚Äčmostly our ‚Äčcorporate cultures aren't eager to surface and resolve ‚Äč‚Äčconflict.

‚ÄčThe reality today is most organizations' system of controls are in conflict with Agile's collaborative practices. This systemic conflict ‚Äčshows 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.

‚ÄčWhy mess with success?

‚ÄčMany firms, such as Indian IT service ‚Äčfirms, have had phenomenal success over the last 20-30‚Äč years. The future looks bright too with ‚Äčhuge growth opportunities. Success is seen through ‚Äčgrowth and new business opportunities. With such success, why worry about resolving agile‚Äôs conflict?

At times of the biggest ‚Äčturmoils, continued success often requires change. ‚ÄčChange & agility ‚Äčare partners. And ‚Äča resolution capability is fundamental ‚Äč‚Äčto both. Today competitors are moving fast. They are responding to new threats ‚Äčincluding changing cost models, increased staffing mobility and business uncertainty. ‚Äč"Messing" feels like a requirement. 

‚ÄčWith accumulated change debt, time is now.

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

Now with the new threats compounding prior threats. We have a different world. ‚ÄčThese 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. ‚ÄčThe timing is right for change.

‚ÄčResolving constraints needs teams to ‚Äčco-create resolutions together

‚ÄčAsk people in organizations to identify where Agile ‚Äčisn't working and you'll ‚Äčhear about unmet needs. ‚ÄčYet stated as: Executives need to be more agile. Delivery teams don't deliver scope predictability. 

‚ÄčThis may play out as follows. In response to productivity concerns, ‚Äč‚Äč‚Äčleaders put in ‚Äčcontrols to measure what ‚Äčthey manage. Yet this unilateral action escalates the conflict and doesn't resolve the productivity issue.

‚ÄčLeadership has a right to manage. They have ‚Äča core interest. ‚ÄčThey took action to meet ‚Äčit. Yet because they didn't ‚Äčremove the conflict, their solution was not effective.  When teams negotiate & ‚Äčco-create resolutions ‚Äčtogether, they develop ‚Äčmore durable more ‚Äčeffective solutions. ‚ÄčIt is tougher ‚Äčto do, yet it's generally ‚Äčworth the investment.

What's at stake?

‚Äč‚ÄčIn uncertain times, competitors stake out their future by making ‚Äčbrave moves.  For instance, taking a decision on how to mitigate the increased mobility risk. One approach could be to control the problem. Or ‚Äčalternately 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, ‚Äčretention and attraction problems... And as a result may ‚Äč‚Äčlower ‚Äčservice quality. ‚ÄčThe resultant consequences of the approach becomes a cycle difficult to reverse.

Or the approach ‚Äčcould be to empower ‚Äčteams ‚Äčbuilding a resolution culture to face the new world as it emerges.

Choosing resolution with us to support you

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

‚ÄčIn such a culture, teams ‚Äčare empowered. Power is ‚Äčbalanced in negotiations. And leaders models the way forward.

‚ÄčChange is hard

‚Äč‚ÄčThe benefits of empowerment and resolution are clear. ‚ÄčThey lead to creation of a ‚Äčnew positive culture. ‚Äč‚ÄčThe ability to compete on effectiveness. The formation or strengthening of ‚Äča global winner. ‚Äč

‚ÄčMaking this change is ‚Äčhard. Structural relationships are deep within ‚Äčpersonal and group identities. This drives organizational expectations and behaviours.  

The benefits make ‚Äčempowerment and resolution ‚Äčan obvious choice. Yet control is difficult ‚Äčto ‚Äčshare. ‚ÄčWillingness to share or partially give up on is a choice that Executives, leaders, managers, coaches, teams all need to make. ‚ÄčONLY when ‚Äč‚Äčthey feel assured ‚Äčthat they can succeed in this new dynamic ‚Äčwill ‚Äčold habits die. And only then can this transition to this new state ‚Äčbe accomplished.

‚ÄčVital roles in this transition

‚ÄčLeadership, 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 ‚Äčnext step

We have a solid approach that builds a resolution culture. But ‚Äčbefore planning, we would like to know about ‚Äčyour goals, challenges, ‚Äčvalue streams, projects and teams. ‚Äč‚ÄčThen let's build a plan together. 

‚ÄčThank 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. ‚ÄčWe can't wait...

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