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Mark studied communication engineering and started his professional carrier as a software developer at Siemens AG in 1997. In the following years he acquired profound knowledge about software development, from analysis to integration practices in the enterprise environment.
After first inspiring experiences with agile methodologies he changed to the joint-venture of Nokia Siemens Networks (NSN) in 2007. He worked with different teams as a Scrum Master and from 2009 additionally as an agile coach within NSN. While coaching in Germany, India and China agile-offshore product development groups (Large Scale Scrum, more than 260 developers, about 28 Scrum teams), he was able to gain a lot of experience.
He created the Team-Knowledge-Model to visualize the knowledge distribution in a team. The team members can reflect on this model if they have the right knowledge in their team or if they need team external knowledge. Who can provide help? Who needs help? Afterwards they can agree on concrete measures to improve individuals and the team.
Summary:
The balance between alignment & autonomy One of the biggest challenges for organizations in a large-scale agile transformation is transitioning from a classic top-down managed approach that achieves consistent product development via alignment to a team-based approach that uses employee self-organization (autonomy) to arrive at decisions and new value for their customers quickly. But if everyone organizes themselves, how do we develop a consistent product with multiple teams? Particularly in management, uncertainty and the feeling of loss of control can arise with an agile transformation. Conflicts inevitably arise when the top-down decisions of individual managers or specialists collide with the self-organization of the teams. These often lead to inconsistent, error-prone products that frequently frustrate managers, employees, and customers. Companies can overcome these conflicts with the right balance between alignment and autonomy and make the shift to a self-organized, learning organization while still realizing consistent product development. Agile scaling frameworks provide various answers to this. In which alignment and autonomy are often weighted very differently. In this presentation, however, scaling frameworks will not play a role. It is more about essential frameworks and practices to balance alignment for consistent products and high autonomy for fast decisions and value creation. In addition to good and bad practices, the speaker will also provide insights into the impact of these practices on the organization and processes within the company.
