Are you trying to use agile with many teams across several locations/countries? Agile Coach Molood Noori have used Sociocracy 3.0 to successfully adress this situation. Check out the interview below with her by ProAgile's Henrik Berglund.
ProAgile: Hello Molod! Really looking forward to be talking about some interesting experience you have with Sociocracy 3.0 and scaling agile.
Molood: Hi. It’s nice to be here and have the opportunity to share my experience regarding Sociocracy 3.0 in a distributed organization.
Molood: Sure. My name is Molood Noori. I’ve been practicing agile coaching for a few years now. I’m a big advocate of remote work and geographically distributed teams in the agile world. I believe that remote work is the future of work.
I help people in agile organizations to re-think and re-shape their governance structure in a way that would enable them to gain more freedom, become happier and hence more productive.
Molood: My last project was with King. They have offices in over 10 countries.
This is where I used Sociocracy 3.0 to help one department change their structure to scale in a sustainable way.
I’m gonna give you three insights that I gained through that experience.
Molood: There were quite a few challenges that triggered this work.
All of these challenges affected the pace of development, the quality of the product and clearly the overall motivation of people who were creating a product that was used over one billion times every day.
I chose S3 to improve the situation.
Molood: It’s rather difficult to be specific answering this question, because S3 has made an impact on the overall structure and way of working of the organization.
Let people grow to take responsibility
Actually, before I even knew about S3, I had a mentality that was totally compatible with S3. From the very beginning of my coaching journey, I questioned the value of meetings. I therefore made attendance to all meetings optional. This suggestion helped the organizations to identify the meetings that were not adding value so they could remove or improve them.
What S3 promotes is that decisions should be made by people who are affected by the decision. With S3, decision making became so much easier for all roles in the organization. On top of that, people grew to take responsibility
Handling multiple visions
For example for the challenge of having multiple visions, (which people often call lack of a product vision), I facilitated a few meetings/workshops with the product owners, architects and developers. In these workshops, they visualized their unique take of the product vision and roadmap and I designed a few steps in the workshop for them to combine those into one unified roadmap and vision using consent decision making promoted by S3.
This way of creating the roadmap and making decisions about adding features and improvements as time went by, became the foundation of a smooth scaling of this organization.
Making it easy to bring in new people
Another example for how S3 improved the way of working was helping the distributed teams to collaborate together.
Bringing new people onboard the organization became really easy as the organizational structure as well as agreements and processes were documented, visualized and always up-to-date. Roles and responsibilities became clearer, knowledge sharing became an innate part of the DNA of this organization; and the most important of all is that productivity and code-quality got improved as people took responsibility much more easily.
The organization adapts to current needs
Also the organization became more dynamic as the need of the product became the defining factor for the organizational structure rather than some random governance group’s thoughts and decisions.
S3 allows organizations to sustainably scale
The S3 techniques for decision making and communication allow organizations to sustainably scale using any of the scaling frameworks you mentioned.
Let your needs drive your use of frameworks
However, in some cases it might seem counter intuitive to have a collaborative governance side-by-side a hierarchical management structure. What is important to remember is that S3 and SAFe (or LESS or Nexus) are frameworks and that means they are not prescriptions. Therefore organizations should pick from them what works for their specific needs.
Get more value from frameworks using botttom-up intelligence
I think if an organization understands the principles of collaborative governance using S3, they would have an easier time with scaling frameworks such as SAFe. S3 potentially enables everyone in the organization to directly impact the decisions that affect them.
Molood: Yes. I will be speaking at the Agile People Sweden Conference on October 25th. There I will share more details about how I facilitated the transition to S3 for a distributed organization. I will share about the challenges and also what I learned from the experience.
Molood: Yes of course. Having used S3 to this extent, it’s not easy not to know James and Lilli. They are the biggest promoters of S3. They go to different countries to teach it. I owe the majority of my learning about Sociocracy 3.0 to James and Lilli. They have come to Sweden a few times to offer a course in S3 and I saw on your website that they will be in ProAgile soon for the same course. I think it's fantastic. More people need to learn about S3!
Molood: Thank you for having me!