 Thank you for coming to this room all the way to the other side of the building and I'm really pleased to be in Stockholm and on the conference today and for me also the first time in Sweden. So really happy to be here. We're going to talk today about the 12 ingredients of the pizza organization. Now anybody who expects to get pizza afterwards I have to disappoint but you will get some tasty pictures left and right. Maybe a short introduction about myself. I'm an HR and organization innovator and I support especially HR teams but not only to create the organization of the future and today we heard a lot about purpose and what makes people tick and my purpose is to make sure that we create workplaces more meaningful, more about people and in Dutch we would say a little bit mooier. It means a little bit more beautiful in the sense of that we really get up in the morning and think really want to go to work because it's a great place to be. So that's I think a nice purpose and I'm celebrating this year that I'm doing this for since 10 years now and you can imagine that 10 years ago we were in the middle of a crisis and a lot of these teams that we heard today were not very high on the agenda. So I came from a corporate background and I was really enthusiastic to change the world with all my dreams and I was standing in front of an audience I remember about 100 HR people and I was asking who really sees that we need to change things like we need to organize work in a different way and there was maybe five people who raised their hand like yeah we have this topic on the agenda so I was like oh this is going to be a very hard talk you know if I but a lot of things change in the meantime so now we are fast-forwarding 10 years and if I would ask now well especially in this conference everybody has this on the agenda otherwise you wouldn't be here but if I asking an HR audience is you know the transformation is this on your agenda are you thinking about the agility and what is the employee experience to put that in the on the on your agenda it's like only five people will not put up their hands so there's a big change going on so and I honestly think it's a great time to be in HR having said that I also think that in the future we do not have such a thing as an age HR department anymore because I believe in HR and people related roles so we're going to talk about agile agility in organizations today so I'm leaving the HR bit a little bit out more about the organizational part of the part of the story quick question to yourself I don't have to answer out loud but just for yourself if you would score your own organization or the organizations you work with on a scale zero to five how agile is that organization and never mind the definition of agile because of course that's very that can vary but just for yourself are you in the beginning or already a very agile organization but that's very broad so if you narrow it down a little bit if you would bring it to your department how agile is your department and is your department more or less agile than the organization are you the one taking the lead and starting the fire or are you lacking behind a bit and the rest of the organization is already getting very agile and then of course if you narrow it down a little bit further how agile are you and we heard that before on stage today as well you know you this the change starts with yourself so having said that in these three layers I also would like to briefly go through the 12 ingredients of the organization and not in detail but just that you know in the back of your mind these ingredients can apply to the whole organization and these ingredients can apply to my department and how would I relate to these ingredients and the ingredients are not going to be completely new for you because a lot of the ingredients I heard already today but it will help you to keep everything together and this is how I started with this framework in the first place because I saw so many things happening and so many things changing that it didn't know anymore where to start so I said okay let's put it in the framework so at least I can go through it step by step and see how that works one other question for you in this survey from last year Deloitte asked senior executives how agile agility and collaboration is a high priority and they asked us to do the senior executive executives and the second question was an hour at organization is highly agile today do you have any idea on the first remark how much the percentage of people said yes it's on our agenda a shout out 80 close even a little bit higher or quite higher it's not working now well you have to believe me if I do need my clicker if it's now stalled I have no connection at all anymore you see that's why I always have paperwork with me my computer froze it's not gonna move the whole presentation hang on one sec just gonna start that slide again and hope it's not the slide so I have a micro connector never do that with your computer okay let's give it a go and see we're we're back so 94% so and I must say they were quite honest what about the answer on the second one our organization is had a highly agile today any idea how high the percentage was that were you very did you read the reason six percent and it's a coincidence that adds up to a hundred there's no relation to that so there's a lot of work still to do and in a in a way it's also a comfort to know that you're not if you are in the beginning of this journey like you're not the only one there's a lot of people still a lot of organizations still with a lot of work to do and I did a research two years ago and I asked more or less the same question and mind you on the left hand side is the the traditional pyramid hierarchical organization and to the rent right hand side is what I call an agile organization it's all connected teams and I also found that about only six percent of my respondents but it was a pilot it was a smaller group said well we are really agile today and most of them are still in the traditional corner so that about numbers so this is where my way of thinking comes from is from the left hand side we are from the traditional the pyramid and for me what is interesting here is that we say here is where the magic happens in the department if we're all sitting with finance people together this is where we add our value and we heard today a few times that we have to flip that perspective we are not adding value necessarily in the HR department or in the finance department or in the planning department we have to reorganize our work and I call it a plate where you put the pizza on and the plate is your activity and that's where the magic happens and that's where you organize your roles not functions roles that are necessary to accomplish that activity and that's where the magic happens so it's a where here we sit with all HR people for example together in the pizza organization we sit together in a kind of community of practice where we learn from other HR colleagues but where we actually add our value it's over here so that's it keep that in the back of your mind if we go to the rest of the ingredients so why pizza could have chosen something else I'm very much inspired by Josephine Green who writes about pancakes but then pancakes were a bit difficult to make nicely in like the roles and then I must admit I'm married to a Sicilian so that helps a little bit in understanding how he cooks because we found out about 30 years ago that I cannot cook as well as his mother and that's from that day on I said well you do the cooking then but I had a lot of time to watch him cook and especially prepare pizza and there are a few lessons that I learned important lessons that you can translate to the transition to an agile organization you fail you learn that's the first thing always use good ingredients and take your time don't try to you know buy a frozen pizza bottom somewhere and then put it in a microwave you do need your time and you do need good ingredients you can't just leave one out I think in all the talks that I heard today this was already confirmed that if you start working on a certain area it will have an effect on another area and you cannot ignore that area or you cannot just say okay let's leave out that area it will come back to you it will hunt you if you don't pay attention to that make sure the oven is at the right temperature sometimes maybe you want to move too fast in the transition and you know if your oven is too hot that doesn't really help it's too crisp if it's not warm enough you get some floppy thing that you can't eat and there's no such thing as the best recipe and I heard that a few times today as well and this is also my framework or the pizza framework is not about the best recipe it's about just making sure that you will use all 12 ingredients is that anybody from Naples in the room good that's safe discussion so about this recipe and you can't read us but don't worry about that but just on this side are the 12 ingredients from the pizza this is where we are maybe right now in the pyramid paradigm so my message to you today is use all 12 ingredients see where you are yes we are moving to this direction and it will help you to determine where to start because if we're have good scores already here maybe it's an idea to start with the lowest course and start at this side of the organization so that's me basically what I mean with there is not such a thing as a best recipe it depends on your context it depends on your culture it depends on your company phase and it also depends on your courage which steps are you do you dare to make so zooming in I will keep this quite briefly because you will recognize a lot of the ingredients but zooming in on 12 ingredients there are also four agility's themes so the top one and there is no order in this it's just that I had something on the to put something on the top you know the only order in the the framework is these are maybe the more obvious ones and the more visible ones and it's difficult to say if there's a lot of IT scrum people here that I say the easier this is about scrum this is about Kanban how many IT scrum people do I have here okay I'll okay I'll stay on this side now it's not because it's not easy to really implement scrum and this is not where the whole framework started for me I only discovered scrum Kanban and so on about five years ago and about ten years ago I was thinking how can we make organizations more agile so I started from a completely different angle but now these two worlds are meeting so the IT scrum world let's call it that way for to keep it simple and the whole transformation from leadership and culture they are meeting and this is why I think we have such a great time right now so we have the agile ways of working and this is about adjusting along the way to divide work in small steps in iterations with short feedback loops this is about psychological safety and this is about getting the room to experiment if you do that then you will find out that your structure that are scouting clots in the dough I call that you know if you have a pizza dough you're needing it but you still have some lumps or clots in it you really need to need them out because your structure will clash with that as you saw in that picture earlier on you saw the pyramid and then if you want to work with multi multidisciplinary teams then it's gonna clash because this multidisciplinary team is where you have your let's say it's about employer branding you have your HR your recruitment your communication your hiring manager somebody from the team and then finance gets nuts because there's all these people from different departments and the budget is not budget like that team leader is going crazy because people are suddenly working in in this these kind of teams so there's a lot of friction coming up and if you start working in these kind of teams and they are self-organizing and they need to respond fast they also need different ways of decision-making and not only that you also are looking at the concept of contextual leadership on the panel discussion we heard about manager what is management and it's like a tool and you can use it this is exactly what contextual leadership is about it's also it's depending on the context somebody else will take the lead the most logical the most obvious one will take the lead but you could don't only have to change your structure you also have to look into your infrastructure and this is all about transparency and making sure that everybody gets the information that he or she needs to in order to respond fast and this is many times obstructed by politics or by all kind of fear to say oh I don't not going to share my piece of the puzzle but that means you are obstructing the agility of the organization and if you think about the flock of starlings that Alice was showing this morning you know that they fly so fluently can you imagine somebody one of the starlings saying like hey I'm not going to participate in this I'm not I'm gonna keep my piece of the information then you know you will have some collisions so but this is already more difficult to change and then we go to a deeper level and this is getting harder and harder because here we're talking about leadership this is about leadership saying I trust that you can do the job I trust I will give you space because I trust that you team can do the job and you can take your own decisions and if I too tight if I am too tight in command and control and I'm working with KPIs this will not work because if I have a sub KPI here instead of an overall purpose or an overall goal then this team will never fly because it will you know I will be in it for my HR KPI and your for marketing KPI so you have to make sure that you have a common purpose and common targets or outcomes we love to work in outcomes in these and it ties in very nicely with OKR part of it but it's also about inclusion if you're constantly working in these kind of pizza teams and you constantly have to regroup and perform there is no room for politics for ego for playing games not opening up to others you really have to make sure that is a smooth transition like there is a mini onboarding every time you start a new team and the leadership needs to set the example here and this one this is where the whole story started for me like 15 years ago when I was working for a corporate company and we had a great employee engagement survey scores but I was I was like it should be much higher why isn't this working better and then I said let's flip the perspective and let's make the person the individual leading in how we create and how we design our HR practices and this ties in very nicely if you say we are working with empower teams with people with talent they bring that to the table they bring it to the pizza plate then you also need to reinvent your whole HR practices and you have to align it with it if you really want to put this person and empower this person and then the last one that because this is all great and imagine you're doing this which one is missing here is the shared purpose and relevance because you can do all these things but if nobody is waiting for what you're doing what you're producing producing and there's no relevance for it then why bother in the first place and if it's not clear to me as an employee what that purpose is how can I make my own decisions within those pizza teams if I'm not sure what my my direction is so you really need to have a clear shared purpose and only if you add up all these things you I talk about culture and agile mindset so this is to keep everything together so there's no hierarchy sorry I was that too quickly no you're okay no hierarchy or order it's there's crisscross relations and that's to give you an example I see three common recipes so I move to for example in this score here we see an organization that scores very high on the agile ways of working so imagine scrum teams and they embrace a lot of experimenting but from here they start to feel the the friction with the structure in the second situation we have leadership that says okay we really see that we have to change we are living in a different era and the way we did it is no good anymore we really have to start looking into different ways of organizing work a big danger there is that it feels very top down that suddenly leadership put agility on the agenda now we've we all have to do that and the third one is working in autonomous teams I don't know here in Sweden but I think it's more or less the same as in Holland like it's really hip also to do it like let's do autonomous teams so everybody can do self-organization and then what they do they take the department hats and then I will say they eliminate them you know I'll say they chop off all the hats literally and so and they send them home and then suddenly the team the department has to do more work and the layer above has to do more work as well because they just you know that it was a cost-saving thing but this working in autonomous teams if you do that in a multidisciplinary team you really empower them it's a different story but it's difficult because then you are you're here as an a power team you need different way of decision-making you need good infrastructure structure and you need space and trust from your leadership so you can do your own thing and not if things go a little bit bad they step in immediately so folks if you see these three these for me are three starting points that I see a lot in practice and so such a scan could help just to say okay where where am I what do I need to do next and in this example what I said there's they're doing quite good on the scrum they have difficulties on you know the continuous dialogue and giving each other feedback how things are going so there could be some improvement there but you see that they are organized quite traditionally and this will cause friction because they can't move as fast as they shoot with the the changes going on so in this case this is how it would look I have handouts for you so you can read it that part back this is how the recipe for this certain certain circumstance could be so my advice is then you know if you start working with agile and you go through all the ingredients you will find a friction don't leave out that ingredients but need out you know massage out the the problems and go and find your own best recipe add love courage and fun to your own taste how am I doing on time okay so now stop here right now thank you