"In order to change the rules, you've got to change the mindset."
"In order to change the rules, you've got to change the mindset."
We're excited to share the video recording of Pete Behrens' talk at the World Agility Forum. As part of the "Scaling Agile Across Companies" stream, Pete highlights a crucial aspect: "In order to change the rules, you've got to change the mindset."
Every organization's culture relies on a collection of mindsets, inherited from its history and the dominant beliefs.
Practices, Frameworks and Scaling: A Deadly Combination ?
Practices and frameworks are like recipes—good starting points, but they won’t lead to delivering three-star Michelin cuisine on their own.
These "recipes" are widely influenced by the organization’s culture, like the different spices you could add to achieve very different flavors.
For instance, OKRs* implemented in a company believing that success relies on achieving 100% of objectives might lead to a slow pace and lack of innovation. In contrast, at Google, the culture encourages taking risks and stretching limits, leading to different outcomes from the same framework.
Scaling practices and frameworks without understanding the different teams' or companies' mindset will likely end-up with a lot of misunderstanding and poor results.
The Importance of Culture Fit
Pete emphasizes that we often start by scaling processes and practices, which is the easiest part. He recommends starting by changing the mindset since it will influence all the processes.
At the Lean Agile Procurement (LAP) Alliance, we promote an approach that fosters genuine conversations to address cultural fit between companies, as we believe they are key to overcoming the biggest challenges.
Find more about Agile Leadership Journey
*OKRs Objectives and Key Results is a popular framework to set aligned objectives at all the organization levels
Enerkem boosts their procurement process with Lean Agile Procurement for the EcoPlanta project
Learn how Enerkem, an innovative leader of the clean tech, sourced a strategic engineering partner in less than 3 months for deploying their technology at the heart of EcoPlanta, which will produce biomethanol and circular methanol from non-recyclable waste.
Enerkem, a clean technology company headquartered in Montreal, is the global pioneer in the production of renewable methanol and ethanol from solid waste.
Their agile and innovative approach reflects also in their ways of working.
Faced with a critical three-month deadline to select a strategic partner for the design of their new European plant, EcoPlanta, Enerkem adopted an innovative approach with Lean Agile Procurement (LAP) to ensure efficient and rapid collaboration.
In the petrochemical industry, selecting a partner of this magnitude generally takes a minimum of six months.
How did Enerkem manage to select a supplier while accurately assessing the cultural and business alignment between its team and the partner's, thus ensuring a smooth and effective collaboration, all within a timeframe half as long as the standard ?
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This case study was also published in the Swiss Magazine Professional association for Purchasing and Supply Management in German & French