“If you’re serious about enterprise agility, you owe it to yourself to explore the groundbreaking work by Jutta Eckstein and John Buck expressed in BOSSA nova. Take the assessment right now – and read their book to learn more.“
~ Comparative Agility
Have a look in the book! Download here a sample chapter.
Our article Yes, Cross-functional Teams, but Real Ones! was selected for the Best Agile Articles of 2019! Thanks for voting! You can receive the complete ebook covering all Best Agile Articles of 2019 as a for free download!
Moreover, our book has been featured in the top 10 Corporate Finance And Budgeting Books List by the Public Company Community.
Zur deutschen BOSSA nova Seite
Get our book in traditional Chinese
– A podcast by Agile Revolution, that is Tony Ponton and Craig Smith: Change it with the BOSSA nova 🙂
– Agile BOSSA nova: an “Unrecipie” for Thinking Outside the Box with Beyond Budgeting, Open Space & Sociocracy – Webinar hosted by Sociocracy for All
– BOSSA nova: Company-Wide Agility with Beyond Budgeting, Open Space, and Sociocracy – Agile Middle East 2019, Dubai
– Company-Wide Agility with Beyond Budgeting, Open Space, and Sociocracy – International Sociocracy Online Conference 2018
What is BOSSA nova?
BOSSA nova is…
… an approach for company-wide agility. It enables your company to be agile, nimble, and flexible by combining
- Beyond Budgeting (beyond command and control toward empowered and adaptive management),
- Open Space (leveraging the power of innovation from all employees),
- Sociocracy (flexible organizational structure that allows decentralized decision-making), and
- Agile (continuous learning via experiments and feedback).
BOSSA nova makes company-wide agility possible.
Agile just by itself is revolutionary in the software world. Here’s what McKinsey said about Agile in October 2017:
“Agile performance units excel most often at strategy and people-related practices, and they outperform all other units in stability and dynamism.”
How can I Implement BOSSA nova?
Implement by probing, by doing experiments to understand the complexity of your organization’s Strategy, Structure, and Processes.
Is trust cheaper?
How can we both self-organize and stay aligned?
Should we change our legal structure?
Can our board of directors include a CEO, a representative elected by staff, and a customer without interfering with the board’s work?
How include customer feedback in board meetings?
Can we organize transformative learning?
Find out more by meeting us
Here is where we’re presenting next:
The next virtual Narrathons are scheduled! A Narrathon is a peer learning experience based on experiments for continuous learning & innovation.
- Narrathon Cohort 4 is open for registration and runs August 29 – October 17 (Saturdays)
- Narrathon Cohort 5 is open for registration and runs September 7 – November 2 (Mondays)
Agile Tour Vienna, Austria, ONLINE, October 9
Agile Lean International, Dublin, Ireland, ONLINE, October 29-30
– TBD (October 30)
Agile In The New Normal, Spain, ONLINE, October 29-30
– TBD (October 30)
Agile India 2021, Bengaluru, India (March 14-21)
– Coach Camp on Driving Change (March 14)
– Full day workshop on Beyond KPIs and OKRs: Creating an environment for high-performing, innovative teams that leads to true effectiveness (March 15)
– Talk on Don’t Fail Fast – Learn fast: Failing fast is an option. But innovating fast is a must (March 17)
Sessions & trainings on related topics
– Jutta’s upcoming events on Agile (and of course also on BOSSA nova).
– Events calendar for deep dives in Beyond Budgeting.
– Events calendar for Open Space by the Open Space World.
– Training options by Sociocracy For All.
– Events calendar on agile (un)conferences & trainings announced by the Agile Alliance.
… from our presentation recordings
BOSSA nova: Company-wide Agility with Beyond Budgeting, Open Space… at Bosnia Agile Days 2019, Sarajevo, Bosnia and Herzegovina
Dance the BOSSA nova! How Beyond Budgeting, Open Space & Sociocracy enable Business Agility at AgileRock Conference 2019, Kyiv, Ukraine
Probe your Organization! How Complexity Supports implementing Business Agility, Business Agility 2019, Vienna
Agile BOSSA nova: an “Unrecipie” for Thinking Outside the Box… – Webinar hosted by Sociocracy for All
Company-wide Agility with Beyond Budgeting, …, Business Agility Conference 2018
Beyond Agile: Preparing for Digitalization by Jutta Eckstein, Agile India 2018
The Wizard of OSS by Jutta Eckstein, Agile India 2018
With Sociocracy, HIerarchy becomes Agile, Agile India 2017
Sociocracy – A Means for true Agile Organizations, Agile Singapore 2016
… from our podcasts
- A podcast by Agile Revolution, that is Tony Ponton and Craig Smith: Change it with the BOSSA nova 🙂
- Great conversation with Richard Kasperowski on the 4 secrets of BOSSA nova for powerful, motivated teams
- Interview with Jay Hrcsko from AgileUprising on BOSSA nova
- Recording of: BOSSA nova: Beyond Agile – Preparing for Digitalization
- Company-wide Agility with BOSSA nova, podcast with Shane Hastie from InfoQ
- Frontmatter podcast with Leanpub
- Company-Wide Agility with Beyond Budgeting…, Agile Amped
… from our articles
- Surprising Challenges When Trying Agile Company-Wide published by Cutter
(Note: just sign up for your complimentary copy, no need to subscribe)
- Making Companies Nimble—From Software Agility to Business Agility – interview by Thomas Ronzon, Cessare Pautasso & Olaf Zimmermann and published by IEEE Software
- How can Agile support company-wide Agility published by Kanbanize
- The Wizard of OSS: Follow the Open Space and Sociocracy Road to Enterprise Agile Transformation published by Cutter
(Note: just sign up for your complimentary copy, no need to subscribe)
- What Does Company-Wide Agility Imply? published by infoQ
- Q&A on the Book Company-Wide Agility With Beyond Budgeting, Open Space & Sociocracy published by infoQ
- Connect Agile Teams to Organizational Hierarchy: A Sociocratic Solution together with Pieter van der Meché, published by infoQ
- Planning and Controlling Complex Projects published by infoQ
… from insights of our colleagues
- Conversation of Maryse Meinen and Edwin Burger on BOSSA nova (in Dutch!)
- Panel on Business Agility at XP 2019. Article by Dennis Mancl in Agile Processes in Software Engineering and Extreme Programming – Workshops, published by Springer (open access).
- How these 3 Companies Manage Cost Without a Traditional Budget by Bjarte Bogsnes published by the Corporate Rebels
- Mayflower’s approach to salary negotiations by Björn Schotte, blog post on LinkedIn
- Why Budgeting Cripples Agile and Innovation by Steve Denning published by Forbes
- Why startups fumble at growth stage and how sociocracy could help build sustainable organisations by Amarendra Srivastava, published by YourStory
- The 5 Trademarks of Agile Organizations, by Wouter Aghina, Aaron De Smet, Gerald Lackey, Michael Lurie, and Monica Murarka published by and researched for McKinsey
- Decision Making Systems Matter by Hendrik Esser, Jens Coldewey & Pieter van der Meché, published by Agile Alliance
- On Understanding Software Agility – A Social Complexity Point of View by Joseph Pelrine
… from Probes of our Peers
Background: Currently the biggest part of the Scrum Teams within the Agile Release Train feel neglected and floating in the organization. Due to discussion between them and stakeholders (management+customers), they are losing sight of where their specific part of the product fits into the longer term vision, the company vision and the sense of purpose.
Hypothesis: If the first level of stakeholders would start actually being involved and engaged in the Scrum Events, together with the teams, there would be more opportunity of two-way discussion on the vision and ultimately providing a better sense of purpose, leading to happier teams.
Experiment: Identify 2 events where more active participation of stakeholders is expected. Beforehand, measure the level of happiness based on a set of questions that also includes the feeling of connection with the vision. After the events, measure again and inspect what is the difference. Adapt the future events accordingly.
Background: Mostly team members are just allowed to focus on deliveries and not on learning and improvement. They are mostly given so much delivery related work that they are not able to take up some new things and learn.
Hypothesis: If we allow the team to have dedicated time for self-learning in each sprint, then the team’s learning and new ideas proposal increase resulting in improvement of product and their satisfaction level.
Experiment: Self-learning opportunity helps in improving ideation and improvement of product. Giving dedicated time for learning and improvement helps in new initiatives from them and improves their happiness index.
Background: Agile is being followed in most teams and organizations now. They are also doing retrospectives. But most of the time, the right set of impediments and improvements are not the output of these retrospective meetings as they have a fear that if they speak up it would impact them in appraisals.
Hypothesis: If we do not have managers in the retrospectives, then the team will open up with their impediments and improvements as they will feel safe.
Experiment: So, this probe talks about how removing managers from retrospectives impacts the team and how they bring the impediments/improvements and also question each other openly making each other accountable.
Background: Client was not trusting the new vendor team, not giving them authority for change movement to the next environment; this was causing delay in work as it was being done by a member from client’s side.
Hypothesis: Our hypothesis was that if this activity is done by team members, change will move to the next environment quickly, there will be no dependency and delay in delivery.
Experiment: We wanted to experiment it for two sprints (with pre and post measurements) and see if this is making delivery faster and the team is winning client’s trust.
Background: In organizations, teams are demotivated/demoralized and low work satisfaction due to multi-channel communication within the scrum team created due to logging/managing, fixing in-sprint defects.
Hypothesis: As per our hypothesis, if we stop logging in-sprint defects and focus on collective delivery the team will be more effective and will express less frustration which can be effectively measured by timeliness of delivery and improved quality.
Experiment: In one team of the organization, avoid logging in-sprint defects and create a more collaborative environment. Encourage the team to use techniques like Pair Programming and Test first approach before delivering any product backlog item. Keeping all other parameters constant measure parameters for the team before and after the experiment and compare the results.
Background: Teams are not aligned on how they are contributing in enhancing business value. In the long run this might lead to lack of motivation and disengagement in teams.
Hypothesis: If sprint goals will be aligned with business value, it will not only bring motivation in the team but customer delight as well.
Experiment: Reserve some time in sprints, where the team can spend time in brainstorming and coming up with ideas to add business value which further can be converted into features.
Jutta Eckstein works as an independent coach, consultant, trainer, author and speaker. She has helped many teams and organizations worldwide to make agile transitions. She is experienced in applying agile processes within medium-sized to large, distributed mission-critical projects and has written about her experiences. She holds a M.A. Business Coaching & Change Management, a Dipl.Eng. Product-Engineering, and a B.A. in Education.
She is a member of the Agile Alliance (having served on the board of directors from 2003-2007) and a member of the program committee of many different American, Asian and European conferences, where she has also presented her work.
John Buck is President of GovernanceAlive LLC, an international training and consulting organization headquartered Washington, DC, USA. The firm also offers mediation and meeting facilitation services. John has taught many training workshops on sociocracy and led many implementation projects for a variety of organizations, more recently expanding to include BOSSA nova. He serves on the boards of various other organizations. His research and development is ongoing. For example, he is working with Fujitsu’s advanced software lab to develop Weaver, software that helps meetings go better – in-person, online, and asynchronous.
John Buck has extensive management experience with government and corporations, including managing large information technology projects. His clients span the globe and include plastics manufacturers, schools, colleges and universities, long-term care facilities, co-housing groups, NGOs, food producers, and software companies. He holds an MA in Quantitative Sociology from The George Washington University.