HR Hackathon 2016, Berlin - Keynote Birgit Mallow Keynote Summary: What the hell is up-to-date leadership? Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!

1. What the hell is
up-to-date leadership?!
Birgit Mallow
Berlin, 17. April 2016

2. 2

3. Crisis or Götterdämmerung?
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Reference:www.flickr.com/photos/fessers/7017494453

4. Challenge
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Efficiency

5. Challenge
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Complexity

6. Models for Localization of „Complexity“
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Stacey Diagram
(Ralph Stacey)
Cynefin-Framework
Dave Snowden
Reference: http://de.slideshare.net/jurgenappelo/complexity-thinking
Jurgen Appelo: Management 3.0, 2011
DISORDER

7. Methods for Simple and Complicated
Organization &
executives
„zuverlässige Maschine“
Trennung von Denken
und Handeln
Hierarchie, „Silos“
Effizienz
Primat:
Input-Output-Relation
Challenge:
Increase efficiency, cost cutting
Executive Style:
command and control
Risk: tendency to
Theory X
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sense – categorise – respond
Best Practice
checklists
instructions
standard processes
sense – analyse – respond
Good Practice
problem analyzis
guidelines, policies
traditional project management
Photo:UweJansche/pixelio.de

8. Methods for Complex and Chaotic
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act – sense – respond
Novel Practice
innovation, disruption
Business Model Generation
Design Thinking, Dynamic Facilitation
probe – sense – respond
Emergent Practice
self-organization
adaptive-incremental approach
learning loop
Organization &
executives
„Lebendiger ganismus“
Entwicklung durch
Trial and Error
Selbstorganisation
Kreativität
Primat:
Gemeinsam lebendig sein
Challenge:
endure uncertainty,
result open processes
Executive Style:
leadership
Chance: tendency to
Theory Y
Photo:TiMCaspary/pixelio.de

9.  Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for Agile Software Development, 2001
– 4 Values –
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 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for Agile Software Development, 2001
It involves mainly
People & Communication
Early Product Delivery
Customer Focus
Value Creation

11. Manage Complexity
Agile Process Framework Scrum
 Simple – fits on a coaster
 A few roles, events, artefacts
 Self-organized team
 Communication face-to-face
 Iterative-incremental approach
 Transparency, inspect and adapt !!
 Continuous improvement for product
and process
 Focus on:
 value creation for customer
 avoid waste
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 Disciplined and planned way !!

12. Focus: „Product“
• Value for the customer
• Release
• Indirectlyt: team efficiency
Focus: „Methods“
• Product increment
• Self-organization
• Cross-functional
Focus: „Process“
• Coach, facilitator
• Team development
• „allows to grow“
Scrum and Management – Sharing of Authority
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Product
Owner
Scrum
Master
Team
Focus: Strategy & Employee
• Strategy, purpose
• Orientation & conditions
• Employee development
Executive
3 management roles
in the Scrum team

13. Requirements for Effective Leadership
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Defines sense and purpose
Gives orientation, declares conditions
Develops employees
Develops teams
Is strenghts and solution-oriented
Creates space
Has respect for people
Communicates openly
Has change competence
Reflects itself
Conveys confidence
…
Leadership

14. Effective Leadership …
… brings Vitality
„…we do things a little bit differently…“
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https://www.youtube.com/watch?v=DYA_ivyj3kE

15. Participants Workshop
Management Culture in Transition
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What values
and behaviors
managers need in
an agile context?

16. Workshop
Results
Management
Culture
in Transition
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Behavior
Values
&
principles
Reference:OskarMager

17. Scrum Values
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Focus
Courage
Openness
Commitment
Respect
Empowerment &
Self-Organization
Time-boxing
Transparency
Inspect & adapt
Deliver every sprint
& Agile Principles

18. Up-to-date leadership is value-driven
Agile and lean help to cope with complexity.
Up-to-date leadership knows how to distinguish the challenges
and seize the right “tool”.
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Photo: TiM Caspary / pixelio.de Photo: Uwe Jansche / pixelio.de
Values connect
Scrum Kanban BPM
Attitude over method!

19. Effective Leadership
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This is the best leader whose people say,
if he has made the goal:
"We ourselves have brought success."
(Laotse, chinese philosopher, 4th to 3rd century BC)

20. Leadership Concepts & Metaphors
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 Leader as Developer for People
(Jurgen Appelo, Management 3.0)
 Leader as Servant
(Robert Greenleaf)
 Leader as Host
(Mark McKergow)
 Positive Leadership
(Ruth Seliger)
 Appreciative Leadership
(Diana Witney et al.)

21. Authority Poker & Delegation Board
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Empower your team
Reference: Management 3.0,
http://www.management30.com/
Deny holidays
Keep printers operational
Organize game night
Take new team member
Decide features for development
Change team member
…
Competences to act

22. Moving Motivators
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Reflection and team development
Reference: Management 3.0,
http://www.management30.com/

23. Culture Change: Confidence and Failure Culture
Failure Recovery is more important than Failure Avoidance
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Failure RecoveryFailure Avoidance
Reference: Henrik Kniberg: culture over process

24. Challenges for HR /
Instruments for Personnel management
Areas of conflict in the agile context:
 Paths for career & development
 Salaries and compensation
 Performance evaluation
 Objective agreements
Key role of HR in an agile transformation!
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25. These days a Scrum Master told me…
… our HR must also be agile!
And the top executives, too!
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26. Many Areas of Application for Scrum and Kanban
 Product development
 Sales
 Service deliverables units
 HR
 Strategy process of
top executives
 …
 eduScrum for learning
process at school (NL)
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• Freiräume Camp 2016
• http://blog.xebia.com/edu-scrum-at-xp-days-
benelux-beware-of-the-next-generation/
Reference: Claudia Struijlaart, Mark Reijn

27. Values – Accordance and Coherence
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Reference: https://vimeo.com/141154332
Helmut Lind, Vorstandsvorsitzender Sparda Bank,
about values and corporate philosophy
See movies „AUGENHÖHE“ and „AUGENHÖHEwege“.

28. Values are the Basis for „Cultural Objects“:
What we need to be successful.
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Reference:AndreaMariaBokler,angelehntanF.Malik
How do we make
decisions?
How do we behave in
meetings?
How to solve problems?
How do we encourage
people?
As we be judged?
(HR instruments)

29. Workshop „Workschub“
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Reference: https://www.youtube.com/watch?v=jxexqXg7K5Y (till 1:46)

30. Let‘s get started!
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strong HR
agile teams and executives
up-to-date leadership
vibrant organizations
livable and prosperous
future of our companies!!

31. Do you have any questions?
Contact me!
Birgit Mallow
Organisationsentwicklung und Prozessberatung
Munich
and
Dresden
+49 171 / 276 42 61
bma@mallow-consulting.de
www.mallow-consulting.de
LinkedIn: https://www.linkedin.com/in/birgit-mallow-b3812b49
XING: http://www.xing.com/profile/Birgit_Mallow
Twitter: @BirgitMallow
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32. Birgit Mallow
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Computer scientist in the field of psychology
Management Consulting since about 20 years
Organizational Developer with focus on
 Agile practices / agile organization
(Agile Coach, SAFe Consultant, certified Scrum Master,…)
 Transformation processes & value-oriented culture change
CTT Consultant (Barrett Values Centre)
 Business Process Management, agile BPM
Project expertise (selection)
 Insurance – IT-Service Management, Business Process Management
 Manufacturing industry – Group-wide: professionalisation of IT, CIO-organization
 Manufacturing industry – Business Process Management
 Insurance – Change Facilitation
 International Bank – Agile development of bank products, interim Scrum Master, agile coaching of the managers
 IT-service company – Conceptual preparation of agile scaling
 Credit agency – Agile scaling
 Consulting team – Agile consultation process
 Sales department – Agile Working
 Manufacturing industry – Interim Scrum Master and Agile Coach, preparation of agile scaling
 Energy industry – Agile Coaching of the Product Owners and Managers
Trainer and theme developer in the team of „Consulting Werkstatt“
Consultant and Coach in Employee Assistance Program / BGM (Company Aid)

33. APPENDIX
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34. Study “Management Culture in Transition”
400 telephone interviews (2014)
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Quelle: INQA_MONITOR_GUTE_FUEHRUNG_web_ds.pdf
Most of the executives surveyed hold the previous models of organization
and management in view of the complexity and dynamics of the future world
of work are no longer appropriate.

35. Maturity Model Workforce Transformation
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Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf

36. Leadership Alignment
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No leadership
commitment
Selective
leadership
support
Top executives: rediness
for top projects
Leadership comitment
for special projects
Full top executive
readiness
Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf
No top executive
readiness
Leadership involved in
special projects
Leadership commitment/
role model

37. HR Readiness
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Little or no
HR expertise
Partial consulting
by HR in WFT
HR expertise for
restructuring
HR as business partner in
selected departments
HR expertise for
WFT available
Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf

38. John Kotter: Accelerate!
The Evolution of the 21st Century
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Quelle: http://www.youtube.com/watch?v=H1XeZEFk_0E&feature=youtu.be

39. How to Develop a Positive Failure Culture
Read the two-part journal article from authors
Birgit Mallow and Dr. Gerd Kopetsch.
https://www.projektmagazin.de/artikel/was-zeichnet-eine-positive-fehlerkultur-aus-teil-1_1104249
https://www.projektmagazin.de/artikel/was-zeichnet-eine-positive-fehlerkultur-aus-teil-2_1104270
To obtain the article, please just contact me.
(Sorry, only available in German.)
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40. How does that fit this -
Agility and Management of Employees?
Interview Prof. Peter Wald, HTWK Leipzig, has
performed in front of the HR Innovation Day 2015
with Birgit Mallow:
Http://leipzig-hrm-blog.blogspot.de/2015/05/passt-dies-zusammen-agilitat-und.html
(Sorry, only available in German.)
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