Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Radical Management in Practice

3.105 Aufrufe

Veröffentlicht am

Many organizations are based on a hierarchical bureaucracy with managers who practice command and control. This approach is incompatible with much twenty-first century work, which is knowledge based and best carried out in self-organized teams.

Building on Steve Denning's "Radical Management", this presentation provides guidance on what managers should do to best support the work of agile teams.

This draws on experiences from multiple large-scale Agile transitions in Germany and the United Kingdom in the telecommunications and finance sectors.

Veröffentlicht in: Leadership & Management
  • DOWNLOAD THIS BOOKS INTO AVAILABLE FORMAT (2019 Update) ......................................................................................................................... ......................................................................................................................... Download Full PDF EBOOK here { https://soo.gd/irt2 } ......................................................................................................................... Download Full EPUB Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download Full doc Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download PDF EBOOK here { https://soo.gd/irt2 } ......................................................................................................................... Download EPUB Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download doc Ebook here { https://soo.gd/irt2 } ......................................................................................................................... ......................................................................................................................... ................................................................................................................................... eBook is an electronic version of a traditional print book THIS can be read by using a personal computer or by using an eBook reader. (An eBook reader can be a software application for use on a computer such as Microsoft's free Reader application, or a book-sized computer THIS is used solely as a reading device such as Nuvomedia's Rocket eBook.) Users can purchase an eBook on diskette or CD, but the most popular method of getting an eBook is to purchase a downloadable file of the eBook (or other reading material) from a Web site (such as Barnes and Noble) to be read from the user's computer or reading device. Generally, an eBook can be downloaded in five minutes or less ......................................................................................................................... .............. Browse by Genre Available eBooks .............................................................................................................................. Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, ......................................................................................................................... ......................................................................................................................... .....BEST SELLER FOR EBOOK RECOMMEND............................................................. ......................................................................................................................... Blowout: Corrupted Democracy, Rogue State Russia, and the Richest, Most Destructive Industry on Earth,-- The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company,-- Call Sign Chaos: Learning to Lead,-- StrengthsFinder 2.0,-- Stillness Is the Key,-- She Said: Breaking the Sexual Harassment Story THIS Helped Ignite a Movement,-- Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones,-- Everything Is Figureoutable,-- What It Takes: Lessons in the Pursuit of Excellence,-- Rich Dad Poor Dad: What the Rich Teach Their Kids About Money THIS the Poor and Middle Class Do Not!,-- The Total Money Makeover: Classic Edition: A Proven Plan for Financial Fitness,-- Shut Up and Listen!: Hard Business Truths THIS Will Help You Succeed, ......................................................................................................................... .........................................................................................................................
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier

Radical Management in Practice

  1. 1. Radical Management“ in Practice Simon Roberts Management Consultant/ Certified Scrum Trainer simon. roberts@scrumcenter. com Twitter: @srob ScrumCenter (OJ Next level working.
  2. 2. Radical Management” in Practice 511.. (O ScrumCenter , V Traditional ‘ Management Radical Management what does . . ex eriences this mean for p . ‘ 2 and lessons managers in . learned practice? . . The Agile _ i Manager ', ,,/ , ;/ : ; Eiiperiencesat DeuuchaYel£| iom 5: 6 x / ¢wV‘ PAT-, iV/ / L/ i
  3. 3. The purpose of a firm is to make money for shareholders Managers should communicate through directives Managers should act as controllers of individuals Traditional Management Work should be coordinated by a hierarchical bureaucracy The main value is efficiency
  4. 4. The purpose of a firm is to make money for shareholders Managers should communicate through directives Managers should act as controllers of individuals Traditional Management Work should be coordinated by a hierarchical bureaucracy The main value is efficiency
  5. 5. The purpose of a firm is to make money for shareholders
  6. 6. al Managers should act as controllers of individuals
  7. 7. Work should be coordinated by a hierarchical bureaucracy
  8. 8. The main value is efficiency
  9. 9. Managers should communicate through directives
  10. 10. The purpose of a firm is to make money for shareholders Managers should communicate through directives Managers should act as controllers of individuals Traditional Management Work should be coordinated by a hierarchical bureaucracy The main value is efficiency
  11. 11. What's the
  12. 12. Traditional management systematically kills all of the creative things in organizations, for example: - innovation - knowledge management - agile product development
  13. 13. And with '"“”""”5-°'é-- traditional management only one in five workers is fully ""“"‘ engaged in his or her work Source: Deloitte's Center for the Edge: The Shift Index yu--unaivfin-mu} later we will look at why this is
  14. 14. "Traditional notions of management are great if you want compliance. But if you want engagement, self- direction works better" Daniel Pink, 2009
  15. 15. Shift 1: From shareholder value to delighting your customers Shift 5: From Shift 2: From command to controller to conversations enabler Of self- organizing Radical Management , ’ , Shift ‘5: From Shift 4: From . . hierarchical value to values bureaucracy to dynamic linking lmponanl K0 in-um. -.. —nx . -ii shilm what does nvnnrionroc
  16. 16. l, i-. .i>i: il's GI iiii MPQJ/ ical Management Al‘ I ~
  17. 17. Shift 1: From shareholder value to delighting your customers Shift 5: From Shift 2: From command to controller to conversations enabler Of self- organizing Radical Management , ’ , Shift ‘5: From Shift 4: From . . hierarchical value to values bureaucracy to dynamic linking lmponanl K0 in-um. -.. —nx . -ii shifm what does nvnnrionroc
  18. 18. Shift 1: From shareholder value to delighting your customers
  19. 19. @ Shift 2: From controller to enabler of self- organizing teams
  20. 20. .. ... . ~. »- ». ... ... ... n Shift 3: From hierarchical bureaucracy to dynamic linking E-an Iluleklov»
  21. 21. Shift 4: From value to values Examples
  22. 22. Shift 5: From command to conversations
  23. 23. Important to implement all shifts!
  24. 24. Shift 1: From shareholder value to delighting your customers Shift 5: From Shift 2: From command to controller to conversations enabler Of self- organizing Radical Management , ’ , Shift ‘5: From Shift 4: From . . hierarchical value to values bureaucracy to dynamic linking lmponanl to in-pin. -.. —m . -ii shifm what does nvnnrionroc
  25. 25. Shift 1: From shareholder value to delighting your customers
  26. 26. ‘Providing a continuous stream of additional value to customers and delivering It sooner‘ Slim: built‘. 1010
  27. 27. "Providing a continuous stream of additional value to customers and deUvefingitsoonef' Stephen Denning, 2010
  28. 28. "The only valid purpose of a flrm Is to create a customer‘ Nu Diner. 197! fl! "_§1)0fl¢Dm‘ Many companies is; ‘ foru- say yes because it fosters sustainable success 5.-4
  29. 29. "The only valid purpose of a firm is to create a customer" Peter Drucker, 1973
  30. 30. ainazoncom“ Many companies say yes _ , because it fosters %, sustainable success E saleyorce lu
  31. 31. and multiple means to adlieve the one goal: - make money - motivate staff - protect the environment - improve quality - satisfy stakeholders
  32. 32. and multiple means to achieve the one goal: - make money - motivate staff - protect the environment - improve quality - satisfy stakeholders
  33. 33. How can customer delight be measured?
  34. 34. Detractors Passives Promoters O 1 2 3 4 5 6 7 8 9 10 / Net Promoter Score = - % Detractors
  35. 35. Pad ‘-3 Cancel L-J "' Mediencenter ‘Z’ ‘ . l I H - ‘. i. , T’ Lhi ~ ‘C 10:32 iPad Only ' Any Price ' All Categories ' By Relevance ' Mediencenter D Deulsche Telekom AG App Store Customer Reviews Write a Review App Support Sort by Most Helpful 1 . Top by xboxhalo - 26 Jan 2014 Super Sache allerdings newt das keine Mediadaten im lockscreen angegeben werden. 2. 25GB Speicher fiir mein iPhone gratis : ) by BIOCIDE - 23 Jan 2014 Eine sehr coolo App! Mehr Speicher lur MusikT Bilder und Videos und die Mciglichkeit Bilder mil Bekannien auszulauschen. Eine Anschattung Iohnt sich alle Mal da alles gratis ist 2) 3. Wird immer besser! by Grelog - 23 Jan 2014 Ubersichllich und nicht iiberiadenl 4. Nach Update ietzt noch besser by Metal| icMax — 24 Jan 2014 Super App Pllichtdownload fur Telekomkunden ! rnediencenter
  36. 36. Site Visitors Bounces 30-70% Browsers 30-60% Early Waverers 10-20% Late Waverers 5-10% Challenge Traffic Qualltylsite Relevance Motivation (Site 8. Content Quality) Offer Quality, Persuasion Conversion hurdles Conversions
  37. 37. Rapid feedback on changes in customer delight is essential! «R Create a hypothesis in Design an MVP to test it ‘s Release v Gather data « Iterate to drive customer delight higher and higher
  38. 38. la-I lunar not put lumnuw A ‘L/ ‘_, (£5 _ g Kano model Some proposals Gamlvlmlon (when done well)
  39. 39. Kano model Customer satisfaction attributes delight I A Degree of achic'cn1cnt V 1 ,1 an - es-’J= “""'éj'3 rf rm n | M” . De 0 1.33,‘ r ’ basic attributes
  40. 40. Innovation games J’ W59!-1‘“‘ u'‘{€(fl-“~'JC“"’°"‘—. _, 9 , ‘M ' V‘ std yw / "‘ um” "kk 535.7,“ = ta» : V I, xi’; ,5‘ ’ "‘f: I ‘rte rs. M »: ~, .? ] @ Afi'N‘¢«{‘lc'. fivtkwfi‘ sq. ‘7 V ‘ F‘? . ‘ tr‘-qr Ikgvun cc um. l’ — In-an as silica nun J‘: 3n_, c Michael Sahota (Agile Coach at Agilitnx)
  41. 41. Gamification (when done well) ’. '.z .
  42. 42. "A well—designed game is a guided missile to the motivational heart of the human psyche" Kevin Werbach, 2012
  43. 43. AND GET l| I|'I' III‘ THE Blllllllllli!
  44. 44. Lean startup - not just for startups! /1' -I 1; $2. . 7 IDEAS 3 / ' _ >. ./i/ 639 fig , ._(_ (W t’, / if ‘ { DATA 9 i i PRODUCT ~: ’ A K A"/
  45. 45. @ Shift 2: From controller to enabler of self- organizing teams
  46. 46. 21st century work is about mysteries instead of puzzles I . , ii story wgzles nlzunicn A srnxrs : :n. m-ANY no mu us: -xuui
  47. 47. Knowledge workers understand more about the details of the work than their
  48. 48. Taylor's innovation separating people into thinkers (managers) and doers (workers) is no longer appropriate
  49. 49. Self-organized teams with designed-in diversity are the key to solving mysteries
  50. 50. The purpose of a manager changes
  51. 51. i V l‘ , v ‘i . I l ' t’ } e ! i‘ V V I _ _ * V. _« ! Hiring for cognitive diversity instead of hiring people who are similar to the manager themselves!
  52. 52. Maximizing intrinsic motivators for the team members Self-determination theory (Deci and Ryan) - Competence - Autonomy - Relatedness
  53. 53. .. ... . ~. »- ». ... ... ... . Shift 3: From hierarchical bureaucracy to dynamic linking E-an Iluleklov»
  54. 54. What is dynamic linking? Bringing the people who create a product or service directly in contact with the business owners and customers
  55. 55. Principles - stable self-organized, cross-functional teams instead of functional silos - radical transparency about the true state of the work - a learning organization - inspect and adapt - tolerance for failure This is a radical shift from management by departmental objectives to working together for the good of the customer and the company and requires a cultural change in most organizations
  56. 56. Examples from Deutsche Telekom - Product development - Agile transition - Future workplace/ smart working (HR project) - Marketing (customer development) - Communities of Practice (self-organization across teams)
  57. 57. Shift 4: From value to values Exampln
  58. 58. Focus on values that will sustain innovation and growth rather than economic value and efficiency - values need to be lived not just stated
  59. 59. Agile Manifesto M , n . u.. ..-. M1: Am 1 mun: Exa nples Vou Lead! success tllmufil empowerlnent To us immnip ‘Imam . Trust mm. Iiiruarpv‘-’l‘ -(mm r-mam r - CJV'nr'>rv F- -Irnul-; --iem Scrum Values (ummitment Openness Courage Focus Respect
  60. 60. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: 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.
  61. 61. Scrum Values Commitment Openness Courage Focus Respect
  62. 62. You Lead! success through empowerment To us, leadership means: - Trust - Create transparency - Ensure responsibility - Customer first - Implement — Validate - Improve
  63. 63. I" R('. ... ..'~4.. .fw » ,1.-uo. .u. ac. Ac (Qty in . u.. .-an-3 4- T-2.-u A-9 .4.-. -all . «4 . ..u- ,1.-an hm l'(, '.~.1u4.«t, -«ins; 59.nu-< . a. Av&o4,4-I4 p¢. n(n. . Hier kann jeder unterschreiben! fish-«A3 mlJh4'I 4. . vnlwu irtela. {L(r-£20 uu-4 an Arbnlzulumn : Jlnf-‘[4; Au fiul, Passion und uulustéhk ‘I00 Lead‘ Cl
  64. 64. Shift 5: From command to conversations
  65. 65. Why does the communication approach need to change? - 20th century management was based on authority & money - 21st century work (knowledge based) is allergic to authority and money (destroys motivation) - we need to focus on a more social approach to communication
  66. 66. Social Communication Approaches - Tell a story instead of trying to convince with a rational argument - Use visual facilitation instead of communicating through PowerPoint - Do a Gemba walk instead of demanding an email report - Take part in a sprint review instead of requesting a status report - Use powerful questions
  67. 67. I Tm If LEADER’S GUIDEro Sgtytelling ‘fl l. l STEPHEN DENNTNG
  68. 68. Shift 1: From shareholder value to delighting your customers Shift 5: From Shift 2: From command to controller to conversations enabler Of self- organizing Radica! Management , ’ , Shift ‘5: From Shift 4: From . . hierarchical value to values bureaucracy to dynamic linking lmpunaiil to in-pm. -.. —m all shifts! what does nvnnrionroc
  69. 69. The Agile Manager
  70. 70. /u ’ JIIINJIN 3"" Emit. .. cm. ..-. .l; .,, ’, ’i‘. u.J. ~ E . - fins-2 E. a '3 hr“? G-dalim —r, ::’7 / %"lVl'lJII| ’ €: ‘W3'. "3 ’ 3:“ E Ir»-«-+ Mr»-i / Radfifi-ll I iulh 3 Values I Values Ilfialues I All. Telzbiu Cljcuzmt "'Ta°. i'""’I W“ fivd 7 ~; -.. , I Rmciptu I: —1,, ‘V_7__j_ OW‘ lived ‘ I A __ Ir In 5 ; 50M-4' - flue f *I. .»‘~: Zt= ;i’~ » ‘ ’ lmlaalga I-Sm e. .,.4? . -
  71. 71. Quotations fmm Manager: ©@ Experiences at Deutsche Telekom Personal Targets flu-uumna-vuueumuuiianfl in. -wvuuvnwiwivuuc-bud onnenealnosv-can-wwm Imwv-dlrrr-d°Ivuu~vv
  72. 72. Timeline - Nov, 2010. Tetelrom Agile Transition srarls - Ian 2011. First saiim team spi-nilng - Mid 2011. (SM VD! LEIGH! YD! SVVS. VP5, Neil! 01$ - Mar 2011. W of Agile (auability attends Simc (Jennings Radical Management wortshnn In wacniiignsn I)( - lul ml)‘ Further wiloi managers from Di-uiscvie Ielrkum attend Radical Nlanaijnnem wwkshufl in Gerlin - Sci: 2011: riisi In-hoine Agile Mamqenmii Wtlrkhhflp imm nn Riilfliull M. ui= i;mimi - on. 201? You Ll-ad Cflflwlunily nIPl‘.1(‘lIf! . Aug 2tm- rm: loo iiaiaie agile ii-am-. at Ocuudic Telekom Products 5- lrlrluvauvrl - Sen Z015:Znd Agile Tritium Curlvevlllovl at community event with 300 attendees
  73. 73. ‘. w- I/ / lot’ «i; ; 2_; ,i1¢/ ./ 23!; 20/4 I Afiictansiii on '2' - . i'~; ‘ , I_, u. - . {"kJt’ 1 H -j b C 2.". ‘ — : 990 I 400 '
  74. 74. - Nov. 2010: Telekom Agile Transition starts - Jan. 2011: First Scrum team sprinting - Mid 2011: CSM for Leaders for SVPs, VPs, Head ofs - Mar. 2012: VP of Agile Capability attends Steve Denning's Radical Management workshop in Washington DC - Jul. 2012: Further senior managers from Deutsche Telekom attend Radical Management workshop in Berlin - Sep. 2012: First in-house Agile Management Workshop based on Radical Management - Oct. 2012: You Lead Community of Practice - Aug. 2013: Circa 100 stable agile teams at Deutsche Telekom Products & Innovation - Sep. 2013: 2nd Agile Telekom Convention as | community event with 300 attendees I
  75. 75. Quotations from Managers ‘K UIFVDIIIG PI '1 flhfi . lwii-nvhyo-sum aim-mild; -mu &dl‘lC$IDlWlilW Nlal IO Kllulllfllllwvlllmi . ..il. ... i.. .. . ».. ..ii. ... .t ni---mu-i‘ ‘nu-mqinr-1 in- nun-v. -iiiimie-a DUDMRMIIIV in svwcnniriniaiv Inwr-Maui: -uin-i aim-i-i -mini air in»-can iiiiuuiai: IIlIIi$I&$iIirC1' -nginuqinuaanem II . minim» iuugm‘ ‘siminiiiuvusuru-ii-any unav-an wmmimiuw amniuiuuu ur on on has rwuvnln an. -i uuvwau mm W1! autnwu hlnhdlul nmvf
  76. 76. "We now believe in the power of working together to meet customer needs. Instead of functional silos, our new focus is on cross-functional teams and knowledge sharing through pair-working" W (7£§)$‘~9‘) L) 90K} 1‘ N. O ! YY “fir; I
  77. 77. "As a management team we understand our role and purpose better. We now concentrate on strategy and on creating an environment in which our teams can flourish rather than directing their work"
  78. 78. "Removing impediments is a key activity for managers" 0 0 ii I-7 . .lL $9 I K5
  79. 79. "Storytelling has become a key part of how we communicate and motivate our staff. Our staff have rewarded us with better grades in the regular employee satisfaction survey"
  80. 80. Personal Targets Managers now have a personal target to improve their performance based on the new leadership principles Measured by employee survey
  81. 81. “ - Do just start - Don't waste time trying to creating a perfect plan for the transition - Do invest time in training those who want to change - Don't spend too much time on skeptics - Do lead by example - Don't forget to make leadership something that everyone is involved in - not just managers
  82. 82. More on Radical Management Steve Denning's Radical Management Blog: h ' f r m i stevedenningz Training in collaboration with Steve Denning: htt : radicalmana ement. or @Ls_e_s
  83. 83. Radical Managements" in Practice Simon Roberts Management Consultant/ Certified Scrum Trainer simon. roberts@scrumcenter. com Twitter: @srob ScrumCenter (OJ Next level working.

×