do we still need managers?

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Do we still need managers?

FUTURE-PROOF YOUR ORGANIZATION

ORGANIZE RESPONSIVENESS by

Jurriaan Kamer

“Insanity: doing the same thing over and

over again and expecting different

results”Albert Einstein

“Insanity: implementing scrum

and expecting a miracle”

Jurriaan Kamer

AGENDA - management in agile orgs - how to apply these insights? - agile management team

transformation

How many managers in the

audience?

“Management, like the combustion engine, is a mature technology that must now be reinvented

for a new age.”Gary Hamel

Photo by McKinsey & Company

Do companies like Spotify still

have managers?

How does management operate in agile organisations?

photo by Giuseppe Milophoto by Techcrunch

Photo by eGuide Travel

Spotify

At Spotify, a manager has a maximum of 5

direct reportsPhoto by Heartwork.com

“As a leader, always blame yourself first”

Photo by Heartwork.com

“I was used to people telling me ‘shut up and do

your job’”

“Now they say: my job is to make you successful, what

do you need?”

Agile à la Spotify

At Spotify managers are focused on coaching,

mentorship, and solving impediments rather than

telling people what to do.

With 60 teams, do you get 60

bricks or a nice castle?

Photo by eOffice.netAirbnb

Photo by eOffice.net

“We simply give the

team a clear purpose”

Photo by eOffice.net

“Our tech managers are

engineers”

photo by Steve Jurvetson

What drives your people to work for your company?

A powerful purpose drives the company.

Facebook

“No manager will tell you what to do”

“I don’t want people asking me for

permission. In almost every case, if someone asks me for permission,

something’s wrong”

“When people ask you for permission,

they don’t bring any of their own

responsibility to the request”

AGENDA - management in agile orgs - how to apply these insights? - agile management team

transformation

How to apply these insights?

Simply following the checklist won’t work

(c) Jurgen Appelo

From boss to leader

“We need to have a shorter time to

market, be able to faster respond to change, and have more innovation.”

Find the executive who feels the pain

Provide a clear transition path: start small

Bring the challenge

to the team

€

What do they need to make more

impact?

Managers get coaching to be able to let go of the old ways

“On higher management levels, it feels like losing

control”

Continuously communicate about the necessary change and the challenges. €

Executive sponsorship

Consistent example behaviour

Communication

Management enables the transition

Management team agile transformation

EXPERIMENT

Photo tiarescott

- decision making based on detailed memo’s

- information is filtered out and is often wrong or out of date

- not always of impact of decisions

Management team meetings as an impediment to agility

Can you help us: • learn what it is to be

agile • spend more time fixing

impediments • be more transparent

and accessible • let go and give more

responsibility to teams

Kanban: backlog out in the open Agile inbox: get on their agenda instantaneously Sprint review: question for their people, “did we work on the right things?” Retrospective

Drawing by Henrik Kniberg

A3 managementHelps

management teams to

prioritise which areas they want their company to improve on, and delegate.

Photo by ICT media

ANWB has an agile CIO

Photo by Reynermedia

Do we still need managers?The most agile and innovative companies on the planet still have many many managers,

but they operate very differently.

To move to this new way of management, we need management to enable the transition.

Image by zen-mama.com

“A leader is best when people barely know he exists, when his

work is done, his aim fulfilled, they will say: we did it ourselves.”

Lao Tzu

Thanks!

Follow me at @agile_cio

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