big bank - agile management - "agilt ledarskap"
Post on 18-Oct-2014
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Discussing leadership in an agile organization at a big bank. In the presentation you find my take on the history of management as of today, and what is required from management to make self-organization happen. A management framework - Management 3.0 (thank you for the slides Jurgen Appelo!) is presented together with a real life agile managers ideas.TRANSCRIPT
Att leda i en Agil organisation - Leadership in an agile organization
Johan Nyberg, Knowit Management
Management as we know it until now was
invented 1890-1915
Let’s get back in time
Meet: the INVENTORS of Scientific Management
Frederick Winslow Taylor (1856 – 1915)
Henry Laurence Gantt (1861 - 1919)
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But… things have changed
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Globaliza(on goes UP!
Innova(on goes UP!
Democra(za(on goes UP!
Diversifica(on goes UP!
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Uncertainty goes UP! ?
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In fact – change has changed
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Machines ≠ adaptable Humans = adaptable
A new management paradigm
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Self-organization the process where some form of global order or coordination arises out of the local interactions between the components of a system
Requires Empowerment
How to delegate to a self-‐organizing team?
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Key Decision Areas Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997
Delegation is based on Trust.
But neither trust nor
delegation is yes or no. It’s a scale…
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
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flow from left to right 16
controlled by the manager
Authority boards are
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Treat delegation as an investment
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Managem
ent 3
.0
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Teams can self-‐organize, and this requires empowerment, authoriza(on, and trust from management.
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People are the most important parts of an organiza(on and managers must do all they can to keep people ac(ve, crea(ve, and mo(vated.
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Self-‐organiza(on can lead to anything, and it’s therefore necessary to protect people and shared resources…
…and to give people a clear purpose and defined goals. 22
Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.
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Many teams operate within the context of a complex organiza(on, and thus it is important to consider structures that enhance communica(on.
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People, teams, and organiza(ons need to improve con(nuously to defer failure for as long as possible.
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Managem
ent 3
.0
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An agile development manager:
”My purpose is to create and maintain high performing, cross
functional teams that self-organize to deliver quality
software”
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IMGD and leadership
Trust and structure Counterdependency and Fight
Work and produc(vity
Dependency and Inclusion
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2 3
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Direc(ng. Give the basic structures
Coaching: Develop rela(onships and competencies..
Suppor(ve: Direct the energy on purpose and
goals
Delega(on: Drive by vision
Time Management of an Agile Manager
Less %me on: Instead:
giving direc(ves give purpose and goals
resource management team management
repor(ng be transparent, visualize
task delega(on delegate areas
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Spend more time and effort
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• With employees • Ensuring that the customer view is understood • Communicating/creating an understanding of
visions and goals (aligning) • Continuous improvements (retrospectives etc) • Together with other managers and employees
developing/enhancing way of working
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”implementing agile gave improved ability to manage changing priorities”
90% ”agile improved our project visibility” 84%
But…
But how do I become an agile manager?
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In scientific management, the mangers role was to manage the
machine to optimized productivity in a known context.
The agile manager optimizes the adaptivity to make sure that the
right things are done, in a changing environment.