Scrum safari joburg v1 2011 09-09
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Transcript of Scrum safari joburg v1 2011 09-09
The Elephant Is Dead
By Sigi Kaltenecker
www.p-a-m.org www.loop-beratung.at
Long Live Agile Leadership!
Organizational Consultant
Managing Director LOOP
IT & Financial Services
SpeakerAuthorCo-Editor PAM
Sigi Kaltenecker
Large group kick-off of agile transition
loop organisationsberatung gm 6 www.loop-beratung.at
Commander &
controllerPolitical player
Solution hero
Privileged
decision-maker
Super expert
One-way communicat
or
powerful &
dangerous
Traditional Management
This elephant is dead
Who killed the elephant?
The „lions“ killed the elephant
Increased complexity of markets
Global mobility of customers & workers
Communication technology
Higher education levels
Conflicting customer needs & demands
Multiple stakeholders
Internal „buffalos“
Only 1 of 5 workers is fully engaged
75% of the workforce lacks passion
Organizational life expectancy < 20 years
15% of teams realize their full potential
40 million jobs created by start-ups
Almost none created by established firms
“Given the deep change that has taken place in both the
marketplace and the workplace, should we be
suprised that we need different management
today?“
Stephen Denning, Radical Management
How to become different?
What is needed?
In Practice?
The PAM Study
58 face-to-face interviews with IT and business experts of 5 different companies
Gathering of insights by destilling the most important answers of each company and over all
Crossfunctional survey team: line management, OD, project management, agile coaching
Discussing the end results with a diverse group of managers of different companies
Open, hierarchy-bridging communication
Middle management as change agent
The results: practical success factorsTrust
Leadership as a team sport
Professional self-management
Trust
Trust in:• the competence of the team• their ability to self-organize• yourself and your ability to deal with new challenges
See www.p-a-m.org: „A recipe for trust building“
”To work agile is like climbing stairs without handrails“ Senior Management Business
requires leaders to:• adopt to change• sincerely delegate responsibility• cope with uncertainty and democracy• learn
Leadership as a team sport
Team decisions instead of individual decisions
All key players are involved in major decisions:
Complex problems are viewed and solved from different perspectives
Leadership is shared and a result of goal-oriented networking rather than an individual property
Middle Management as Change Agent
Not middle management, but command & control leadership becomes obsolete
New core challenges: Context management Coaching Change management Facilitating Dialoguing
How do you rate the potential that the entire company can benefit from the agile transition?(1: very positive, 2 positive, 3: neutral)
„Why do we have line managers – so that someone signs our vacation forms?“ – Team Member
Please discuss for the next 10 minutes the following questions:
How do these success factors fit to our own experience of
„agile leadership“?
Feedback loop on study results
Decide on a group speaker to present a written summary statement of your discussion: one flip chart incl. 3
concrete building blocks for a leadership learning journey
How can we practically improve leadership?
Open, hierarchy-bridging communication
Middle management as change agent
Successful agile leadership by:Trust
Leadership as a team sport
Professional self-management
Team leadership coalition
Large group kick-off of agile transition
My personal TOP 5Agile Leadership Training
Agile Transition Teamwork
Peer coaching of middle managers
Team Leadership Coalition
Agile Transition Team
Peer coaching of middle managers
For a relationship-centered model of change
„the basic building block of change is dialogue“
Agile leadership challenges teams…
…as well as line managers
Again, you
didn´t hit me!
You guys are lacking
teamwork and organization!
You don´t hit me because
you´re not aligned!!