Scrum safari joburg v1 2011 09-09
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Transcript of Scrum safari joburg v1 2011 09-09
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The Elephant Is Dead
By Sigi Kaltenecker
www.p-a-m.org www.loop-beratung.at
Long Live Agile Leadership!
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Organizational Consultant
Managing Director LOOP
IT & Financial Services
SpeakerAuthorCo-Editor PAM
Sigi Kaltenecker
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Large group kick-off of agile transition
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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
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This elephant is dead
Who killed the elephant?
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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
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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
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“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
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How to become different?
What is needed?
In Practice?
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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
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Open, hierarchy-bridging communication
Middle management as change agent
The results: practical success factorsTrust
Leadership as a team sport
Professional self-management
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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
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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
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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
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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?
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Open, hierarchy-bridging communication
Middle management as change agent
Successful agile leadership by:Trust
Leadership as a team sport
Professional self-management
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Team leadership coalition
Large group kick-off of agile transition
My personal TOP 5Agile Leadership Training
Agile Transition Teamwork
Peer coaching of middle managers
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Team Leadership Coalition
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Agile Transition Team
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Peer coaching of middle managers
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For a relationship-centered model of change
„the basic building block of change is dialogue“
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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!!