From Management to Leadership - How to work with agile teams

From Management to Leadership - How to work with agile teams

Agilität ist aus vielen Unternehmen nicht mehr wegzudenken. Aufgaben, Verantwortlichkeiten und die Zusammenarbeit haben sich radikal verändert, um nur einige Aspekte zu nennen. Verfolgt man den agilen Weg konsequent, ergibt sich zwangsläufig die Frage, ob und wie viel Management in agilen Organisationen notwendig ist. Hintergrund dieser Überlegung ist, dass Selbstorganisation, Transparenz und Flexibilität nicht zu klassischen Managementansätzen passen. Aber ist dieses Bild wirklich so schwarz-weiß oder braucht es nicht einfach ein zeitgemäßeres Führungsverständnis?

0b5d242584112741f7c14c9a2e1a299d?s=128

André Neubauer

April 21, 2015
Tweet

Transcript

  1. FROM MANAGEMENT TO LEADERSHIP HOW TO WORK WITH AGILE TEAMS

    1 André Neubauer, JAX 2015
  2. @devpg TWO ARE BETTER THAN ONE! 2

  3. @devpg ABOUT ME “Software engineering enthusiast and org development fanatic.

    Now executive and strong advocate on lean production and modern leadership. Motivated by 'Y’!“ @devpg 3
  4. @devpg PREAMBLE No blaming Just reviews & learning. Respect Management

    isn‘t bad but insufficient. No blueprint This is only my experience. 4
  5. @devpg WHAT‘S OUR COMMON UNDERSTANDING OF ORGANIZATIONS? 5 Top Management

    Middle Management Employees
  6. @devpg WHERE DOES AGILE HAPPEN? 6 Top Management Middle Management

    Employees Teams, working together across divisions
  7. @devpg UNFORTUNATELY MOST AGILE EFFORTS GET STUCK AT A CERTAIN

    POINT. 7 Top Management Middle Management Employees -  Power and responsibility -  Self-organized Command and control
  8. @devpg IS MANAGEMENT STILL NEEDED IN AGILE ORGANIZATIONS? 8 Top

    Management Middle Management Employees
  9. @devpg WHAT‘S MANAGEMENT? 9 [Source: http://upload.wikimedia.org/wikipedia/commons/0/06/F._Taylor_1856-1915.jpg ] Frederick Winslow Taylor

    (1856 – 1915) Father of »Scientific Management« aka Taylorism
  10. @devpg MANAGEMENT IS BASED ON TAYLORISM 10 [Source: https://farm4.staticflickr.com/3524/3249292348_81f82d6e8d_o.jpg ]

    § Focus: Efficiency § Consider the organization as a machine. § Separation of thought and action §  Standardization of tasks §  Scaling by repeating without thinking § Goal: Scaling of production
  11. @devpg THE SUCCESS OF TAYLORISM AND MANAGEMENT 11 [Source: http://upload.wikimedia.org/wikipedia/commons/8/83/Airacobra_P39_Assembly_LOC_02902u.jpg

    ] Taylorism was the enabler for massproduction!
  12. @devpg CHALLENGES NOWADAYS 12 [Source: http://static1.businessinsider.com/image/514205d4eab8ea8b38000000-4346-3260/vatican-papal-conclave-2013.jpg ] Welcome to the

    information age! §  Social responsibility §  Discontinuous change §  Short product life cycles §  Continuous price declines §  Little customer loyalty
  13. @devpg FROM X TO Y 13 [Source: https://lh3.ggpht.com/-UhditA3kxYo/UC1n1FXEZbI/AAAAAAAAATA/WThKKSRVuCg/s640/theoryxy.png ]

  14. @devpg 14 „It doesn’t make sense to hire smart people

    and then tell them what to do; we hire smart people so they can tell us what to do.“ – Steve Jobs [Source: http://upload.wikimedia.org/wikipedia/commons/f/f5/Steve_Jobs_Headshot_2010-CROP2.jpg ]
  15. @devpg OUR UNDERSTANDING OF ORGANIZATIONS IS OUTDATED! 15 [Source: http://upload.wikimedia.org/wikipedia/commons/d/d5/Wrong_way_sign.JPG

    ] We need a new understanding of leadership!
  16. @devpg LEADERSHIP ... WHAT? 16 [Source: http://sutherland-careers.com/wp-content/uploads/2015/03/Leadership.jpg ]

  17. @devpg 21/04/15 # 6 LESSONS LEARNED THE JOB AS A

    LEADER IN AN AGILE ENVIRONMENT 17
  18. @devpg #1: INTRODUCE POWER AND RESPONSIBILITY SENSIBLY 18 § Self-organization isn‘t

    for everybody. § Help! The fact that you're not by default the best leader, also applies to your employees. They're also not immediately agile. § Step by step. People will be skeptical.
  19. @devpg #1: INTRODUCE POWER AND RESPONSIBILITY SENSIBLY 19 [Source: http://upload.wikimedia.org/wikipedia/commons/c/c1/Peter_Kruse_auf_der_republica_10_-_2.jpg

    ] „Keep yourself as a leader either completely out, or try to have everything under control.“ 8 rules for complete standstill in companies – Prof. Dr. Peter Kruse
  20. @devpg #2: IDENTIFICATION AND MOTIVATION OVER INCENTIVATION! 20 §  Intrinsic

    motivation arises from identification §  Extrinsic motivation based on incentive systems will break your culturre! §  Causes frustration §  Never ending strory §  Make it your their project
  21. @devpg #3: GIVE ORIENTATION AND INSPIRE 21 [Source: http://upload.wikimedia.org/wikipedia/commons/8/8d/Right_This_Way.JPG ]

  22. @devpg #4: KNOW LEVEL OF AUTHORITY WHEN IT COMES TO

    DECISIONS 22 [Source: http://ptgmedia.pearsoncmg.com/images/art_appelo_7levelsauthp2/elementLinks/appelo_fig03.jpg ]
  23. @devpg #4: KNOW LEVEL OF AUTHORITY WHEN IT COMES TO

    DECISIONS (2) 23 Use an authority board as a contract between teams and management.
  24. @devpg #5: BE A FACILITATOR AND SPARRING PARTNER 24 [Source:

    http://www.sparringspartner-vertrieb.de/assets/images/Sparringspartner-fuer-den-Vertrieb.jpg ] §  Connecting the dots. §  Encourage people, when things fail. §  Share your knoldege, experience, network. §  Welcome change.
  25. @devpg #6: ACT AS A GARDENER IN YOUR ORGANIZATION 25

    §  Solve impediments on a higher level. §  Create an environment so that the teams can succeed. §  Strive for best team setup. §  Have a passion for detail
  26. @devpg #7: TEAMS SERVE THE CUSTOMER NOT THE MANAGEMENT 26

    [Source: http://www.marketingclub-bremen.de/MCB2009-wp/wp-content/uploads/2013/05/Zalando_Fashion-Fontäne_kl.jpg.jpeg ] §  Origanisational structure becomes less important
  27. @devpg #8: DON‘T TAKE YOURSELF TOO SERIOUSLY 27 [Source: http://www.littlemissmomma.com/wp-content/uploads/2012/10/2-IMG_4966a.jpg

    ] §  Time will come when you will be needed less and less. §  That's great, because that means you did a awesome job.
  28. @devpg AGILE NEEDS LEADERSHIP (AS A CONTEMPORARY ALTERNATIVE TO MANAGEMENT)

    28
  29. @devpg FROM MANAGEMENT TO LEADERSHIP 29 § A good manager isn‘t

    necessarily a good leader. § Your influence will be indirect, but no less important! §  If you define yourself on the status, you will probably have a problem. § Leadership doesn‘t substitue management.
  30. @devpg THANKS FOR YOUR ATTENTION 30 [Source: http://www.flickr.com/photos/peterjlambert/97671748/sizes/o/in/photostream/]

  31. @devpg AGAIN ... TWO ARE BETTER THAN ONE! 31