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Inspire Management! @ Agile 2013 in Nashville, Tennessee
Bernd Schiffer gave a presentation at the 2013 Agile Conference in Nashville on inspiring management. He discussed how Agile transformations often fail because the rest of the organization does not change. He presented several Agile Management Innovations used by companies like Semco, Valve, and Atlassian including practices like self-managed teams, open salary structures, and slack time. Schiffer emphasized doing management experiments and inspiring others to create organizational change. He concluded by thanking the audience and providing contact information.
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Inspire Management! @ Agile 2013 in Nashville, Tennessee
- 1. INSPIRE MANAGEMENT 09/08/2013 AgileConference Nashville Bernd Schiffer
- 2. ITIT REST ORGA IT Pro Re Nata ITIT IT REST ORGASoft- ware Studio ITIT IT REST ORGA Enter- prise permanent changing not Scrum Scrum
- 3. But what about therest of the organisation? ITIT IT REST ORGA Enter- prise
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- 8. Be Agile everywhere inan organisation.
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- 10. Graves in theSun http://www.flickr.com/photos/sufw/3712262067 by Sascha Wenninger http://www.flickr.com/photos/sufw I’ve seen too many Agile adoptions die, because the organisation didn’t change!
- 11. The Monkey, Banana, and WaterSpray Experiment by G. R. Stephenson
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- 13. Columbus Breaking theEgg by William Hogarth http://en.wikipedia.org/wiki/File:Columbus_Breaking_the_Egg%27_(Christopher_Columbus)_by_William_Hogarth.jpg Egg of Columbus
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- 17. you just me ANSWER - JustBetween you and me
- 18. Task: Connect all9 dots using exactly 4 straight lines, without retracing or removing your pen from the paper. The Nine Dot Problem
- 19. Task: Connect all9 dots using exactly 4 straight lines, without retracing or removing your pen from the paper. The Nine Dot Problem ANSWER - Think outside the box
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- 21. Money Open Books Business figuresare accessible by employees, and employees are trained to understand these business figures. Open Salary Structure Particular case of Open Books, where employees know each others’ salaries and are able to reference them in a company wide context. Profit Sharing Employees are substantially benefitting from the companies profit. Peer Salary Determination An employee’s salary is determined by peers chosen by the employee. Salary Self-determination An employee’s salary is determined by themselves.
- 22. Collaborative Infrastructure Organisational Retrospectives and Retreats Allemployees of an organisation frequently gather to reflect their past, plan their future, and connect to their present. Open Space Technology Meeting form to exchange ideas and connect people without having a formal agenda. Slow Communication Way of communicating asynchronously to have more uninterrupted flow moments.
- 23. Teams Team Empowerment Teams areautonomous, self- organised and cross-functional. Organisational Partitioning The organisation consists of teams, and every employee is part of one team. Happiness Index A niko-niko calendar is used to measure happiness within a team and company wide. Reverse Accountability Managers are accountable to employees. Hiring through Team Fresh engagements are hired and dehired by the team. No Job Title or Description Employees don’t have job titles and job descriptions.
- 24. Decisions Konsent Form of decisionmaking within teams or whole organisation where a decision is made when nobody has a reasoned veto. Concrete Experiments Changes to the organisation are made with concrete experiments including a specific time to run and a hypothesis the outcome can be compared to. True North A range of unreachable goals helps the company to channel energy by having a direction. Simple Rules A minimal set of rules instead of a huge amount of documented instructions to make regulations within an organisation. Delegation Clarification of the level of delegation is essential for collaboration.
- 25. Mastery Peer Feedback Employees havepeer groups which give regular feedback on the employee’s performance and help him or her on their further journey. Chess Kings and knight http://www.flickr.com/photos/karpidis/4762773414 by Andreas Kontokanis http://www.flickr.com/people/karpidis/ Mentoring and Coaching Mentors help employees to find their next career steps, and coaches help employees to grow personally. 360 degree evaluation This is feedback trough the wisdom of the crowd.All of the company’s employees give small feedback to everyone they know in the company.
- 26. Slack Work time inwhich an employee is free to work on whatever he wants. Work on Sight Every employee has contact with the customer. Innovation Days Time span in which the whole organisation concentrates on creating concrete innovations. Net Promoter System Having a tight feedback loop with the customers about products and services. Customer and Innovation
- 27. Money Teams Customer and Innovation Decisions Mastery Col- laborative Infrastructure AMI Open Salary Structure Peerbased Salary Determination Salary Self- Determination Profit- Sharing Open Books Sociocracy No JobTitle/ Description Happiness- Index Team Empowerment Hiring through Team Reverse Accountability Slack Innovation Days Work onSight Net Promoter System Konsent Concrete Experiments Delegation True North Simple Rules Peer Feedback Mentoring & Coaching 360° Evaluation Organisational Retrospectives/ Retreats Slow Communication Open Space Technology
- 29. Semco •Delegation •Simple Rules •Team Empowermentand Organisational Partitioning •Hiring through team •Reverse Accountability •Open Books •Profit Sharing •Salary Self-Determination
- 30. Valve •Hiring through team •Slack •NoJob Classification •Peer Feedback •Peer Salary Determination
- 31. Atlassian •Reverse Accountability •Happiness Index •InnovationDays •Peer Feedback
- 32. What happens when you inspireothers! Sasquatch music festival 2009 - Guy starts dance party http://youtu.be/GA8z7f7a2Pk
- 33. Source: www.shipmentoffail.com You can’tcopy culture!
- 34. + = ? DoManagement Experiments
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- 36. Sources for ManagementInspirations AMI Introduction • Article: Agile Management Innovations – a Primer http://agiletrail.com/2012/11/08/agile-management-innovations-a-primer • Video: How Agile and Lean Changed My Organization http://vimeo.com/32440182 In-depth description of an AMI • Article: Slack to the Rescue http://agiletrail.com/series/innovation-and-motivation-slack-to-the-rescue AMI Background • Book: The Human Side of Enterprise by Douglas McGregor (aboutTheoryY) • Book: The Future of Management by Gary Hamel (about Management Innovations) • Book: Drive by Daniel Pink (about what really motivates us) • Article: Autonomy at Work - the Pull Principle http://agiletrail.com/series/autonomy-at-work-the-pull-principle AMI Companies • Book: Maverick by Ricardo Semler (about Semco) • Handbook: Valve's Handbook for New Employees http://www.valvesoftware.com/company/Valve_Handbook_LowRes.pdf • Post: 4 tactics to change from directive leadership to a self-correcting organisation http://www.managementexchange.com/story/%22traditional-management%22-%22trust-management%22 Community • StoosNetwork http://www.stoosnetwork.org
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