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Fredi Schmidli
05.09.2014 fredi@pragmaCc-‐soluCons.ch 3
• Business Angel and Board member: www.startangels.ch
• Entrepreneur
• Community Builder: meetup.com/Lean-‐startup-‐Zurich/
-‐ Agile Breakfasts
hPp://www.slideshare.net/pragmaCcsoluCons/from-‐scrum-‐to-‐agile-‐management
Hier kommen Link & QR-‐Code zur Präsi auf Slideshare
Find this presentaCon on slideshare
05.09.2014 fredi@pragmaCc-‐soluCons.ch 4
Goal Ag
ile M
gt
More Business Value in shorter 0me
05.09.2014 fredi@pragmaCc-‐soluCons.ch 7
NOT Welfare oasis, Socialism or Manager bashing
Disclaimer: ...
What is the core of Agility?
Team
Cross-‐funcConal, selforganised,
empowered Team Value-‐driven
IteraCve Process with Product increment Feedback
9/17/14 05.09.2014 fredi@pragmaCc-‐soluCons.ch 8
They are defining Playingfield
fredi@pragmaCc-‐soluCons.ch 10
Vision, Strategy & higher ranking Goals
Team
Idea of man, Business Model & Management
Model
9/17/14 05.09.2014
Most important InnovaCon of 20 Cent.? is Management!
hPp://lugenfamilyoffice.com/what-‐if-‐we-‐knew-‐the-‐difference-‐between-‐leadership-‐and-‐management/
05.09.2014 fredi@pragmaCc-‐soluCons.ch 11
Ford assembly line, 1913
... to Industry Workers
disciplined & trained 05.09.2014 fredi@pragmaCc-‐soluCons.ch 13
Frederik Winslow Taylor, 1856 – 1915 1st Management Consultant
The Managers split the Work in single Steps and ...
... optimise every step.
The Manager is thinking, the workers are executing ...
... thereby closely checked ...
... and paid for their performance.
05.09.2014 14
Command & Control Mgt. Model
fredi@pragmaCc-‐soluCons.ch
... Management Model stays, and ... „The way we manage hardly changed since 1920: It‘s sCll Command and Control“
Gary Hamel hPp://www.managementexchange.com/video/gary-‐hamel-‐reinvenCng-‐technology-‐human-‐accomplishment#sthash.XRcWnxD9.dpuf
05.09.2014 fredi@pragmaCc-‐soluCons.ch 16
... drasCc Side Effects • UncooperaCve behaviour and short-‐term acCon, due to ... ?
• Department-‐Kingdoms, due to ... ? • Too many emails/meeCngs ... ? • No change of ardude in spite of ...
• DemoCvated employees as a consequence of all this.
05.09.2014 fredi@pragmaCc-‐soluCons.ch 17
Prerequisite 1
Accept Waiting Line Theory, Complexity & Uncertainty
05.09.2014 fredi@pragmaCc-‐soluCons.ch 19
Forecasts are failing and UncertainCes are increasing ?
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21
Self-‐organise, cross-‐funcConal and empowered Teams can best cope with
Complexity and Uncertainty 05.09.2014 fredi@pragmaCc-‐soluCons.ch 23
Based on Douglas McGregors „ The Human Side of Enterprise“, 1960
What is your Concept of the Human being?
05.09.2014 fredi@pragmaCc-‐soluCons.ch 24
People dislike work, find it boring and will avoid if they can.
People must be forced or bribed to make the right effort.
People would be rather directed than accept responsibility, which they avoid.
People are mo0vated mainly by money and fear about their job security.
Most people have li<le crea0vity – except when it comes to gerng round rules.
People need to work and want to take interest in it. Under right condiCons, they can enjoy it.
People will direct themselves towards a target that they accept.
People will seek and accept responsibility, under the right condiCons.
Crea0vity and ingenuity are widely distributed and grossly underused.
Under the right condi0ons, people are mo0-‐vated by the desire to realize their own potenCal.
Direc0on
Responsibility
Mo0va0on
Crea0vity
AEtude
This only works, if Employees are well & fairly paid
hPp://www.youtube.com/watch?v=uwA97yWz9Uc
05.09.2014 fredi@pragmaCc-‐soluCons.ch 25
hPp://pixabay.com/en/family-‐symbols-‐symbol-‐dad-‐mom-‐83673/
Agile Management „Family“
05.09.2014 fredi@pragmaCc-‐soluCons.ch 27
Design-‐Principles
Command & Control Management
05.09.2014 fredi@pragmaCc-‐soluCons.ch 28 Quelle: The Leader’s Dilemma, Jeremy Hope et al.
Agile Management, AdapCve Management or Management 3.0 Model
1. Purpose
05.09.2014 fredi@pragmaCc-‐soluCons.ch 29
not a central plan.
Bind people to a common cause;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
Organize the world’s information and make it universally accessible and useful.
Build in Purpose ...
05.09.2014 fredi@pragmaCc-‐soluCons.ch 30
2. Governance
05.09.2014 fredi@pragmaCc-‐soluCons.ch 31
not detailed rules and regulaCons
Govern through shared values and sound judgement;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
Values: hPp://labyrinthgal.blogspot.ch/2010/06/delivering-‐happiness-‐book-‐report.html Movement: hPp://www.deliveringhappiness.com
Zappos: To provide the best customer service possible.
05.09.2014 fredi@pragmaCc-‐soluCons.ch 32
3. Transparency
05.09.2014 fredi@pragmaCc-‐soluCons.ch 33
don't restrict and control it
Make informaCon open and transparent;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
Travel Expenses at Roche • „I am responsible for € 60m, but need approval to buy a tea“ • No pre-‐approval of travel expenses, but publicaCon on the
intranet. • 94% of parCcipants agreed with level of transparency • Travel expenses decreased substanCally
05.09.2014 fredi@pragmaCc-‐soluCons.ch 34
Quelle: The Leader’s Dilemma, Jeremy Hope et al., S. 96
4. OrganisaCon
05.09.2014 fredi@pragmaCc-‐soluCons.ch 35
Not centralised funcCons.
Organize around a seamless network of accountable teams;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
5. Trust
05.09.2014 fredi@pragmaCc-‐soluCons.ch 37
don't micro-‐manage them.
Trust teams to regulate their performance;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
develop trust Management 3.0 Training Material, Jurgen Appelo
DelegaCon Board
05.09.2014 fredi@pragmaCc-‐soluCons.ch 38
6. Accountability
05.09.2014 fredi@pragmaCc-‐soluCons.ch 39
not on hierarchical relaConships.
Base accountability on holisCc criteria and peer reviews;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
What is the core of Agility?
Team
Cross-‐funcConal, selforganised,
empowered Team Value-‐driven
IteraCve Process with Product increment Feedback
9/17/14 05.09.2014 fredi@pragmaCc-‐soluCons.ch 40
7. Goals
05.09.2014 fredi@pragmaCc-‐soluCons.ch 41
don't turn goals into fixed contracts.
Encourage teams to set ambiCous goals;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
8. Rewards
05.09.2014 fredi@pragmaCc-‐soluCons.ch 43
not on fixed targets for individuals.
Base team rewards on relaCve performance;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
Results should not be pushed with financial rewards
But… small rewards for behavior can be OK
44 05.09.2014 fredi@pragmaCc-‐soluCons.ch
12. Controls
05.09.2014 fredi@pragmaCc-‐soluCons.ch 45
not budget variances..
Base controls on fast, frequent feedback;
Quelle: The Leader’s Dilemma, Jeremy Hope et al.
Example: Client SaCsfacCon
05.09.2014 fredi@pragmaCc-‐soluCons.ch 46
hPp://www.swissitbridge.ch/erfolge/kundenzufriedenheit/?lang=en
Team objectives and rewards
flat network of human relationships
Creates long-term value
gives Purpose
Self-organising and -adapting
Positive conception of the human being
Agile Management Model
05.09.2014 fredi@pragmaCc-‐soluCons.ch 47
Conclusions • Change requires replacement of C&C Mgt. Model • With purpose we go the extra mile • Agile Management is a compeCCve advantage, which is difficult to copy
• DelegaCon Board: Delegate without loosing control • Success of Handelsbanken, Whole Foods, salesforce and many more speak for themselves.
05.09.2014 fredi@pragmaCc-‐soluCons.ch 48