what the hell is up to-date leadership
Post on 15-Feb-2017
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Models for Localization of „Complexity“
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Stacey Diagram (Ralph Stacey)
Cynefin-Framework Dave Snowden
Reference: http://de.slideshare.net/jurgenappelo/complexity-thinking Jurgen Appelo: Management 3.0, 2011
DISORDER
Methods for Simple and Complicated
Organization & executives
„zuverlässige Maschine“
Trennung von Denken und Handeln
Hierarchie, „Silos“
Effizienz
Primat: Input-Output-Relation
Challenge: Increase efficiency, cost cutting
Executive Style: command and control
Risk: tendency to Theory X
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sense – categorise – respond
Best Practice
checklists
instructions
standard processes
sense – analyse – respond
Good Practice
problem analyzis
guidelines, policies
traditional project management
Photo
: U
we J
ansche
/
pix
elio
.de
Methods for Complex and Chaotic
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act – sense – respond
Novel Practice
innovation, disruption
Business Model Generation
Design Thinking, Dynamic Facilitation
probe – sense – respond
Emergent Practice
self-organization
adaptive-incremental approach
learning loop
Organization & executives
„Lebendiger ganismus“
Entwicklung durch Trial and Error
Selbstorganisation
Kreativität
Primat: Gemeinsam lebendig sein
Challenge: endure uncertainty,
result open processes
Executive Style: leadership
Chance: tendency to Theory Y
Photo
: TiM
Caspary
/ pix
elio
.de
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Manifesto for Agile Software Development, 2001 – 4 Values –
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Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Manifesto for Agile Software Development, 2001
It involves mainly
People & Communication
Early Product Delivery
Customer Focus
Value Creation
Manage Complexity Agile Process Framework Scrum
Simple – fits on a coaster
A few roles, events, artefacts
Self-organized team
Communication face-to-face
Iterative-incremental approach
Transparency, inspect and adapt !!
Continuous improvement for product and process
Focus on: value creation for customer avoid waste
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Disciplined and planned way !!
Focus: „Product“ • Value for the customer • Release • Indirectlyt: team efficiency
Focus: „Methods“ • Product increment • Self-organization • Cross-functional
Focus: „Process“ • Coach, facilitator • Team development • „allows to grow“
Scrum and Management – Sharing of Authority
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Product Owner
Scrum Master
Team
Focus: Strategy & Employee • Strategy, purpose •Orientation & conditions • Employee development
Executive
3 management roles
in the Scrum team
Requirements for Effective Leadership
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Defines sense and purpose Gives orientation, declares conditions
Develops employees Develops teams
Is strenghts and solution-oriented Creates space
Has respect for people Communicates openly
Has change competence Reflects itself
Conveys confidence …
Leadership
Effective Leadership … … brings Vitality
„…we do things a little bit differently…“
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https://www.youtube.com/watch?v=DYA_ivyj3kE
Participants Workshop Management Culture in Transition
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What values and behaviors
managers need in an agile context?
Workshop Results
Management Culture in Transition
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Behavior
Values &
principles R
efe
rence: O
skar M
ager
Scrum Values
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Focus Courage
Openness
Commitment Respect
Empowerment &
Self-Organization
Time-boxing
Transparency
Inspect & adapt
Deliver every sprint
& Agile Principles
Up-to-date leadership is value-driven
Agile and lean help to cope with complexity. Up-to-date leadership knows how to distinguish the challenges
and seize the right “tool”.
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Photo: TiM Caspary / pixelio.de Photo: Uwe Jansche / pixelio.de
Values connect
Scrum Kanban BPM
Attitude over method!
Effective Leadership
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This is the best leader whose people say, if he has made the goal:
"We ourselves have brought success."
(Laotse, chinese philosopher, 4th to 3rd century BC)
Leadership Concepts & Metaphors
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Leader as Developer for People (Jurgen Appelo, Management 3.0)
Leader as Servant (Robert Greenleaf)
Leader as Host (Mark McKergow)
Positive Leadership (Ruth Seliger)
Appreciative Leadership (Diana Witney et al.)
Authority Poker & Delegation Board
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Empower your team
Reference: Management 3.0, http://www.management30.com/
Deny holidays
Keep printers operational
Organize game night
Take new team member
Decide features for development
Change team member
…
Competences to act
Moving Motivators
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Reflection and team development
Reference: Management 3.0, http://www.management30.com/
Culture Change: Confidence and Failure Culture
Failure Recovery is more important than Failure Avoidance
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Failure Recovery Failure Avoidance
Reference: Henrik Kniberg: culture over process
Challenges for HR / Instruments for Personnel management
Areas of conflict in the agile context:
Paths for career & development
Salaries and compensation
Performance evaluation
Objective agreements
Key role of HR in an agile transformation!
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Many Areas of Application for Scrum and Kanban
Product development Sales Service deliverables units HR Strategy process of
top executives …
eduScrum for learning
process at school (NL)
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• Freiräume Camp 2016
• http://blog.xebia.com/edu-scrum-at-xp-days-
benelux-beware-of-the-next-generation/
Reference: Claudia Struijlaart, Mark Reijn
Values – Accordance and Coherence
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Reference: https://vimeo.com/141154332
Helmut Lind, Vorstandsvorsitzender Sparda Bank, about values and corporate philosophy
See movies „AUGENHÖHE“ and „AUGENHÖHEwege“.
Values are the Basis for „Cultural Objects“: What we need to be successful.
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Refe
rence:
Andre
a M
aria
Bokle
r, a
ngele
hnt
an F
. M
alik
How do we make decisions?
How do we behave in meetings?
How to solve problems?
How do we encourage people?
As we be judged? (HR instruments)
Workshop „Workschub“
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Reference: https://www.youtube.com/watch?v=jxexqXg7K5Y (till 1:46)
Let‘s get started!
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strong HR
agile teams and executives
up-to-date leadership
vibrant organizations
livable and prosperous future of our companies!!
Do you have any questions? Contact me!
Birgit Mallow Organisationsentwicklung und Prozessberatung
Munich and Dresden
+49 171 / 276 42 61
bma@mallow-consulting.de
www.mallow-consulting.de
LinkedIn: https://www.linkedin.com/in/birgit-mallow-b3812b49
XING: http://www.xing.com/profile/Birgit_Mallow
Twitter: @BirgitMallow
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Birgit Mallow
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Computer scientist in the field of psychology
Management Consulting since about 20 years
Organizational Developer with focus on
Agile practices / agile organization (Agile Coach, SAFe Consultant, certified Scrum Master,…)
Transformation processes & value-oriented culture change CTT Consultant (Barrett Values Centre)
Business Process Management, agile BPM Project expertise (selection)
Insurance – IT-Service Management, Business Process Management Manufacturing industry – Group-wide: professionalisation of IT, CIO-organization Manufacturing industry – Business Process Management Insurance – Change Facilitation International Bank – Agile development of bank products, interim Scrum Master, agile coaching of the managers IT-service company – Conceptual preparation of agile scaling Credit agency – Agile scaling Consulting team – Agile consultation process Sales department – Agile Working Manufacturing industry – Interim Scrum Master and Agile Coach, preparation of agile scaling Energy industry – Agile Coaching of the Product Owners and Managers
Trainer and theme developer in the team of „Consulting Werkstatt“
Consultant and Coach in Employee Assistance Program / BGM (Company Aid)
Study “Management Culture in Transition” 400 telephone interviews (2014)
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Quelle: INQA_MONITOR_GUTE_FUEHRUNG_web_ds.pdf
Most of the executives surveyed hold the previous models of organization and management in view of the complexity and dynamics of the future world of work are no longer appropriate.
Maturity Model Workforce Transformation
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Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf
Leadership Alignment
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No leadership
commitment
Selective
leadership
support
Top executives: rediness
for top projects
Leadership comitment
for special projects
Full top executive
readiness
Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf
No top executive
readiness
Leadership involved in
special projects
Leadership commitment/
role model
HR Readiness
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Little or no
HR expertise
Partial consulting
by HR in WFT
HR expertise for
restructuring
HR as business partner in
selected departments
HR expertise for
WFT available
Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf
John Kotter: Accelerate! The Evolution of the 21st Century
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Quelle: http://www.youtube.com/watch?v=H1XeZEFk_0E&feature=youtu.be
How to Develop a Positive Failure Culture
Read the two-part journal article from authors Birgit Mallow and Dr. Gerd Kopetsch.
https://www.projektmagazin.de/artikel/was-zeichnet-eine-positive-fehlerkultur-aus-teil-1_1104249
https://www.projektmagazin.de/artikel/was-zeichnet-eine-positive-fehlerkultur-aus-teil-2_1104270
To obtain the article, please just contact me.
(Sorry, only available in German.)
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How does that fit this - Agility and Management of Employees?
Interview Prof. Peter Wald, HTWK Leipzig, has performed in front of the HR Innovation Day 2015 with Birgit Mallow: Http://leipzig-hrm-blog.blogspot.de/2015/05/passt-dies-zusammen-agilitat-und.html
(Sorry, only available in German.)
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