february 11, 2014

© 2014 IBM Corporation

“Leaders Guide to Radical Management” for DevOps with Steve Denning

Shift #2: From controlling individuals to enabling self-organizing groups

February 11, 2014


The DevOps Community: Two Parts

• Connections Community; Highly Collaborative• Content is “work in progress”• Work groups – issues – tangible outcomes• Discussion groups, book clubs

• developerWorks site• High-quality content• Articles, tutorials, white papers• Links to community, social

DevOps Community

DevOps Site

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JOIN HERE


Hot News for the week of February 10, 2014

Continuous Delivery at FamilySearch with Gregg Gibson March 6 11-12 ET

– Registration Form– Gregg’s focus at FamilySearch is development of Platform as a Service on

Amazon Web Services and driving adoption of PaaS and continuous delivery across the organization.

Innovate 2014 Submissions extended to Feb 14– This is THE event to meet with experts on DevOps, Smarter Product

Development, Social, Mobile, Analytics, Cloud and Internet of Things. There are both DevOps and Agile streams at this event, so please submit an abstract and share your experiences!

– Agile and DevOps Topics, submit proposal

DevOps Community Hot News

View the Community Backlog for more activities

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Shift #2: From controlling individuals to enabling self-organizing groupsFebruary 11, 2014

Self-organizing teams, networks and ecosystems

Managing beyond the boundaries of the firm

Fighting the addiction to hierarchy

The importance of diversity

Managers are leaders and leaders are managers

Background reading – LGRM: Chapter 5. Principle #2. Self-Organizing Teams– How the Elastic Enterprise Defeats the Sclerosis of Scale– Agility is Not Enough: Beyond the Manifesto– Why is Diversity Vital for Innovation– Why Hierarchies Must Sign Their Own Death Warrant to Survive

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Steve Denning and The Leaders Guide to Radical Management

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Recognized as HBR Top 200 Business Thought Leader

Best-selling author

Forbes contributor


Chapter 5Principle #2: Self-Organizing Teams

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Characteristics of High-Performing Teams

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Possibility of Self-Organizing

Responsibility: Team has the ball

Working together

Focused on completing the task Dealing with

complex problem

Goal is inspiring


Why don’t managers do it all the time?

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“I don’t know what self-organizing teams

are”

“They aren’t good for routine work because they are not efficient.”

“They aren’t good for high risk work

or highly regulated work like finance or

health.”

“They don’t work for big projects. It doesn’t scale.”

“We all know command and control

is the only way”

“Self-organizing teams are out of control.”

“As a manager, I sleep better knowing there

are controls in place.”

“I just like being in charge and giving

orders.”

“It only works in software. Those people

are different.”


Practice #1

Articulate a Compelling Purpose in Terms of

Delighting Clients

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Shift #2 From controlling individuals to enabling self-organizing groups


Practice #2

Consistently Communicate a Passionate Belief in the

Worth of the Purpose

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Principle #3

Transfer Power to the Team for Accomplishing the Team Purpose

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Practice #4

Make the Transfer of Power Conditional on the Team’s Accepting Responsibility to Delivery

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Practice #5

Recognize the Contributions of the People Doing the Work

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Practice #6

Make Sure that Remuneration is

Perceived as Fair

“A set of arrangements needs to be in place where monetary rewards support self-organizing teams and do not undermine them”

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Practice #7

Consistently Use Tools and Techniques that Create and

Sustain Self-Organizing Teams

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Summary

Thanks for participating!

We are sending out a very short survey on this session and really would like to get your input and feedback

Please join the DevOps Community

See you next time!– Shift #3: From bureaucracy to dynamic linking– February 18, 2014 – 12:00-1:00 p.m. EST (GMT-5)– 9-10:00 p.m. EST (GMT-5)

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february 11, 2014

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