stoos gathering
Post on 14-Sep-2014
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#stoos Version 3
#Stoos Gathering
Global Transformation of Management
Ideas & Suggestions
Follow us on Twitter: #stoos
#stoos Version 3
Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
#stoos Version 3
Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.
- Margaret Mead
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I have worked on this thorny question for the best part of fifteen years now. The issues I note include:
• People do not see the problem (nor its magnitude)
• When people do see the problem they do not feel ownership of it.
• When (if) they take ownership of the problem, they do not commit to action on it.
(By people, I mean not just managers, but more relevantly, employees - and wider society as a whole, too).
- Bob Marshall (@flowchainsensei)
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I think we have to create a grass-roots movement (like Agile in the first place) that spreads this research. Targeted groups can be used to accelerate the propagation of ideas (e.g. IT and Management consulting companies). But to make this more accessible we need a heading to hang all of this on. <…> We should also separately target CEOs and CIOs/CTOs as they also have the power to introduce radical change.
- Hass Chapman (@hasschapman)
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In the same way that I don't think many folks expect bankers to solve the problems with the world's banking system, I don't think we should expect management to solve the problems with the world's management system.
"We can't solve problems by using the same kind of thinking we used when we created them.“ ~ Einstein
"It is difficult to get a man to understand something when his job depends on not understanding it.“ ~ Upton Sinclair
- Bob Marshall (@flowchainsensei)
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One of the issues imo is the reluctance of capable people to join management. Partly out of fear this would be boring, mostly administrative stuff, needing MBA qualities and attitude to master. Same effect as with politics. The established system attracts people with the established mindset, effectively adding to inertia. <…>
So, crowd-sourcing seems a good way to start, by convincing people to take action instead of waiting for the establishment to change. "This is all wrong, and you know it, and therefore we need you to join (management) forces".
- Dirk Hammingway (@hammingway)
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The solution which I see is teaching - teaching everyone not just managers, start teaching at the universities - line developers and students probably one day become managers.
Also teaching about change - convince them that they can change the world starting from themselves.
- Przez Streser
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Good initiative! Inspire and include: pulling feedback/learning forward is obligatory, you always learn more from doing than from thinking, unagreed postponement of delivering value is a crime, difficult and complex questions/challenges need to be answered/solved by a group of people, while difficult and complex decisions need to be made by one knowledgeable individual. Good luck in Stoos; wishing you all the energy and inspiration you need. One thing. Please don't come back from your mountain with a manifesto ;-)
- Rini van Solingen (@solingen)
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What would be beneficial is the creation of something that can influence how our elected officials want management to work. Then they can provide both explicit and implicit guidance in legislation. <…>
Another may be focusing on designing organizational structures to better engage customers and employees collaboratively. We're stuck in one here - hierarchical mode, because we equate growth, influence, and benefits to where you are in the pyramid and not where it is needed.
- Paul Boos (@paul_boos)
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Let's not aim for a grand global Management Transformation Treaty; we don't need to negotiate objectives for decades before we sign-up.
Instead, let's start the organisational transformation fires in each of our own little corners of the organisation, reap the benefits now and find out how to share successes so it can be copied by others.
- Anthony Vigneron (@anthonyvigneron)
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I personally tend to think that new management ways cannot be introduced in classically managed organisation, they've gone too far in implementing perf appraisal, bonuses, hierarchy competition, ... it's in their DNA.
The only successful path looks to me like creating our own companies and competing with existing businesses. I know it sounds bit like an anti-pattern of rebuilding an old app from scratch rather than refactoring it but your point is about accelerating the movement.
- Gilles Mantel (@Gmantel)
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Why complain about managers who do not follow the theory of some guru, be it Deming, Drucker or somebody else, if they never heard about these names and their work?
I’m afraid the solution is in education. If “sufficient qualification” for manager will be he was once programmer and he stayed with company longer than anyone from its peers, all effort ends up in vain.
- Michal Vallo
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One of the reasons, I think, why management isn't changing fast enough is because -in general- middle managers are generalizing followers rather than creative problem solvers. Current managers intrinsically focus on what they are expected to do, rather than figuring out what the best things are that they should be doing (with their team). <…>
Top management is more fertile soil for change. Because they deal with much more pressure from outside the organization. Top managers need to excel, gain new grounds and earn trust from stakeholders. They have much more to lose - their reputation.
- Anko Tijman (@agiletesternl)
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Maybe we need to consider that management is not changing quickly because it realizes that change means elimination of its species as it knows itself?
- Derek Neighbors
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I’m a huge fan of the simplest thing that works – especially for purposes of ‘viralizing’ world-wide. It would be great if, at the summit, you could agree on a handful of simply stated principles: “here’s how we believe organizations need to operate differently” If you make each one no more than a sentence each and then come up with a few practical ideas/examples about how an organization could apply them, I think you’ll have something that could really get traction.
- Erika Anderson
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• How do you reach beyond those that have for years been reading the latest management and leadership thinking, and reach those that have not? It seems obvious that simply reaching the same people again will not get sufficient numbers to hit the “tipping point” that will cause a revolution in management behaviour.
• It appears that many senior managers and executives see new management thinking and approaches as a diminishing of their direct “command and control” style power. How can they be reached and what message needs to be communicated to get them to see how new approaches actually INCREASE their power, though not in a “command and control” paradigm? This has to answer their “what’s in it for me” question.
- Ellis Barefoot
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Since the advent of farming 10,000 years ago mankind’s work has been physical and the organizational and leadership framework optimized for controlling physical work is hierarchical. There are leaders and there are followers.
Now, work is cognitive but we have 10,000 years of leader-follower in our cultural heritage [Think Achilles, Beowulf, Master and Commander]. What’s needed is fundamentally treating people differently, as leaders. The images of what “leadership” means, however, holds us back.
- David Marquet
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I think what we are discussing is in many senses a professionalization of Management. There is a lot of knowledge about what works and what doesn’t but many managers have no particular training (or worse no particular interest) in the fields of psychology, communication, conflict resolution, leadership, change management, etc. When you stop to think about it this is a crazy situation!
- Hass Chapman (@hasschapman)
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In Drive, Daniel Pink points out that most people are motivated by autonomy, mastery, and purpose. But when it comes to CEOs, for some reason we think we need to bribe them to do what’s best for the company.
Want to change management? Change how boards select and assess CEOs. Choose the ones who want to accomplish something important instead of the ones who concentrate on the balance sheet.
So long as boards of directors have a primarily financial focus, nothing will change.
- issurvivor
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Ultimately I believe our fundamental view of what constitutes business success and the structures required needs to shift from profit above all else to something akin to “deliver some value, we’ll all reap benefits”. Getting such a message out is challenging given that there are many who’ve learnt to exploit the current system for personal advantage and thus have a strong desire to keep things as they are.
- Dan
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A problematic finding is that managers especially executives are incented to do the wrong thing. Many managers find themselves in a situation where they have to make a choice between doing the ‘right’ thing and suffering a personal setback and doing the ‘I can explain why this is the right thing’ and benefiting from the decision.
- Charles
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I strongly feel that change has to come from within each of us before real change can manifest itself. If the core beliefs and values of managers doesn’t change, then nothing will ultimately change.
<…> The work of change always begins from within. There is an internal operating system within each of us and at it’s core are beliefs and values, from which behavior comes from.
- Hank
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I think that what we should focus on are the progressive CEO’s and the media. I know a few aggressive ones that are not afraid of speaking up, and the story can easily be brought to roll in the media, if we have celebrity value.
- unknown
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As to the expected outcome of the Stoos Gathering, I would be happy to learn more about:
• getting in touch with managers and helping them to start their own learning journeys (e.g. by clarifying what´s in it for them in the short-term as well as a long-term perspective);
• starting with the change from where they are right now, appreciating that there are many things to build on and continue;
• practical ways of building trust and fostering relationship, while addressing critical aspects of current management practices;.
• the essential combination of self-confidence and humility on the side of the potential helper (coach/consultant/you name it).
- Siegfried Kaltenecker
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The real issue is connected to ownership, and predominately a lack of it. <…>
Yet with ownership, it is almost invisible. Instead a vast majority of our companies are hostage to stock markets, accounting standards (which enact the same effects as the stock market), earnings calls, reactive press. Ownership is this silent voice. <…>
Whilst I am not expecting this to reverse, ownership is where the battle needs to be fought. Instead we have switched to an agency run society, where we have handed incredible control to financial intermediaries.
- Paul Dolman-Darrall (@pdarrall)
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What we don't need is for business leaders to come back from their mountaintop experience as they typically do, spouting a new generation of buzz words, that will again become a windfall for some consultant, and bring no change.
The discussion on "Mobilizing the Shareholders" is promising. But, since all generalizations are wrong including this one, get specific about a few egregious companies, their particular over-compensation actions, and cause change company by company.
- Jack Greene
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I realized that the people educated in management disciplines really believe they are above the work, that they are fundamentally doing something more lofty and intellectual than "work". It is deeply Tayloristic point of view. The elite creates the rules and frameworks for the common man, who is to dumb or lazy to figure anything out for himself. Then the door is open to the patronizing negligence, we often meet.
- Kurt Nielsen
#stoos Version 3
Move the thoughts and ideas of the Group from theory to practice such that corporate senior executives from 10 non-IT companies listed in any top stock-market index are implementing the ideas at board level by 31st Dec 2013.
To do this, the Group needs to identify five strategies. For each strategy:
• Assign one person responsible for continuous communication.
• Form a working-group responsible for executing the strategy.
• Confirm within the working-group the understanding of strategy’s implementation and sustainability tactics.
• Agree next check-point.
- Matthew Caine
#stoos Version 3
It seems to me that at the heart of current traditional management thought is a strongly embedded educational curriculum at the undergraduate and graduate levels that will continue to emphasize the traditional philosophies for a long time. MBA programs are especially aggregious about this and their cohort executive programs often promote group think about it.
When I am asked why more universities and colleges do not explore and promote modern, knowledge worker-based mangement philosophies and tenets, I simpy reply "Why should they? They are dependent upon sustaining the status quo.“
- Tom Mellor
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It would be a great idea to unite the “management gurus” and have them speak under one banner. There is strength in numbers, as the recent revolutions in the Middle East and North Africa clearly demonstrate.
- Ellis Barefoot
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Given that I am in the public sector, what would be beneficial is the creation of something that can influence how our elected officials want management to work. Then they can provide both explicit and implicit guidance in legislation.
- Paul Boos (@paul_boos)
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I believe that we need to uncover and define what are the principles and values underlying the current management-paradigms. Just like Agile was about changing the context, I believe that any lasting change to the management community has to take that to heart: how do we change the management paradigms and context to better suit the organizations we have to manage now?
I think that creating a collection of principles and values that help define a new paradigm would be a useful and "generative" contribution to the evolution of management in the future. In my opinion that's what we need: a contribution to the view of management that "generates" more views, different views from the current established/accepted paradigm.
- Vasco Duarte (@duarte_vasco)
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Managers need positive role models, role models who have taken a different, new way, and were successful with that approach.
- Andreas Schliep (@andreasschliep)
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It is convenient for us all to externalize the obstacles that are holding back change. I have found it easiest to both obtain and to give support when the party requesting support has already done everything in their own control first. Otherwise, it just seems like whining.
I think it might be useful to examine the situations where management has changed quickly and decisively and what conditions were present when this happened. There are plenty of fast changes occurring, if we choose to observe them. When people tell me that ALL new technologies meet resistance to change, I tell them how quickly I exchanged my beloved slide rule for a calculator, and why.
- Donald Reinertsen (@dreinertsen)
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I believe that organizing an agile development effort as a start-up and growing a new agile organization around it offers the best chance of establishing the new way of working.
- Roman Pichler (@romanpichler)
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If you want to change the "management system" give it a new or other, simple, representative and binding name. That way you bring in a safe discussion context. <…>
By giving the envisioned change a new or "safe" other context, people will be easier attracted to help change to that new context. Because is it new, it is safe to transform to. But if you say to a manager that you want to change the current management system or style or whatever, you will definitely get a lot or resistance. It feels like a direct attack.
- Louis Dietvorst (@louis_d)
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Success stories, success stories and success stories... did I say we need success stories? We need them from organizations who beat their competitors, hugely increased their revenue and boosted their employee satisfaction!
- Anko Tijman (@agiletesternl)
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• Define the problem in units of measure of success outcomes. Meaning I want to achieve this outcome. I need possess this capability and need to make these changes to do so. This is called Capabilities Based Planning
• Look for working examples of success in firms around the world that have accomplished what you are looking to do. There are plenty of them. A literature search is the first step in any development process. Why do all the work if someone else has do it for you.
• Put those successes in some type of taxonomy that makes sense for your domain.
• Look for principles and practices in that taxonomy that can be put work in your domain.
• Look for research of others that has shown the problem and the solutions, and the reasons for less than expected results.
- Glen Alleman (@galleman)
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How difficult it is for Managers to Change their own behavior, and what phases they need to go through:
1. Manager has to become aware that the current MBA way of thinking is lacking. (and release themselves from short term-self interest)
2. They need perseverance and fight against the current flow (there are several examples of successful leaders which are not wanted initially)
3. They need to get a chance to show it (the difference between success and failure is very small, sometimes a matter of time given)
4. The confidence of the people in the manager increases because he shows results and he is “real”
5. That trust is crucial for second order organizational changes
6. A successful organizational change provides a fundament to the other managers in the organization to change something and soon we hit the tipping point: Off we go.
Patrick van Burgel (@vanburgel)
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From my point of view, a lot of managers still get away with being waste. How crude is that when referring to people? Maybe that's a reason why management does not change fast enough: are we afraid to properly address incompetency? Or are we merely incompetent?
A manager's job is to facilitate value creation. He or she should provide means to make that happen and help demolish impediments that stand in the way. That's the core and there's a lot more to it, which should be taught to managers who consider contribution more important than their own personal gain.
- Patrick Verheij (@patrickverheij)
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#Stoos Gathering
Global Transformation of Management
Models, Values & Principles
Follow us on Twitter: #stoos
#stoos Version 3
• The goal of work is to delight clients.
• Work is conducted in self-organizing teams.
• Teams operate in client-driven iterations.
• Each iteration delivers value to clients.
• Managers foster radical transparency.
• Managers nurture continuous self-improvement.
• Managers communicating interactively through stories, questions and conversations.
Radical Management (Steve Denning)
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Leadership and Organization
1. Values
2. Governance
3. Transparency
4. Teams
5. Trust
6. Accountability
Management-Processes
7. Goals
8. Rewards
9. Planning
10. Coordination
11. Resources
12. Controls
Beyond Budgeting (Franz Röösli, Jeremy Hope, Peter Buncen)
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• Energize People
• Empower Teams
• Align Constraints
• Develop Competence
• Grow Structure
• Improve Everything
Management 3.0 (Jurgen Appelo)
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• Action (doing and dealing)
• People (leading and linking)
• Information (communication and controlling)
Managing (Henry Mintzberg)
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• Life (variety)
• Markets (flexibility)
• Democracy (activism)
• Faith (meaning)
• Cities (serendipity)
The Future of Management (Gary Hamel)
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• Respect for people
• Continuous improvement
The Toyota Way
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• Set objectives
• Organize
• Motivate and communicate
• Measure
• Develop people
Management (Peter F. Drucker)
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1. Create constancy of purpose.
2. Adopt the new philosophy.
3. Cease dependence on inspection.
4. Minimize total cost.
5. Improve constantly.
6. Institute training.
7. Institute leadership.
8. Drive out fear.
9. Break down barriers.
10. Eliminate targets.
11. Eliminate management by objective.
12. Develop pride of workmanship.
13. Institute self-improvement.
14. The transformation is everybody's job.
Out of the Crisis (W. Edwards Deming)
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1. Life sucks
2. My life sucks
3. I’m great
4. We’re great
5. Life is great
Tribal Leadership
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• Commitment
• Focus
• Openness
• Respect
• Courage
Scrum (Ken Schwaber, Jeff Sutherland)
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• Focus on Quality
• Reduce Work-in-Progress
• Deliver often
• Balance Demand against Capacity
• Prioritize
• Reduce Variability
Kanban (David Anderson)
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1. Freedom to act: Connectedness, not Dependency
2. Responsibility: Cells, not Departments
3. Governance: Leadership, not Management
4. Performance climate: Result culture, not Duty fulfillment
5. Success: Fit, not Maximization
6. Transparency: Intelligence flow, not Power accumulation
7. Orientation: Relative Targets, not Top-down prescription
8. Recognition: Sharing, not Incentives
9. Mental presence: Preparedness, not Planning
10. Decision-making: Consequence, not Bureaucracy
11. Resource usage: Purpose-driven, not Status-oriented
12. Coordination: Market dynamics, not Commands
BetaCodex (Niels Pflaeging)
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• Managing Objectives
• Enabling Individual Motivation
• Coordinating Activities
• Making Decisions
Reinventing Management (Julian Birkinshaw)
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1. Understand what's most important to customers
2. Build shared understanding by bringing everyone together in open conversations
3. Aggregate and leverage collective knowledge
4. Focus on the critical few performance drivers
5. Hold people accountable to their peers.
Wiki-Management (Rod Collins)
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1. Too much cost, not enough value
2. Too much speculation, not enough investment
3. Too much complexity, not enough simplicity
4. Too much counting, not enough trust
5. Too much business conduct, not enough prof. conduct
6. Too much salesmanship, not enough stewardship
7. Too much management, not enough leadership
8. Too much focus on things, not enough focus on commitment
9. Too many 21st century values, not enough 18th century values
10. Too much "success", not enough character
John Bogle
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• increase return on investment
• deliver reliable results
• expect uncertainty
• unleash creativity and innovation
• boost performance
• improve effectiveness and reliability
Declaration of Interdependence
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• Focusing on results
• Contribution to the whole
• Concentration on a few things
• Utilizing strengths
• Trust
• Positive thinking
Managing, Performing, Living (Fredmund Malik)
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• Personal mastery
• Mental models
• Shared vision
• Team learning
• Systems Thinking
The 5th Discipline (Peter Senge)
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• Manage self;
• Manage those who have authority over us;
• Manage our peers;
• Teach our subordinates to do the same!
Chaordic Leadership (Dee Hock)
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• Focusing relentlessly on providing value to customers
• Treating employees as the company’s most precious asset, and investing in them accordingly
• Continuously innovating, abandoning and improving products, services, policies and procedures
• Actively seeking ways to turn social problems into genuine business opportunities, where it makes strategic sense to do so
• Always acting in the long-term interests of the enterprise
• Above all, never knowingly doing harm to the company itself or to anything or anyone it touches
Comprehensive Profit (Drucker Institute)
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• Chaotic Stage – the state where a team does not posses the skills, motives or ambition to become a mature self managing team.
• Mid-Life stage – where a team posseses some skills for self management and decision making , and can make some of its own decisions without needing a team lead.
• Mature stage – where a team is practically fully self managing and a team leader is mostly a coach rather than a decision maker.
Elastic Leadership (Roy Osherove)
#stoos Version 3
#Stoos Gathering
Global Transformation of Management
Thanks everyone!
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