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The Nine Dot Problem Task: Connect all 9 dots using exactly 4 straight lines, without retracing or removing your pen from the paper.
The Nine Dot Problem Task: Connect all 9 dots using exactly 4 ER SW retracing orx straight lines, AN without bo - t pen removing your he from the si t de paper. nk ou Thi
Col- laborative TeamsMoney Infrastructure AMIDecisions Customer and Innovation Mastery
Open Salary Structure Particular case of Open Books, where employees know each others’ salaries Open Books and are able to referenceBusiness ﬁgures are accessible them in a company wide Proﬁt Sharingby employees, and employees context. Employees are substantially are trained to understand these business ﬁgures. beneﬁtting from the companies proﬁt. Peer Salary Determination Salary Self-determination An employee’s salary is An employee’s salary is determined by peers chosen by determined by themselves. the employee. Money
Organisational Retrospectives and Retreats All employees of an organisation frequently gather to reﬂect their past, plan their future, and connect to their present. CollaborativeOpen Space Technology Meeting form to exchange Infrastructure ideas and connect peoplewithout having a formal agenda. Slow Communication Way of communicating asynchronously to have more uninterrupted ﬂow moments.
Organisational Partitioning The organisation consists of teams, Team Empowerment and every employee is part of one Teams are autonomous, self- team.organised and cross-functional. No Job Title or Happiness Index Description A niko-niko calendar is used to Employees don’t measure happiness within a team have job titles and and company wide. job descriptions. Reverse Accountability Hiring through Team Managers are accountable to Fresh engagements are hired employees. and dehired by the team. Teams
Konsent Concrete ExperimentsForm of decision making within Changes to the organisation are made teams or whole organisation with concrete experiments including awhere a decision is made when speciﬁc time to run and a hypothesis nobody has a reasoned veto. the outcome can be compared to. Simple Rules True North A minimal set of rules instead of A range of unreachable goals a huge amount of documented helps the company to channel instructions to make regulations energy by having a direction. within an organisation. Delegation Clariﬁcation of the level of delegation is essential for collaboration. Decisions
Mastery Peer FeedbackEmployees have peer groups which give regular feedback on the employee’s performance and helphim or her on their further journey. 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. Chess Kings and knight http://www.ﬂickr.com/photos/karpidis/4762773414 by Andreas Kontokanis http://www.ﬂickr.com/people/karpidis/
Slack Net Promoter System Work time in which an Having a tight feedback loop Work on Sightemployee is free to work with the customers about Every employee on whatever he wants. products and services. has contact with the customer. Innovation Days Time span in which the whole organisation concentrates on creating concrete innovations.Customer and Innovation
Organisational Sociocracy Retrospectives/ Open Retreats No Books Job Title/ Description Reverse Accountability OpenProﬁt- Salary Col-Sharing Structure laborative Teams Money Open Infrastructure Slow Space Communication Hiring Happiness- Technology Index through Peerbased Salary Salary Self- Team Determination Determination Team Empowerment AMI Slack Konsent ConcreteDelegation Experiments Decisions Peer Work Customer Feedback Innovation on Sight and Innovation Days Simple True Rules North Mastery Net Mentoring 360° Promoter & Coaching Evaluation System
Semco• Delegation• Simple Rules• Team Empowerment and Organisational Partitioning• Hiring through team• Reverse Accountability• Open Books• Proﬁt Sharing• Salary Self-Determination
• Hiring through team• Slack• No Job Classiﬁcation• Peer Feedback• Peer Salary Determination Valve
Atlassian • Reverse Accountability • Happiness Index • Innovation Days • Peer Feedback
What happens when you inspire others!Sasquatch music festival 2009 - Guy starts dance party http://youtu.be/GA8z7f7a2Pk
Sasquatch music festival 2009 - Guy starts dance party http://youtu.be/GA8z7f7a2Pk
You can’t copy culture! Source: www.shipmentoffail.com
Inspire! found on http://conﬁdent-beautiful-motivated.tumblr.com/page/10
Sources for Management InspirationsAMI 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/32440182In-depth description of an AMI Community • Article: Slack to the Rescue • StoosNetwork http://agiletrail.com/series/innovation-and-motivation-slack-to-the-rescue http://www.stoosnetwork.orgAMI Background• Book: The Human Side of Enterprise by Douglas McGregor (about Theory Y)• 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-principleAMI Companies• Book: Maverick by Ricardo Semler (about Semco)• Handbook: Valves 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
‣ @berndschiffer ‣ @bold_mover ‣ email@example.com ‣ http://slideshare.net/berndschiffer ‣ http://berndschiffer.com ‣ http://agiletrail.com yo u! h ank Bernd Schiffer T INSPIRE MANAGEMENT10/04/2013 Scrum Australia
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