Att leda i en Agil organisation
- Leadership in an agile organization
Johan Nyberg, Knowit Management
Managementas we know it until now was
invented
1890-1915
Let’s get back in time
Meet: the
INVENTORS of
Scientific
Management
Frederick Winslow Taylor
(1856 – 1915)
Henry Laurence Gantt
(1861 - 1919)
5
But… things have
changed
7
Globaliza(on	
  goes	
  UP!	
  
Innova(on	
  goes	
  UP!	
  
Democra(za(on	
  goes	
  UP!	
  
Diversifica(on	
  goes	
  U...
8
Uncertainty	
  goes	
  UP!	
   ?	
  
?	
  
?	
  
?	
  
?	
  
?	
  
?	
   ?	
  
?	
  
?	
  
?	
  
?	
  
?	
  
?	
  
?	
  ...
In fact – change has
changed
10
Machines ≠ adaptable
Humans = adaptable
A new management paradigm
11
12
Self-organization
the process where some form of global
order or coordination arises out of the
local interactions betw...
How	
  to	
  delegate	
  to	
  a	
  self-­‐organizing	
  team?	
  
13
Key Decision Areas
Reinertsen, Donald. Managing the ...
Delegation is based on
Trust.
But neither trust nor
delegation is yes or no.
It’s a scale…
1.  Tell:	
  make	
  decision	
  as	
  the	
  manager	
  
2.  Sell:	
  convince	
  people	
  about	
  decision	
  
3.  Con...
flow from left to right 16
controlled by the
manager
Authority boards are
17
Treat delegation as
an
investment
18
Management	
  3.0	
  
19
Teams	
  can	
  self-­‐organize,	
  and	
  this	
  
requires	
  empowerment,	
  
authoriza(on,	
  and	
  trust	
  from	
  ...
People	
  are	
  the	
  most	
  important	
  parts	
  
of	
  an	
  organiza(on	
  and	
  managers	
  
must	
  do	
  all	
 ...
Self-­‐organiza(on	
  can	
  lead	
  to	
  
anything,	
  and	
  it’s	
  therefore	
  
necessary	
  to	
  protect	
  people...
Teams	
  cannot	
  achieve	
  
their	
  goals	
  if	
  team	
  
members	
  aren’t	
  capable	
  
enough,	
  and	
  manager...
Many	
  teams	
  operate	
  within	
  the	
  context	
  of	
  a	
  complex	
  
organiza(on,	
  and	
  thus	
  it	
  is	
  ...
People,	
  teams,	
  and	
  
organiza(ons	
  need	
  to	
  
improve	
  con(nuously	
  to	
  
defer	
  failure	
  for	
  as...
Management	
  3.0	
  
26
An agile development manager:
”My purpose is to create and
maintain high performing, cross
functional teams that self-
org...
28
IMGD and leadership
Trust	
  and	
  structure	
  
Counterdependency	
  
and	
  Fight	
  
Work	
  and	
  
produc(vity	
 ...
Time Management of an Agile Manager
Less	
  %me	
  on:	
   Instead:	
  
giving	
  direc(ves	
  	
   give	
  purpose	
  and...
Spend more time and effort

30
•  With employees
•  Ensuring that the customer view is understood
•  Communicating/creatin...
31
”implementing agile gave
improved ability to manage
changing priorities”
90%
”agile improved our project
visibility”84%...
But how do I become an agile manager?
32
In scientific management, the
mangers role was to manage the
machine to optimized productivity
in a known context.
The agi...
johan.nyberg@knowit.se
@johannyberg2004
www.knowit.com
	
  
Johan Nyberg
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Big bank - agile management - "agilt ledarskap"

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Discussing leadership in an agile organization at a big bank.
In the presentation you find my take on the history of management as of today, and what is required from management to make self-organization happen. A management framework - Management 3.0 (thank you for the slides Jurgen Appelo!) is presented together with a real life agile managers ideas.

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Big bank - agile management - "agilt ledarskap"

  1. 1. Att leda i en Agil organisation - Leadership in an agile organization Johan Nyberg, Knowit Management
  2. 2. Managementas we know it until now was invented 1890-1915
  3. 3. Let’s get back in time Meet: the INVENTORS of Scientific Management
  4. 4. Frederick Winslow Taylor (1856 – 1915) Henry Laurence Gantt (1861 - 1919)
  5. 5. 5
  6. 6. But… things have changed
  7. 7. 7 Globaliza(on  goes  UP!   Innova(on  goes  UP!   Democra(za(on  goes  UP!   Diversifica(on  goes  UP!  
  8. 8. 8 Uncertainty  goes  UP!   ?   ?   ?   ?   ?   ?   ?   ?   ?   ?   ?   ?   ?   ?   ?  ?   ?   ?   ?  ?  ?   ?   ?   ?   ?  
  9. 9. In fact – change has changed
  10. 10. 10 Machines ≠ adaptable Humans = adaptable
  11. 11. A new management paradigm 11
  12. 12. 12 Self-organization the process where some form of global order or coordination arises out of the local interactions between the components of a system Requires Empowerment
  13. 13. How  to  delegate  to  a  self-­‐organizing  team?   13 Key Decision Areas Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997
  14. 14. Delegation is based on Trust. But neither trust nor delegation is yes or no. It’s a scale…
  15. 15. 1.  Tell:  make  decision  as  the  manager   2.  Sell:  convince  people  about  decision   3.  Consult:  get  input  from  team  before  decision   4.  Agree:  make  decision  together  with  team   5.  Advise:  influence  decision  made  by  the  team   6.  Inquire:  ask  feedback  after  decision  by  team   7.  Delegate:  no  influence,  let  team  work  it  out   The Seven Levels of Authority 15
  16. 16. flow from left to right 16
  17. 17. controlled by the manager Authority boards are 17
  18. 18. Treat delegation as an investment 18
  19. 19. Management  3.0   19
  20. 20. Teams  can  self-­‐organize,  and  this   requires  empowerment,   authoriza(on,  and  trust  from   management.   20
  21. 21. People  are  the  most  important  parts   of  an  organiza(on  and  managers   must  do  all  they  can  to  keep  people   ac(ve,  crea(ve,  and  mo(vated.   21
  22. 22. Self-­‐organiza(on  can  lead  to   anything,  and  it’s  therefore   necessary  to  protect  people   and  shared  resources…   …and  to  give  people  a  clear   purpose  and  defined  goals.   22
  23. 23. Teams  cannot  achieve   their  goals  if  team   members  aren’t  capable   enough,  and  managers   must  therefore   contribute  to  the   development  of   competence.   23
  24. 24. Many  teams  operate  within  the  context  of  a  complex   organiza(on,  and  thus  it  is  important  to  consider   structures  that  enhance  communica(on.   24
  25. 25. People,  teams,  and   organiza(ons  need  to   improve  con(nuously  to   defer  failure  for  as  long   as  possible.   25
  26. 26. Management  3.0   26
  27. 27. An agile development manager: ”My purpose is to create and maintain high performing, cross functional teams that self- organize to deliver quality software”
  28. 28. 28 IMGD and leadership Trust  and  structure   Counterdependency   and  Fight   Work  and   produc(vity   Dependency  and   Inclusion   1 23 4 Direc(ng.  Give  the  basic   structures   Coaching:  Develop   rela(onships    and   competencies..   Suppor(ve:  Direct  the   energy  on  purpose  and   goals   Delega(on:  Drive  by   vision  
  29. 29. Time Management of an Agile Manager Less  %me  on:   Instead:   giving  direc(ves     give  purpose  and  goals   resource  management   team  management   repor(ng     be  transparent,  visualize   task  delega(on     delegate  areas   29
  30. 30. Spend more time and effort 30 •  With employees •  Ensuring that the customer view is understood •  Communicating/creating an understanding of visions and goals (aligning) •  Continuous improvements (retrospectives etc) •  Together with other managers and employees developing/enhancing way of working
  31. 31. 31 ”implementing agile gave improved ability to manage changing priorities” 90% ”agile improved our project visibility”84% But…
  32. 32. But how do I become an agile manager? 32
  33. 33. In scientific management, the mangers role was to manage the machine to optimized productivity in a known context. The agile manager optimizes the adaptivity to make sure that the right things are done, in a changing environment.
  34. 34. johan.nyberg@knowit.se @johannyberg2004 www.knowit.com   Johan Nyberg
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