Big bank -  agile management - "agilt ledarskap"
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Big bank - agile management - "agilt ledarskap"

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Discussing leadership in an agile organization at a big bank. ...

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" Big bank - agile management - "agilt ledarskap" Presentation Transcript

  • 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  UP!  
  • 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 between the components of a system Requires Empowerment
  • How  to  delegate  to  a  self-­‐organizing  team?   13 Key Decision Areas Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997
  • 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.  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
  • 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   management.   20
  • 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
  • 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
  • Teams  cannot  achieve   their  goals  if  team   members  aren’t  capable   enough,  and  managers   must  therefore   contribute  to  the   development  of   competence.   23
  • Many  teams  operate  within  the  context  of  a  complex   organiza(on,  and  thus  it  is  important  to  consider   structures  that  enhance  communica(on.   24
  • People,  teams,  and   organiza(ons  need  to   improve  con(nuously  to   defer  failure  for  as  long   as  possible.   25
  • Management  3.0   26
  • An agile development manager: ”My purpose is to create and maintain high performing, cross functional teams that self- organize to deliver quality software”
  • 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  
  • 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
  • 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 ”implementing agile gave improved ability to manage changing priorities” 90% ”agile improved our project visibility”84% But…
  • 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 agile manager optimizes the adaptivity to make sure that the right things are done, in a changing environment.
  • johan.nyberg@knowit.se @johannyberg2004 www.knowit.com   Johan Nyberg