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Management is about
human beings. Its task is to
make people capable of joint
performance […].This is what
organization is all about, and it is
the reason that management is
the critical, determining factor.
Management: Revised Edition, 2008
Peter F. Drucker
Management is too
important to be left to the
A team is a complex adaptive system (CAS),
because it consists of parts (people) that form a
system (team), which shows complex behavior
while it keeps adapting to a changing environment.
Anticipate, adapt, explore
Apart from looking forward (proactive), and
looking backward (reactive), don’t forget to try
things out (safe-to-fail experiments).
Evolutionary systems by their nature
Mike Rother, Toyota Kata, 2009
http://www.flickr.com/photos/alexsbayley/7232946962/ 2011 Alex S. Bayley,Creative Commons 3.0
Experiment with tools,
techniques, and architectures.
Shorten the feedback cycle
Systems with slower feedback cycles have
higher extinction rates.
The only way to win is to learn
faster than anyone else.
Eric Ries, The Lean Startup, 2011
http://www.flickr.com/photos/lxsocon/707845930/ 2007 AlexisO’Connor, Creative Commons 3.0
From 4-week sprints to
continuous delivery in a few years.
Steal and tweak
Successful systems spend most of their time
copying and adapting ideas from others.
We usually think of innovation
as inventing new things, but we
may be smarter to think of it as
recombining old ones.
TheBuildNetwork, “A Smarter Definition of Innovation”
Feedback door + happiness index =
People are the most important
parts of an organization and
managers must do all they can to
keep people active, creative, and
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
1. Put the motivator cards in order, from unimportant
2. (You may leave out any cards you don’t want to use.)
Exercise: Moving Motivators
3. Consider an important change in your work (for example,
becoming a moreAgile organization)
4. Move cards up when the change is positive for that
motivator; move them down when the change is negative
Exercise: Moving Motivators
Teams can self-organize, and this
authorization, and trust from
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
Self-organization 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. 28
This presentation was inspired by the works of many people, and
I cannot possibly list them all. Though I did my very best to attribute
all authors of texts and images, and to recognize any copyrights, if
you think that anything in this presentation should be changed,
added or removed, please contact me at email@example.com.