Stoos Gathering

#Stoos GatheringGlobal Transformation of ManagementIdeas &SuggestionsFollow us on Twitter: #stoos #stoos Version 3

Never doubt that a smallgroup of thoughtful,committed citizens canchange the world. Indeed, it isthe only thing that ever has.- Margaret Mead #stoos Version 3

I have worked on this thorny question for the best partof 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 morerelevantly, employees - and wider society as a whole,too).- Bob Marshall (@flowchainsensei) #stoos Version 3

I think we have to create a grass-rootsmovement (like Agile in the first place) thatspreads this research. Targeted groups can beused to accelerate the propagation of ideas (e.g.IT and Management consulting companies). Butto make this more accessible we need a headingto hang all of this on. <…> We should alsoseparately target CEOs and CIOs/CTOs as theyalso have the power to introduce radical change.- Hass Chapman (@hasschapman) #stoos Version 3

In the same way that I dont think many folks expectbankers to solve the problems with the worlds bankingsystem, I dont think we should expect management tosolve the problems with the worlds managementsystem."We cant solve problems by using the same kind ofthinking we used when we created them.“~ Einstein"It is difficult to get a man to understand somethingwhen his job depends on not understanding it.“~ Upton Sinclair- Bob Marshall (@flowchainsensei) #stoos Version 3

One of the issues imo is the reluctance of capablepeople to join management. Partly out of fear thiswould be boring, mostly administrative stuff, needingMBA qualities and attitude to master. Same effect aswith politics. The established system attracts peoplewith the established mindset, effectively adding toinertia. <…>So, crowd-sourcing seems a good way to start, byconvincing people to take action instead of waiting forthe establishment to change. "This is all wrong, and youknow it, and therefore we need you to join(management) forces".- Dirk Hammingway (@hammingway) #stoos Version 3

The solution which I see is teaching -teaching everyone not just managers, startteaching at the universities - linedevelopers and students probably one daybecome managers.Also teaching about change - convincethem that they can change the worldstarting from themselves.- Przez Streser #stoos Version 3

Good initiative! Inspire and include: pullingfeedback/learning forward is obligatory, you alwayslearn more from doing than from thinking,unagreed postponement of delivering value is acrime, difficult and complex questions/challengesneed to be answered/solved by a group of people,while difficult and complex decisions need to bemade by one knowledgeable individual. Good luckin Stoos; wishing you all the energy and inspirationyou need. One thing. Please dont come back fromyour mountain with a manifesto ;-)- Rini van Solingen (@solingen) #stoos Version 3

What would be beneficial is the creation ofsomething that can influence how our electedofficials want management to work. Then they canprovide both explicit and implicit guidance inlegislation. <…>Another may be focusing on designingorganizational structures to better engagecustomers and employees collaboratively. Werestuck in one here - hierarchical mode, because weequate growth, influence, and benefits to whereyou are in the pyramid and not where it is needed.- Paul Boos (@paul_boos) #stoos Version 3

Lets not aim for a grand global ManagementTransformation Treaty; we dont need tonegotiate objectives for decades before wesign-up.Instead, lets start the organisationaltransformation fires in each of our own littlecorners of the organisation, reap the benefitsnow and find out how to share successes soit can be copied by others.- Anthony Vigneron (@anthonyvigneron) #stoos Version 3

I personally tend to think that new managementways cannot be introduced in classically managedorganisation, theyve gone too far in implementingperf appraisal, bonuses, hierarchy competition, ...its in their DNA.The only successful path looks to me like creatingour own companies and competing with existingbusinesses. I know it sounds bit like an anti-patternof rebuilding an old app from scratch rather thanrefactoring it but your point is about acceleratingthe movement.- Gilles Mantel (@Gmantel) #stoos Version 3

Why complain about managers who do notfollow the theory of some guru, be it Deming,Drucker or somebody else, if they never heardabout these names and their work?I’m afraid the solution is in education. If“sufficient qualification” for manager will be hewas once programmer and he stayed withcompany longer than anyone from its peers, alleffort ends up in vain.- Michal Vallo #stoos Version 3

One of the reasons, I think, why management isntchanging fast enough is because -in general- middlemanagers are generalizing followers rather thancreative problem solvers. Current managers intrinsicallyfocus on what they are expected to do, rather thanfiguring out what the best things are that they shouldbe doing (with their team). <…>Top management is more fertile soil for change.Because they deal with much more pressure fromoutside 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) #stoos Version 3

Maybe we need to consider thatmanagement is not changing quicklybecause it realizes that changemeans elimination of its species as itknows itself?- Derek Neighbors #stoos Version 3

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, youcould agree on a handful of simply statedprinciples: “here’s how we believe organizationsneed to operate differently” If you make eachone no more than a sentence each and thencome up with a few practical ideas/examplesabout how an organization could apply them, Ithink you’ll have something that could really gettraction.- Erika Anderson #stoos Version 3

• 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 #stoos Version 3

Since the advent of farming 10,000 years agomankind’s work has been physical and theorganizational and leadership framework optimizedfor controlling physical work is hierarchical. Thereare leaders and there are followers.Now, work is cognitive but we have 10,000 years ofleader-follower in our cultural heritage [ThinkAchilles, Beowulf, Master and Commander]. What’sneeded is fundamentally treating people differently,as leaders. The images of what “leadership” means,however, holds us back.- David Marquet #stoos Version 3

I think what we are discussing is in manysenses a professionalization of Management.There is a lot of knowledge about what worksand what doesn’t but many managers haveno particular training (or worse no particularinterest) in the fields of psychology,communication, conflict resolution,leadership, change management, etc. Whenyou stop to think about it this is a crazysituation!- Hass Chapman (@hasschapman) #stoos Version 3

In Drive, Daniel Pink points out that most peopleare motivated by autonomy, mastery, and purpose.But when it comes to CEOs, for some reason wethink we need to bribe them to do what’s best forthe company.Want to change management? Change how boardsselect and assess CEOs. Choose the ones who wantto accomplish something important instead of theones who concentrate on the balance sheet.So long as boards of directors have a primarilyfinancial focus, nothing will change.- issurvivor #stoos Version 3

Ultimately I believe our fundamental view ofwhat constitutes business success and thestructures required needs to shift from profitabove all else to something akin to “deliversome value, we’ll all reap benefits”. Gettingsuch a message out is challenging given thatthere are many who’ve learnt to exploit thecurrent system for personal advantage andthus have a strong desire to keep things asthey are.- Dan #stoos Version 3

A problematic finding is that managersespecially executives are incented to do thewrong thing. Many managers find themselvesin a situation where they have to make achoice between doing the ‘right’ thing andsuffering a personal setback and doing the ‘Ican explain why this is the right thing’ andbenefiting from the decision.- Charles #stoos Version 3

I strongly feel that change has to come fromwithin each of us before real change canmanifest itself. If the core beliefs and valuesof managers doesn’t change, then nothingwill ultimately change.<…> The work of change always begins fromwithin. There is an internal operating systemwithin each of us and at it’s core are beliefsand values, from which behavior comes from.- Hank #stoos Version 3

I think that what we should focus onare the progressive CEO’s and themedia. I know a few aggressive onesthat are not afraid of speaking up,and the story can easily be broughtto roll in the media, if we havecelebrity value.- unknown #stoos Version 3

As to the expected outcome of the Stoos Gathering, I would behappy 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 #stoos Version 3

The real issue is connected to ownership, andpredominately a lack of it. <…>Yet with ownership, it is almost invisible. Instead a vastmajority of our companies are hostage to stockmarkets, accounting standards (which enact the sameeffects as the stock market), earnings calls, reactivepress. Ownership is this silent voice. <…>Whilst I am not expecting this to reverse, ownership iswhere the battle needs to be fought. Instead we haveswitched to an agency run society, where we havehanded incredible control to financial intermediaries.- Paul Dolman-Darrall (@pdarrall) #stoos Version 3

What we dont need is for business leaders to comeback from their mountaintop experience as theytypically do, spouting a new generation of buzzwords, that will again become a windfall for someconsultant, and bring no change.The discussion on "Mobilizing the Shareholders" ispromising. But, since all generalizations are wrongincluding this one, get specific about a fewegregious companies, their particular over-compensation actions, and cause change companyby company.- Jack Greene #stoos Version 3

I realized that the people educated inmanagement disciplines really believe theyare above the work, that they arefundamentally doing something more loftyand intellectual than "work". It is deeplyTayloristic point of view. The elite creates therules and frameworks for the common man,who is to dumb or lazy to figure anything outfor himself. Then the door is open to thepatronizing negligence, we often meet.- Kurt Nielsen #stoos Version 3

Move the thoughts and ideas of the Group from theory to practicesuch that corporate senior executives from 10 non-IT companieslisted in any top stock-market index are implementing the ideas atboard level by 31st Dec 2013.To do this, the Group needs to identify five strategies. For eachstrategy:• Assign one person responsible for continuous communication.• Form a working-group responsible for executing the strategy.• Confirm within the working-group the understanding ofstrategy’s implementation and sustainability tactics.• Agree next check-point.- Matthew Caine #stoos Version 3

It seems to me that at the heart of current traditionalmanagement thought is a strongly embedded educationalcurriculum at the undergraduate and graduate levels thatwill continue to emphasize the traditional philosophies for along time. MBA programs are especially aggregious aboutthis and their cohort executive programs often promotegroup think about it.When I am asked why more universities and colleges do notexplore and promote modern, knowledge worker-basedmangement philosophies and tenets, I simpy reply "Whyshould they? They are dependent upon sustaining the statusquo.“- Tom Mellor #stoos Version 3

It would be a great idea to unite the“management gurus” and havethem speak under one banner.There is strength in numbers, as therecent revolutions in the MiddleEast and North Africa clearlydemonstrate.- Ellis Barefoot #stoos Version 3

Given that I am in the public sector,what would be beneficial is thecreation of something that caninfluence how our elected officialswant management to work. Thenthey can provide both explicit andimplicit guidance in legislation.- Paul Boos (@paul_boos) #stoos Version 3

I believe that we need to uncover and define what are theprinciples and values underlying the current management-paradigms. Just like Agile was about changing the context, Ibelieve that any lasting change to the managementcommunity has to take that to heart: how do we change themanagement paradigms and context to better suit theorganizations we have to manage now?I think that creating a collection of principles and values thathelp define a new paradigm would be a useful and"generative" contribution to the evolution of managementin the future. In my opinion thats what we need: acontribution to the view of management that "generates"more views, different views from the currentestablished/accepted paradigm.- Vasco Duarte (@duarte_vasco) #stoos Version 3

Managers need positive rolemodels, role models who havetaken a different, new way, andwere successful with that approach.- Andreas Schliep (@andreasschliep) #stoos Version 3

It is convenient for us all to externalize the obstacles that areholding back change. I have found it easiest to both obtainand to give support when the party requesting support hasalready done everything in their own control first.Otherwise, it just seems like whining.I think it might be useful to examine the situations wheremanagement has changed quickly and decisively and whatconditions were present when this happened. There areplenty of fast changes occurring, if we choose to observethem. When people tell me that ALL new technologies meetresistance to change, I tell them how quickly I exchanged mybeloved slide rule for a calculator, and why.- Donald Reinertsen (@dreinertsen) #stoos Version 3

I believe that organizing an agiledevelopment effort as a start-upand growing a new agileorganization around it offers thebest chance of establishing the newway of working.- Roman Pichler (@romanpichler) #stoos Version 3

If you want to change the "management system"give it a new or other, simple, representative andbinding name. That way you bring in a safediscussion context. <…>By giving the envisioned change a new or "safe"other context, people will be easier attracted tohelp change to that new context. Because is it new,it is safe to transform to. But if you say to a managerthat you want to change the current managementsystem or style or whatever, you will definitely get alot or resistance. It feels like a direct attack.- Louis Dietvorst (@louis_d) #stoos Version 3

Success stories, success stories andsuccess stories... did I say we needsuccess stories? We need themfrom organizations who beat theircompetitors, hugely increased theirrevenue and boosted theiremployee satisfaction!- Anko Tijman (@agiletesternl) #stoos Version 3

• 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) #stoos Version 3

How difficult it is for Managers to Change their own behavior, and whatphases 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 changes6. 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) #stoos Version 3

From my point of view, a lot of managers still get awaywith being waste. How crude is that when referring topeople? Maybe thats a reason why management doesnot change fast enough: are we afraid to properlyaddress incompetency? Or are we merely incompetent?A managers job is to facilitate value creation. He or sheshould provide means to make that happen and helpdemolish impediments that stand in the way. Thats thecore and theres a lot more to it, which should betaught to managers who consider contribution moreimportant than their own personal gain.- Patrick Verheij (@patrickverheij) #stoos Version 3

#Stoos GatheringGlobal Transformation of ManagementModels, Values &PrinciplesFollow 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) #stoos Version 3

Leadership and Organization Management-Processes1. Values 7. Goals2. Governance 8. Rewards3. Transparency 9. Planning4. Teams 10. Coordination5. Trust 11. Resources6. Accountability 12. ControlsBeyond Budgeting (Franz Röösli, Jeremy Hope, Peter Buncen) #stoos Version 3

• Energize People• Empower Teams• Align Constraints• Develop Competence• Grow Structure• Improve EverythingManagement 3.0 (Jurgen Appelo) #stoos Version 3

• Action (doing and dealing)• People (leading and linking)• Information (communication and controlling)Managing (Henry Mintzberg) #stoos Version 3

• Life (variety)• Markets (flexibility)• Democracy (activism)• Faith (meaning)• Cities (serendipity)The Future of Management (Gary Hamel) #stoos Version 3

• Respect for people• Continuous improvementThe Toyota Way #stoos Version 3

• Set objectives• Organize• Motivate and communicate• Measure• Develop peopleManagement (Peter F. Drucker) #stoos Version 3

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 everybodys job.Out of the Crisis (W. Edwards Deming) #stoos Version 3

1. Life sucks2. My life sucks3. I’m great4. We’re great5. Life is greatTribal Leadership #stoos Version 3

• Commitment• Focus• Openness• Respect• CourageScrum (Ken Schwaber, Jeff Sutherland) #stoos Version 3

• Focus on Quality• Reduce Work-in-Progress• Deliver often• Balance Demand against Capacity• Prioritize• Reduce VariabilityKanban (David Anderson) #stoos Version 3

1. Freedom to act: Connectedness, not Dependency2. Responsibility: Cells, not Departments3. Governance: Leadership, not Management4. Performance climate: Result culture, not Duty fulfillment5. Success: Fit, not Maximization6. Transparency: Intelligence flow, not Power accumulation7. Orientation: Relative Targets, not Top-down prescription8. Recognition: Sharing, not Incentives9. Mental presence: Preparedness, not Planning10. Decision-making: Consequence, not Bureaucracy11. Resource usage: Purpose-driven, not Status-oriented12. Coordination: Market dynamics, not CommandsBetaCodex (Niels Pflaeging) #stoos Version 3

• Managing Objectives• Enabling Individual Motivation• Coordinating Activities• Making DecisionsReinventing Management (Julian Birkinshaw) #stoos Version 3

1. Understand whats most important to customers2. Build shared understanding by bringing everyone together in open conversations3. Aggregate and leverage collective knowledge4. Focus on the critical few performance drivers5. Hold people accountable to their peers.Wiki-Management (Rod Collins) #stoos Version 3

1. Too much cost, not enough value2. Too much speculation, not enough investment3. Too much complexity, not enough simplicity4. Too much counting, not enough trust5. Too much business conduct, not enough prof. conduct6. Too much salesmanship, not enough stewardship7. Too much management, not enough leadership8. Too much focus on things, not enough focus on commitment9. Too many 21st century values, not enough 18th century values10. Too much "success", not enough characterJohn Bogle #stoos Version 3

• increase return on investment• deliver reliable results• expect uncertainty• unleash creativity and innovation• boost performance• improve effectiveness and reliabilityDeclaration of Interdependence #stoos Version 3

• Focusing on results• Contribution to the whole• Concentration on a few things• Utilizing strengths• Trust• Positive thinkingManaging, Performing, Living (Fredmund Malik) #stoos Version 3

• Personal mastery• Mental models• Shared vision• Team learning• Systems ThinkingThe 5th Discipline (Peter Senge) #stoos Version 3

• Manage self;• Manage those who have authority over us;• Manage our peers;• Teach our subordinates to do the same!Chaordic Leadership (Dee Hock) #stoos Version 3

• 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 touchesComprehensive Profit (Drucker Institute) #stoos Version 3

• 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 GatheringGlobal Transformation of ManagementThanks everyone!Follow us on Twitter: #stoos #stoos Version 3

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Stoos Gathering

by Jurgen Appelo

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