as key paradigm for the
Enterprise Agile Coach
What is the
most important invention
of the last 100 years?
…depending on the view…
50% leave a company because of
their direct manager1
52% are unhappy at work2
1: Wall Street Journal
2: Forbes / Gallup
Management was invented
to turn human-beings into
Source: CNN Money
Internet of Things
We don’t need humans as
Stable & Efficient Fast & Agile
These management tools we
invented decades ago
just don’t cut it anymore.
We need the ability to make wise decisions
and take effective action amid
uncertainty, complexity and rapid change.
You can’t build a company
that is fit for the future,
that isn’t fit for human beings.
about Task, Time,
Gaining and using
relating to the
bigger sense of
Autonomy Mastery Purpose
Source: Ryan, R. M., & Deci, E. L. (2000)
Agile Leader - Be a gardener
Image: Jurgen Appelo
Autonomy Mastery Purpose
…use practices like Scrum, Kanban, SAFe.
…enable de-centralized decision making.
…think about new compensation models.
The tools we use to organize our
companies are broken.
We need to humanize the
workplace and our organizations.
Don’t wait to be nominated.
The journey starts with you.
Did you know: In the average company, every 2nd employee is unhappy. Wouldn’t it be nice…
First I invite you to think about this question:
Is it… [Transition]
Computer, Intenet, TV, Washing Machine, Anti-biotics, Cars, Jetplanes
Only Management influenced our society in such an extent. …
Definition: directing/controlling people, things.
Management started with [Transition]
splitted production process into really small steps. Intent: gain control over manufacturing and standardize.
Management didn’t stop there
During the years, more and more sophisticated.
For example this
Org charts structured the growing companies.
average 4.5 employees
grew to hundreds during the coming years.
And we all know (and dislike) this:
Makes everything so clear and predictable! Until reality doesn’t behave like it should…
Project Charts and Projects also result/tool of Management.
budgeting, task design, financial incentives, brand management, performance reviews, etc.
These tools and management
high efficiency and stability throughout organizations and they were basically…
[transition] hugely succesful.
global economy (mostly) thriving.
If we don’t count Crisis: results of wrong incentives and misunderstood system dynamics.
And as long as you don’t ask the employees… [Transition]
Wouldn't it be nice … reduce number?
Wouldn't it be nice…more engaged emp?
Wouldn't we all appreciate more happy colleagues?
I think this is possible - if we change the system.
Because the system of management [Transition]
…was invented to turn…
B/c only if you eliminate originality … => standardize production process
=> higher efficiency, higher productivity
But question is: is this still what we need in our companies today?
In a world where…
This truck … deliver … 50k cans of beer.
Exactly what we were waiting for, isn’t it?!
Tesla … producing … drive fully autonomously as well.
Do we still need …in a world,
fully automated factories
3D-Printer print spare parts in a fraction of the time originally needed for shipping them?
And Amazon … who orders products from Amazon?
Will further reduce this!
And these are just three examples, without Google, Apple, FB as usual suspects and withouth the hundreds of thousands startsup that work with… [Transition]
AI, IoT, Platform economy, Robotics, 3D, Big Data, etc.
To create new disruptive business models
=> this disruption will affect every industry.
Agriculture … Autonomous tractors … Sensors irrigate plants exactly as needed
Banking and Insurance industry
Regulations … Fintech … advisory process
Retail industry … Amazon … 427 Mio
So no, in such a world [transition]
We don’t need humans as semi-programmable robots anymore.
We need to organize for learning and adapting.
We need humans as humans who have an environment where they can learn and adapt.
So that our organizations can learn and adapt to a rapidly changing environment.
Semi-programmable robots are great if you manage for efficiency and stability.
Which again is great if you know where to go and how to get there.
(and don’t care too much about employee happiness, that is) [Klick]
world isn’t linear anymore. more like this: [Klick]
need to learn fast and adapt even faster.
What might have been right for the last decades, [Transition] definitely isn’t right anymore.
B/C management … not built for rapid change and fast learning cycles.
Let me repeat this: These tools we …
Need to stop obscene waste of ppl time
Products that fail
Marketing Initiatives … no impact
If we want to survive as an org we need new tools. New ways to work & organize
We need the ability … and take … amid uncertainity, complexity, rapid change
Humans, … [Klick] creativity to make wise decisions.
Humans, … [Klick] the agility to take effective action.
Humans, who are able … [Klick] uncertainty, complexity and rapid change
Humans, … deal with the Digital Transformation.
And I emphasize on the human because [Transition] you can’t…
…build a company …
Therefore need companies … for human beings, not semi-programmable robots.
Out of extensive scientific research
we know pretty well what a human being needs, what we all need.
It boils down to three things. Simple as that. Three things.
Autonomy, Mastery, Purpose.
… So we know … need at the workplace.
How come our organizations look so differently?
How come we mostly care about strategies and plans, instead of our people?
How come our organizations waste their employees time and their own money with creating plans, that don’t work and try to motivate people with incentives that undermine performance?
I think it’s about time to change this.
Traditional Management doesn’t cut it anymore, we need a new kind of leadership:
Agile leadership …
emphasis human being …
based on extensive scientific research.
enables mentioned three factors:
Agile Leader … no manager, which doesn’t mean it’s easier.
AL more like a gardener.
Develop … let them grow.
Give direction … right aim … right constraints
… not independent, need constraints
The right constraints leave enough room for everyone's autonomy.
Even more: If you define the right constraints and protect the system, people will develop a sense of purpose and mastery.
So we all need Autonomy, Mastery and Purpose.
But why you ask? What’s in for the company? We need pay bills and salaries!
Well: Surprise! It’s for the best of the company as well!
AMP => higher Motivation.
Which is a nice, don’t you think?
We all love engaged employees?
We all love motivated colleagues?
But it doesn’t stop there:
as extensive scientific research from the last decades clearly shows:
Higher Motivation => better Performance.
And this is why your company should care about AMP
This is why … Agile Leaders are important for the company. [Transition]
Use processes and practices like Scrum, Kanban or SAFe as containers for the Agile Mindset
And through these containers they enable
Enable De-centralized decision making. 98% of the decisions could be made on team level. Why delegate these to the Management and slow down the system?
Try new tools, like the 20% rule to foster autonomy.
Think about new compensation models: Rewards for individual goals undermine collaboration and overrides intrinsic motivation.
In face of the Digital Transformation the tools we currently use to manage and organize our companies are broken. We need new ways to work and organize,
we need to humanize the workplace and our organizations. Not only for the best of the employees, but for the best of the company as well.
To start this journey, you don’t have to wait to be nominated. Everyone can start to change an organization to become an Agile Organization and everyone can be an Agile Leader.
Don’t wait to be nominated. The journey starts with you.