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What the hell is up to-date leadership


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HR Hackathon 2016, Berlin - Keynote Birgit Mallow

Keynote Summary: What the hell is up-to-date leadership?
Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!

Published in: Leadership & Management
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What the hell is up to-date leadership

  1. 1. What the hell is up-to-date leadership?! Birgit Mallow Berlin, 17. April 2016
  2. 2. 2
  3. 3. Crisis or Götterdämmerung? 3
  4. 4. Challenge 4 Efficiency
  5. 5. Challenge 5 Complexity
  6. 6. Models for Localization of „Complexity“ 6 Stacey Diagram (Ralph Stacey) Cynefin-Framework Dave Snowden Reference: Jurgen Appelo: Management 3.0, 2011 DISORDER
  7. 7. Methods for Simple and Complicated Organization & executives „zuverlässige Maschine“ Trennung von Denken und Handeln Hierarchie, „Silos“ Effizienz Primat: Input-Output-Relation Challenge: Increase efficiency, cost cutting Executive Style: command and control Risk: tendency to Theory X 7 sense – categorise – respond Best Practice checklists instructions standard processes sense – analyse – respond Good Practice problem analyzis guidelines, policies traditional project management Photo:UweJansche/
  8. 8. Methods for Complex and Chaotic 8 act – sense – respond Novel Practice innovation, disruption Business Model Generation Design Thinking, Dynamic Facilitation probe – sense – respond Emergent Practice self-organization adaptive-incremental approach learning loop Organization & executives „Lebendiger ganismus“ Entwicklung durch Trial and Error Selbstorganisation Kreativität Primat: Gemeinsam lebendig sein Challenge: endure uncertainty, result open processes Executive Style: leadership Chance: tendency to Theory Y Photo:TiMCaspary/
  9. 9.  Individuals and interactions over processes and tools  Working software over comprehensive documentation  Customer collaboration over contract negotiation  Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Manifesto for Agile Software Development, 2001 – 4 Values – 9
  10. 10. 10  Individuals and interactions over processes and tools  Working software over comprehensive documentation  Customer collaboration over contract negotiation  Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Manifesto for Agile Software Development, 2001 It involves mainly People & Communication Early Product Delivery Customer Focus Value Creation
  11. 11. Manage Complexity Agile Process Framework Scrum  Simple – fits on a coaster  A few roles, events, artefacts  Self-organized team  Communication face-to-face  Iterative-incremental approach  Transparency, inspect and adapt !!  Continuous improvement for product and process  Focus on:  value creation for customer  avoid waste 11  Disciplined and planned way !!
  12. 12. Focus: „Product“ • Value for the customer • Release • Indirectlyt: team efficiency Focus: „Methods“ • Product increment • Self-organization • Cross-functional Focus: „Process“ • Coach, facilitator • Team development • „allows to grow“ Scrum and Management – Sharing of Authority 12 Product Owner Scrum Master Team Focus: Strategy & Employee • Strategy, purpose • Orientation & conditions • Employee development Executive 3 management roles in the Scrum team
  13. 13. Requirements for Effective Leadership 13 Defines sense and purpose Gives orientation, declares conditions Develops employees Develops teams Is strenghts and solution-oriented Creates space Has respect for people Communicates openly Has change competence Reflects itself Conveys confidence … Leadership
  14. 14. Effective Leadership … … brings Vitality „…we do things a little bit differently…“ 14
  15. 15. Participants Workshop Management Culture in Transition 15 What values and behaviors managers need in an agile context?
  16. 16. Workshop Results Management Culture in Transition 16 Behavior Values & principles Reference:OskarMager
  17. 17. Scrum Values 17 Focus Courage Openness Commitment Respect Empowerment & Self-Organization Time-boxing Transparency Inspect & adapt Deliver every sprint & Agile Principles
  18. 18. Up-to-date leadership is value-driven Agile and lean help to cope with complexity. Up-to-date leadership knows how to distinguish the challenges and seize the right “tool”. 18 Photo: TiM Caspary / Photo: Uwe Jansche / Values connect Scrum Kanban BPM Attitude over method!
  19. 19. Effective Leadership 19 This is the best leader whose people say, if he has made the goal: "We ourselves have brought success." (Laotse, chinese philosopher, 4th to 3rd century BC)
  20. 20. Leadership Concepts & Metaphors 20  Leader as Developer for People (Jurgen Appelo, Management 3.0)  Leader as Servant (Robert Greenleaf)  Leader as Host (Mark McKergow)  Positive Leadership (Ruth Seliger)  Appreciative Leadership (Diana Witney et al.)
  21. 21. Authority Poker & Delegation Board 21 Empower your team Reference: Management 3.0, Deny holidays Keep printers operational Organize game night Take new team member Decide features for development Change team member … Competences to act
  22. 22. Moving Motivators 22 Reflection and team development Reference: Management 3.0,
  23. 23. Culture Change: Confidence and Failure Culture Failure Recovery is more important than Failure Avoidance 23 Failure RecoveryFailure Avoidance Reference: Henrik Kniberg: culture over process
  24. 24. Challenges for HR / Instruments for Personnel management Areas of conflict in the agile context:  Paths for career & development  Salaries and compensation  Performance evaluation  Objective agreements Key role of HR in an agile transformation! 24
  25. 25. These days a Scrum Master told me… … our HR must also be agile! And the top executives, too! 25
  26. 26. Many Areas of Application for Scrum and Kanban  Product development  Sales  Service deliverables units  HR  Strategy process of top executives  …  eduScrum for learning process at school (NL) 26 • Freiräume Camp 2016 • benelux-beware-of-the-next-generation/ Reference: Claudia Struijlaart, Mark Reijn
  27. 27. Values – Accordance and Coherence 27 Reference: Helmut Lind, Vorstandsvorsitzender Sparda Bank, about values and corporate philosophy See movies „AUGENHÖHE“ and „AUGENHÖHEwege“.
  28. 28. Values are the Basis for „Cultural Objects“: What we need to be successful. 28 Reference:AndreaMariaBokler,angelehntanF.Malik How do we make decisions? How do we behave in meetings? How to solve problems? How do we encourage people? As we be judged? (HR instruments)
  29. 29. Workshop „Workschub“ 29 Reference: (till 1:46)
  30. 30. Let‘s get started! 30 strong HR agile teams and executives up-to-date leadership vibrant organizations livable and prosperous future of our companies!!
  31. 31. Do you have any questions? Contact me! Birgit Mallow Organisationsentwicklung und Prozessberatung Munich and Dresden +49 171 / 276 42 61 LinkedIn: XING: Twitter: @BirgitMallow 31
  32. 32. Birgit Mallow 32 Computer scientist in the field of psychology Management Consulting since about 20 years Organizational Developer with focus on  Agile practices / agile organization (Agile Coach, SAFe Consultant, certified Scrum Master,…)  Transformation processes & value-oriented culture change CTT Consultant (Barrett Values Centre)  Business Process Management, agile BPM Project expertise (selection)  Insurance – IT-Service Management, Business Process Management  Manufacturing industry – Group-wide: professionalisation of IT, CIO-organization  Manufacturing industry – Business Process Management  Insurance – Change Facilitation  International Bank – Agile development of bank products, interim Scrum Master, agile coaching of the managers  IT-service company – Conceptual preparation of agile scaling  Credit agency – Agile scaling  Consulting team – Agile consultation process  Sales department – Agile Working  Manufacturing industry – Interim Scrum Master and Agile Coach, preparation of agile scaling  Energy industry – Agile Coaching of the Product Owners and Managers Trainer and theme developer in the team of „Consulting Werkstatt“ Consultant and Coach in Employee Assistance Program / BGM (Company Aid)
  33. 33. APPENDIX 33
  34. 34. Study “Management Culture in Transition” 400 telephone interviews (2014) 34 Quelle: INQA_MONITOR_GUTE_FUEHRUNG_web_ds.pdf Most of the executives surveyed hold the previous models of organization and management in view of the complexity and dynamics of the future world of work are no longer appropriate.
  35. 35. Maturity Model Workforce Transformation 35 Reference:
  36. 36. Leadership Alignment 36 No leadership commitment Selective leadership support Top executives: rediness for top projects Leadership comitment for special projects Full top executive readiness Reference: No top executive readiness Leadership involved in special projects Leadership commitment/ role model
  37. 37. HR Readiness 37 Little or no HR expertise Partial consulting by HR in WFT HR expertise for restructuring HR as business partner in selected departments HR expertise for WFT available Reference:
  38. 38. John Kotter: Accelerate! The Evolution of the 21st Century 38 Quelle:
  39. 39. How to Develop a Positive Failure Culture Read the two-part journal article from authors Birgit Mallow and Dr. Gerd Kopetsch. To obtain the article, please just contact me. (Sorry, only available in German.) 39
  40. 40. How does that fit this - Agility and Management of Employees? Interview Prof. Peter Wald, HTWK Leipzig, has performed in front of the HR Innovation Day 2015 with Birgit Mallow: Http:// (Sorry, only available in German.) 40