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Agile leadership - aginext 2019

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Management and Leadership of the Agile organisation

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Agile leadership - aginext 2019

  1. 1. Management & Leadership of the Agile Organisation What needs changing? March 2019 Chris Davies chris@aterny.co.uk @aterny
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  6. 6. “Scientific” Management The Machine model – 3 premises: 1. It is possible to know all you need to in order to plan what to do 2. Planners and doers should be separated 3. There is but one right way 5
  7. 7. The Problem with Power 6 The Powerful The Powerless Ambition Politics Mistrust Fear Greed Resentment Resignation
  8. 8. Our Management ’operating system’ • Management creating plans for ‘do-ers’ • ‘Resource’ allocation • Milestones • Steering Groups • Progress reports • Measuring individual performance • Annual budgeting • Organisation silos • Timesheets 7
  9. 9. Our Operating System is in need of an upgrade 8
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  12. 12. The Management Problem 11 Outcomes PlansActions Knowledge Gap Alignment Gap Effects Gap Ref: Stephen Bungay, The Art of Action, 2011
  13. 13. The Usual Reactions 12 Outcomes PlansActions Ref: Stephen Bungay, The Art of Action, Knowledge Gap: More detailed information Alignment Gap: More detailed instructions Effects Gap: More detailed controls
  14. 14. Helmuth Von Moltke , 1869 13 Outcomes PlansActions Knowledge Gap: “Do not command more than is necessary or plan beyond the circumstances you can foresee” Alignment Gap: “Communicate to every unit as much of the higher intent as is necessary to achieve the purpose” Effects Gap: “Everyone retains freedom of decision and action within bounds Ref: Stephen Bungay, The Art of Action,
  15. 15. Directed Opportunism 14 Outcomes PlansActions Knowledge Gap: Limit direction to defining and communicating the INTENT Alignment Gap: Allow each level to define how they will achieve the intent of the next level up and ‘backbrief’ Effects Gap: Give individuals freedom to adjust their actions in line with intent Ref: Stephen Bungay, The Art of Action,
  16. 16. 15 Alignment Autonomy Intent: what and why Actions: how Adapted from: Stephen Bungay, The Art of Action Confusion Clarity Inaction Effective Targeted action Misdirected action
  17. 17. 3 Elements of Alignment • Intent - objectives, purpose, direction • Boundaries of decision-making • Competence to make good decisions 16
  18. 18. Alignment needs to be achieved around intent, and autonomy granted around actions High alignment enables high autonomy 17
  19. 19. 18Source: Management 3.0, Jurgen Appelo,
  20. 20. A word on Structure “Any organisation that designs a system will produce a design whose structure is a copy of the organisation’s communication structure” - Conway’s Law 19
  21. 21. Management is a key factor in organisational agility – either constraining or enabling it 20
  22. 22. 21 Culture
  23. 23. McKinsey 7 S framework 22 Strategy Structure Systems Shared Values Skills Staff Style
  24. 24. Schneider model of Culture 23
  25. 25. 24 Turn the Ship Around! - L. David Marquet • Control • Competence • Clarity
  26. 26. 25 Autonomy, Mastery, Purpose Autonomy, Competence, Relatedness Control, Competence, Clarity
  27. 27. LEADERSHIP drives CULTURE drives PERFORMANCE 26Source: Deloitte University Press, Feb 2015
  28. 28. 27Source: Michael Sahota, Agile Leadership, 2017
  29. 29. Teams over Individuals • Work is accomplished by groups, not individuals • Individual performance is a myth • High performers distinguished by diverse teams 28
  30. 30. Empower Teams • Control through bosses • Information flows up, commands flow down • Top-down decision-making • Rules for containment • Control through Transparency, peer pressure • Principles, shared responsibility 29Source : Harvard Business School 2004
  31. 31. Cross-functional Teams • Groups aligned by function • Work requires handoffs between groups • Co-ordination via managers • Cross-functional teams • Co-ordination among peers • Faster delivery 30
  32. 32. ‘Integral’ model 31 Interior Perspective Exterior Perspective Individual Perspective Collective Perspective People’s beliefs and mindsets People’s behaviour Organisational Culture Organisational Systems (structures, Processes, Practices) Source: Ken Wilbur & Frederic Laloux
  33. 33. ‘Integral’ model 32 Interior Perspective Exterior Perspective Individual Perspective Collective Perspective People are motivated by money and recognition Individualistic behaviour, cut corners to make the numbers Internal competition, individual achievers Top-down target- setting, individual incentives Source: Ken Wilbur & Frederic Laloux
  34. 34. ‘Integral’ model 33 Interior Perspective Exterior Perspective Individual Perspective Collective Perspective Explore and challenge personal beliefs Role-modelling from people with moral authority Organisational Culture Put in place supporting structures, processes, practices Source: Ken Wilbur & Frederic Laloux
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  37. 37. The new Agile Leader • Sets vision, purpose; defines intent • Measures outcomes and clear performance goals • Believes people are inherently intelligent and creative • Creates teams, provides bounded autonomy • Creates structures, processes and practices to support the desired culture • Create co-leaders, not followers • Coaches people instead of trying to manage them 36
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  39. 39. I offer : • Team and Leadership Coaching (ORSC) • Agile Coaching and Consultancy • Workshop Facilitation • Bespoke Agile training 38 Chris Davies chris@aterny.co.uk @aterny

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