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Groovy teams need groovy companies

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We all work in a constantly changing environment. Technologies and methods come and go. One buzzword chases the next. But usually companies and their structure cannot win with it. Companies and enterprises need to adapt themselves to keep up with ourdays technological change. Many try to digitalize themselves but fail. This session sketches out how a company, that embraces change and heterogenity, could look like and which obstacles stand in the way to get there. Special focus will lay on management and employees. And no - this is not a session about agility and disruption.
GR8Conf 2019

Published in: Leadership & Management
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Groovy teams need groovy companies

  1. 1. Groovy teams need groovy companies_ Alexander (Sascha) Klein - alexander.klein@codecentric.de 1
  2. 2. About me Alexander (Sascha) Klein Branchmanager Stuttgart codecentric AG Heßbrühlstr. 7 70565 Stuttgart +49 (0) 172 529 40 20 alexander.klein@codecentric.de www.codecentric.de blog.codecentric.de @saschaklein 2
  3. 3. Problems Approach and goal known Focus the "what" Known methods Routine Approach or goal unknown Focus the "how" Research & Development → Creativity 3
  4. 4. Creativity Assumption: Software development is creative work Definition: Ability to create something, that is new or inventive and beneficial or practical at the same time 4
  5. 5. Requirements Goal To solve a problem, creativity has to be goal-oriented Ideas rarely pop out of thin air Self-determination You decide what and how Nothing is in your way No stress or pressure expectations time Free of sorrows 5
  6. 6. Requirements Confidence & Trust Self-confidence To be trusted based on: Appreciation Positive feedback Positive interaction 6
  7. 7. Requirements Organisation Rules Culture Atmosphere 7
  8. 8. New work Assumption: Companies change from production-based to knowledge-based → Company value in employees → Provide reasons to come and stay 8
  9. 9. Motivation intrinsic voluntary extrinsic manipulation incentive systems are demotivators external stimuli are only temporarily → see Daniel Pink: The puzzle of motivation https://www.ted.com/talks/dan_pink_on_motivation 9
  10. 10. How to enable motivation ? be attractive trust on voluntariness promote self-determination 10
  11. 11. Self-determination Anarchy Self-organisation Big Picture (Goal & Transparency) Self-determination Confidence Organisation → Like the requirements for creativity 11
  12. 12. Experiences at codecentric Community creates unity in the team because of Familiarity Understanding Emotional connection through Meetings with all members Transparency Functional group dynamics that leads to Efficiency Working decision-making Possible consensus agile structure 12
  13. 13. Experiences at codecentric But familiarity does not scale Segmentation enables unity Thought of solidarity encourages entrepreneurial thinking Teams will be heterogeneous requires knowledge-sharing reducing risk of singular knowledge requires enablement increases knowledge leads to best practices 13
  14. 14. Experiences at codecentric Supporting roles from inside or alongside the teams Management Sales Human resources Membership is fluid and flexible voluntary situational multiple memberships possible 14
  15. 15. Platform for self-organisation Example: Community platform Clique max. 7 members based on communication dynamics Family max. 15 members based on belongingness Clan max. 35 - 50 members based on ability to cultivate contacts Nation max. 7 members based on the ability to compromise Supporting roles possible on all levels 15
  16. 16. Ruleset Growth triggers segmentation Economical reliability from Family upwards Fundings and distribution of risks on same level or upwards Coordination and decisions on eye level Round table meetings Family advice Elder council National assembly 16
  17. 17. Who’s job is it? Leadership’s …​ and yours! 17
  18. 18. Leadership Alternative definition: ensure that peers know why they do something ! Not how they do it ! 18
  19. 19. But how? Give a purpose Create an attractive setting Invite your peers But: host defines the guide lines & parameters Let them do it their way Embrace differences 19
  20. 20. How to give guidance? "You’ll get what you focus on" Focus on the positive 20
  21. 21. Compliments Often used inflationary May be a manipulation Counterproductive 21
  22. 22. Recognition Perception Non-performance-related Caring Kindness Attention Interest Collaborative interaction 22
  23. 23. Summary Creativity and self-organization …​ …​ work hand in hand …​ are based on voluntariness …​ need leadership but a different kind of …​ is a win-win-win situation peers company customer 23
  24. 24. Questions? Alexander (Sascha) Klein Branchmanager Stuttgart codecentric AG Heßbrühlstr. 7 70565 Stuttgart +49 (0) 172 529 40 20 alexander.klein@codecentric.de www.codecentric.de blog.codecentric.de @saschaklein 24

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