Management is not easy - especially now that the world is changing very fast! However, the Agile movement offers some solutions in the form of new ways of being a manager. This presentation explores some of the reasons why "old style" management is not effective any more, and offers a perspective for leadership using Management 3.0 by Jurgen Appelo.

1. Anton Rossouw
“Is Agile Management
an Oxymoron”
Agile Teams vs. Rigid Management

2. Overview
 Challenges of Agile Adoption
 Where to now with Management
 Now that we have Agile teams
 Management 3.0 Tools and Practices

4. “88% reported tension between the
way Agile/Scrum teams are
managed in their organization and
the way the rest of the organization
is managed”
http://www.forbes.com/sites/stevedenning/2015/01/26/why-do-managers-hate-agile/
Agile, Scrum and Lean arose as a
deliberate response to the problems of
hierarchical bureaucracy that is still
pervasive in organizations today
Steve Denning

5. “the very first requirements
for a man who is fit to handle pig iron as a
regular occupation is that he shall be so stupid
and so phlegmatic that he more nearly
resembles in his mental make-up the ox”

6. “Most of what we
call management consists of making
it difficult for people to get their
work done”
Peter Drucker 1909 – 2005

7. http://www.margaretwheatley.com
“In the past few years,
ever since uncertainty became our insistent
twenty-first-century companion, leadership
strategies have taken a great leap backward to the
familiar territory of command and control”
Wheatley, M.J., (2005), Finding our Way – Leadership for an Uncertain, Berrett-Koehler, San Francisco.

8. “You absorb complexity,
you don’t delude yourself
into thinking you can
eliminate it”
Snowden, D.J. Boone, M., (2007) A Leader's Framework for Decision Making. Harvard Business Review, November 2007, pp. 69-76.

9. Cynefin Model for Management Decisions
Source: Snowden, D.J. Boone, M., (2007) A Leader's Framework for Decision Making. Harvard Business Review, November 2007, pp. 69-76.
Best
Practice
Specialist
Practice
Probe-Sense-Respond Sense-Analyse-Respond
Sense-Categorise-RespondAct-Sense-Respond
Known- UnknownsUnknown - Unknowns
Unknowables Known - Knowns
Order
Un-Order
Dis-Order
Complex
Complicated
Chaotic
Simple
Emergent
Practice
Novel
Practice
TraditionalManagement
AgileManagement

10. “We don’t need
management any more!”

11. Gary Hamel -. Harvard Business Review, December 2011, pp. 69-76.

12. “We know that the intelligence
of a few technocrats—even very bright ones—has
become totally inadequate to face these challenges. Only
the intellects of all employees can permit a company to
live with the ups and downs and the requirements
of its new environment ”
Konosuke Matsushita

13. “Managers are like gardeners.
They let self-organization do useful work
while steering the system toward
valuable results”

15. 1. Address complexity with complexity
2. Use a diversity of perspectives
3. Assume dependence on context
4. Assume subjectivity and coevolution
5. Anticipate, adapt, explore
6. Develop models in collaboration
7. Shorten the feedback cycle
8. Steal and tweak
Rules for managing Complex Systems
An organisation and a team is a
complex adaptive system (CAS)

16. www.management30.com

17. People are the most important parts of
an organization and managers must do
all they can to keep people active,
creative, and motivated.

19. Teams can self-organize, and
this requires empowerment,
authorization, and trust from
management.

21. teams or people
Key Decision Areas
Delegation Boards

22. Self-organization can lead
to anything, and it’s
therefore necessary to
protect people and shared
resources…
…and to give people a clear
purpose and defined goals.

23. Criteria for Emergent Goals

24. Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore contribute
to the development of
competence.

25. Competence = maturity in 2 dimensions

26. It’s like a balanced scorecard, but 2-dimensional
perspective
dimension
1. Time
2. Tools
3. People
4. Value
5. Functionality
6. Quality
7. Process
1.Employee
2.Team
3.Organization
4.Customer
5.Manager
6.Supplier
7.Community
26

27. 1
1
2
1
0
5
5
0
1
1
Team Competency Matrix
John Emma Liz Matt Sue
Cocktails
Customer
Service
NVC
Cooking
Book-
keeping

28. Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enhance communication.

29. Game: Meddlers

30. Business
Analyst
Database
Administrator
Line
Manager
Network
Administrato
r
Product
Owner
Project
Manager
Quality
Assurance
Manager
Software
Architect
Software
Developer
Scrum
Master
Software
Tester
User
Experience
Designer

31. Component, Feature, Functional, Cross Functional.

33. People, teams, and
organizations need to
improve continuously to
defer failure for as long as
possible.

34. Change Management 3.0
Consider the System Consider the Individuals
Consider the Interactions Consider the Environment

36. www.management30.com
Action
Plan !

38. anton.rossouw@tabar.com.au