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Photo by Reynermedia
Do we still need
managers?
FUTURE-PROOF YOUR
ORGANIZATION
ORGANIZE RESPONSIVENESS
by
Jurriaan Kamer
“Insanity: doing the
same thing over and
over again and
expecting different
results”
Albert Einstein
“Insanity:
implementing scrum
and expecting a
miracle”
Jurriaan Kamer
AGENDA
- management in agile orgs
- how to apply these insights?
- agile management team
transformation
How many
managers in the
audience?
“Management, like the
combustion engine, is a
mature technology that
must now be reinvented
for a new age.”
Gary Hamel
Photo by McKinsey & Company
Do companies
like Spotify still
have managers?
How does management
operate in agile
organisations?
photo by Giuseppe Milophoto by Techcrunch
Photo by eGuide Travel
Spotify
At Spotify, a manager
has a maximum of 5
direct reports
Photo by Heartwork.com
“As a leader, always
blame yourself first”
Photo by Heartwork.com
“I was used to people
telling me ‘shut up and do
your job’”
“Now they say: my job is to
make you successful, what
do you need?”
Agile à la
Spotify
At Spotify managers are
focused on coaching,
mentorship, and solving
impediments rather than
telling people what to do.
With 60 teams,
do you get 60
bricks or a
nice castle?
Photo by eOffice.net
Airbnb
Photo by eOffice.net
“We simply
give the
team a clear
purpose”
Photo by eOffice.net
“Our tech
managers are
engineers”
photo by Steve Jurvetson
What drives your people to
work for your company?
A powerful purpose drives the
company.
Facebook
“No manager will tell
you what to do”
“I don’t want people
asking me for
permission. In almost
every case, if someone
asks me for permission,
something’s wrong”
“When people ask
you for permission,
they don’t bring
any of their own
responsibility to the
request”
AGENDA
- management in agile orgs
- how to apply these insights?
- agile management team
transformation
How to apply these
insights?
Simply following
the checklist
won’t work
(c) Jurgen Appelo
From boss
to leader
“We need to have
a shorter time to
market, be able to
faster respond to
change, and have
more innovation.”
Find the executive 

who feels the pain
Provide a clear transition
path: start small
Bring the
challenge
to the team
€
What do they need
to make more
impact?
Managers get
coaching to be
able to let go
of the old ways
“On higher management
levels, it feels like losing
control”
Continuously communicate
about the necessary change
and the challenges. €
Executive
sponsorship
Consistent example
behaviour
Communication
Management
enables the
transition
Management team
agile transformation
EXPERIMENT
Photo tiarescott
- decision making based on
detailed memo’s
- information is filtered out and is
often wrong or out of date
- not always of impact of
decisions
Management team meetings
as an impediment to agility
Can you help us:
• learn what it is to be
agile
• spend more time fixing
impediments
• be more transparent
and accessible
• let go and give more
responsibility to teams
Kanban: backlog out in
the open
Agile inbox: get on their
agenda instantaneously
Sprint review: question for
their people, “did we
work on the right things?”
Retrospective
Drawing by Henrik Kniberg
A3 management
Helps
management
teams to
prioritise which
areas they want
their company
to improve on,
and delegate.
Photo by ICT media
ANWB has an agile CIO
Photo by Reynermedia
Do we still need managers?
The most agile and innovative companies on
the planet still have many many managers,
but they operate very differently.
To move to this new way of management, we
need management to enable the transition.
Image by zen-mama.com
“A leader is best when
people barely know
he exists, when his
work is done, his aim
fulfilled, they will say:
we did it ourselves.”
Lao Tzu
Thanks!
Follow me at
@agile_cio
WWW.AGILECIO.NET

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