Management 3.0 is a movement of innovation, leadership and management. Management 3.0 is redefining the definition of leadership with management as a group responsibility. It’s about working together to find the most efficient way for a business to achieve its goals while maintaining the happiness of workers as a priority. Management 3.0 is a global management revolution that brings together thousands of project managers, mid-level managers, CEOs and entrepreneurs, developing solutions together, using games to encourage employee feedback and team collaboration.

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Ralph van Roosmalen
• Management 3.0 Facilitator
• Distributed Software Development
• Agile Coach
• www.agilestrides.com
• www.linkedin.com/in/ralphvanroosmalen
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Transforming organizations
into great places to work
where:
• People are engaged
• Work is improved
• Clients are delighted
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Make sure everone is happy
at work, all people really care
about the things they do.
People constantly looking for
what they can improve and
everyone wants to make the
customer happy.
Where everyone should help
the manager to achieve all of
the above.
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© Happy Melly  version 1.00  management30.com
Manage the
system, not
the people
Or,
For many organizations,
a common practice is that
they are managed like
machines. We call this
Management 1.0. In this
style of management,
leaders assume that
improvement of the whole
requires monitoring,
repairing, and replacing
the parts.

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It was engineers who
developed scientific
management, the
command-and-control
style of leadership that
was quite successful in
the 20th century.
Frameworks work well
with predictable,
repeatable tasks
(by machines).
They don’t work
with creativity, innovation
and problem-solving
(by humans).
Fortunately, many
managers have realized
that the greater challenge
is working with people,
not with machines.
In a Management 2.0 organization, everyone recognizes
that “people are the most valuable assets” and that
managers have to become “servant leaders”. But, at the
same time, managers prefer to stick to the hierarchy.
Some people think of an organization as a
community or a city. You can do what you
want, as long as you allow the community to
benefit from your work. We call that
Management 3.0.
In a community or
city, everyone is
(partly) responsible
for contributing to
its success and a
few are responsible
for the whole.

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Management is about human beings. Its task is to
make people capable of joint performance […].
Management is the critical, determining factor.
- Peter Drucker, Management Rev. Edition
Management of the work
is a crucial activity, but
this could be done with or
without dedicated
managers. In fact, a
business can do a lot of
management with almost
no managers!
Most creative workers don’t realize that they are
also responsible for management stuff.
Management is too important to leave to the
managers.
The only thing left to do for
managers is to grow and
nurture the whole system.
Management 3.0 is not
yet another framework.
It an ever-changing
collection of games,
tools, and practices to
help any worker to
manage the organization.
It is a way of looking at
work systems.
What is management 3.0?
An HR process, used to manage people and organizations
It is an ever changing collection of games, tools, and
practices to help any worker to manage the organization
Toolbox of tools, that a manager can use to manage a
department with less resources/money/time

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Energize People: People are the most important parts of
an organization and managers must do all they can to
keep people active, creative, and motivated.
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Empower Teams: Teams can
self-organize, and this requires
empowerment, authorization,
and trust from management.
2
Align Constraints:
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.
3
Develop Competence:
Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore contribute
to the development of
competence.
4
Grow Structure:
Many teams operate within
the context of a complex
organization, and thus it is
important to consider
structures that enhance
communication.
5
Improve Everything:
People, teams, and
organizations need to
improve continuously
to defer failure for as
long as possible.
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Of course, this is
easier said than done!
Management 3.0 =
Managing the system, not the people.
Management 3.0 =
Better management with fewer managers.
Management 4.0 = ?
Which statement about M3.0 is not true?
Better management with fewer managers
Managing the system, not the people
Management is too important to leave to team members; only
managers should perform management tasks.
© Happy Melly  version 1.00  management30.com
Complexity
Thinking

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Reductionism defined
re·duc·tion·ism noun ri-ˈdək-shə-ˌni-zəm
a procedure or theory that reduces
complex data and phenomena to simple
terms
http://www.merriam-webster.com/dictionary/reductionism
Managers and
scientists are
addicted to
systems and
certainty.
21361/3 = {3 + [q2 +
(r- p2)3]1/2}1/3 + {q –
[q2 + (r-p2)3]341/2}1/3 p
p = -b/(3a), 346q = p3
+ (bc-3ad)/(645a2), r =
c/(3a) 4598
A typical
analyst/reductionist
mistake:
Thinking about
numbers and not
about people.
A typical analyst/reductionist
mistake:
Relying on instruction instead
of communication.
A typical
analyst/reductionist
mistake:
Trying to control the
future rather than
discovering it.
An organization is a complex
adaptive system (CAS),
because it consists of parts
(people) that form a system
(organization), which shows
complex behavior while it
keeps adapting to a
changing environment.

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Brains, bacteria, immune
systems, the Internet,
countries, gardens, cities,
beehives…
They are all complex
adaptive systems.
There are no laws for dealing
with change, uncertainty and
complexity.
The best we can do is follow these 8 guidelines.
Complexity itself is anti-methodology.
It is against one size fits all.
– Michael R. Lissack, The Interaction of Complexity and
Management
Combining multiple incorrect
views often results in a much
better observation.
Use a diversity of perspectives2
Successful systems spend most of their
time copying and adapting ideas from
others. We usually think of innovation as
inventing new things, but we may be
smarter to think of it as recombining
old ones.
Steal and tweak4

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The only way to win is to learn faster
than anyone else.
– Eric Ries, The Lean Startup Systems with slower feedback
cycles have higher extinction
rates in changing environments.
Iterate faster.
Shorten the feedback cycle7
Complexity absorption entails creating
options and risk-hedging strategies.
– Max Boisot, The Interaction of Complexity and Management Prepare to be surprised.
Keep your options open8
1. Address complexity with complexity
2. Use a diversity of perspectives
3. Assume subjectivity and coevolution
4. Steal and tweak
5. Expect dependence on context
6. Anticipate, explore, adapt
7. Shorten the feedback cycle
8. Keep your options open
Our Complexity Thinking Guidelines
You cannot manage
complex human dynamics
with frameworks.
Keep it simple!

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You cannot control a
complex system, but
you have many
options for guiding it.
Management3.0
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Energize People: People are the most important parts of
an organization and managers must do all they can to
keep people active, creative, and motivated.
1 One-on-one meetings
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Happiness index
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Gallup’s 12 questions
1. Do I know whatis expectedof me at work?
2. Do I have the materialsand equipmentI need to do my workright?
3. At work, do I have the opportunityto do whatI do best everyday?
4. In the last sevendays, have I received recognitionor praise for doing good work?
5. Does my supervisor, or someoneat work,seemto care about me as a person?
6. Is there someoneat workwho encourages my development?
7. At work, do my opinionsseem to count?
8. Does the mission/purposeof my company make me feel my job is important?
9. Are my co-workerscommittedto doing quality work?
10.Do I have a best friendat work?
11.In the last six months,has someoneat worktalked to me about my progress?
12.This last year, have I had opportunities at workto learn and grow?
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Social networks
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The CHAMPFROGS model deals
specifically with motivation in
the context of work-life.
It consists of ten motivators that
are either intrinsic, extrinsic, or
a bit of both.
The CHAMPFROGS model is
influenced by several other
models of human motivation.
• Two-Factor Theory, Frederick Herzberg
• The Hierarchy of Needs, Abraham Maslow
• Theory of Self-Determination, Edward L.
Deci and Richard M. Ryan
• 16 Basic Desires Theory, Steven Reiss
https://management30.com/product/moving-motivators/
Moving Motivators!
A team member is not performing after a change
in the organization. In the lunch meeting with the
team member, manager discovers what motivates
the team member. The manager now shares
insight on the impact of the change on the
motivators of the team member. How do you find
this practice?
Waste of time…
Good…
Average…

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Empower Teams: Teams can
self-organize, and this requires
empowerment, authorization,
and trust from management.
2 The four types of trust
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The Seven Levels of Delegation
The 7 Levels of Delegation is a symmetrical model.
It works in both directions.
A delegation board enables management to clarify delegation
and foster empowerment for both management and workers.
The manager creates a detailed plan to
manage a team; the plan includes who will
work on which task, hours allowed to work
on the task and who should communicate
with whom. How do you find this practice?
Good, gives clarity to team
Bad, removes flexibility from team

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Align Constraints:
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.
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How do we grow a great
organizational culture?
How do we create a
work environment
people will be proud of?
Acceptance Benevolence Confidence Discipline Excitement Friendliness
Accessibility Boldness Conformity Discovery Experience Friendship
Accomplishment Bravery Consistency Discretion Expertise Fun
Accountability Brilliance Contentment Diversity Exploration Generosity
Accuracy Calmness Cooperation Drive Expressiveness Gratitude
Achievement Camaraderie Courage Duty Extroversion Growth
Activeness Candor Courtesy Dynamism Exuberance Happiness
Adaptability Capability Craftiness Eagerness Fairness Harmony
Adventure Carefulness Creativity Education Faith Health
Aesthetics Caution Credibility Effectiveness Faithfulness Helpfulness
Agility Change Cunning Efficiency Family Heroism
Alertness Charity Curiosity Elegance Fearlessness Honesty
Ambition Cheerfulness Daring Empathy Ferocity Honor
Appreciation Clarity Decisiveness Encouragement Fidelity Hopefulness
Approachability Cleanliness Dedication Endurance Fierceness Hospitality
Assertiveness Cleverness Dependability Energy Fitness Humility
Attentiveness Collaboration Determination Enjoyment Flexibility Humor
Availability Commitment Devotion Entertainment Fluency Imagination
Awareness Compassion Dignity Enthusiasm Focus Impartiality
Balance Competence Diligence Equality Frankness Independence
Beauty Concentration Directness Excellence Freedom Ingenuity
The Big Value List… pick your favorites! Page 1
Initiative Maturity Persistence Resilience Skill Tranquility
Innovation Meticulousness Persuasiveness Resolution Solidarity Transcendence
Inquisitiveness Mindfulness Philanthropy Resolve Speed Trust
Insightfulness Modesty Playfulness Resourcefulness Spirituality Trustworthiness
Inspiration Motivation Pleasure Respect Spontaneity Truth
Integrity Neatness Power Responsibility Stability Understanding
Intelligence Open-mindedness Pragmatism Responsiveness Status Uniqueness
Introversion Openness Precision Restraint Stealth Unity
Intuitiveness Optimism Preparedness Rigor Stewardship Valor
Inventiveness Order Privacy Sacrifice Strength Variety
Joy Orderliness Proactivity Security Success Vigor
Justice Organization Professionalism Self-control Support Vision
Kindness Originality Prudence Self-discipline Sympathy Vitality
Knowledge Outlandishness Punctuality Self-reliance Synergy Warmth
Leadership Outrageousness Purposefulness Sensitivity Teamwork Willfulness
Learning Passion Rationality Serenity Thankfulness Wisdom
Liberty Patience Realism Service Thoroughness Wittiness
Logic Peace Reason Sharing Thoughtfulness Wonder
Love Perceptiveness Reflection Silliness Thrift Zeal
Loyalty Perfection Regularity Simplicity Timeliness
Mastery Perseverance Reliability Sincerity Tolerance
The Big Value List… pick your favorites! Page 2
Handbooks /
Culture Books
In some companies,
employees document
espoused values and
culture with a book
or video.
Values
source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book
Zappos

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Identity Symbols
• The team defines its own identity
• Name, logo, mascotte, website, etc.
• Generates team work / team spirit
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Objective Key-Results
Developed at Intel
Used by Google, LinkedIn,
Spotify, Zynga and many more
Example of an OKR
Objective
• “Launch an awesome MVP”
Key Results
• “40% of users come back 2 times in
one week”
• “100+ recommendations”
• “15% conversion”
OKRs Example
“40% of users come back 2 times” 75%
“100+ recommendations” 20%
“15% conversion” 67%
Objective Avg()
“Launch an awesome MVP” 54%
Develop Competence:
Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore contribute
to the development of
competence.
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Exploration Days
• Everyone spends one day of learning
• Try to deliver something within 24 hrs
• Demo the results to colleagues, what
did you learn?
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Grow Structure:
Many teams operate within
the context of a complex
organization, and thus it is
important to consider
structures that enhance
communication.
5
Business Guilds
• Let people organize around certain topics
• Such as specific technologies or disciplines
• Have them form virtual communities
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Game: Meddlers
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Game: Meddlers
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
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Improve Everything:
People, teams, and
organizations need to
improve continuously
to defer failure for as
long as possible.
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Change Management 3.0
An organization is implementing 360-degree
feedback; the system only allows a manager to
know who gave which feedback not the
individual. How do you find this practice?
 Good, it secures confidentiality
Bad, it blocks transparency
Good, it gives management control on
Information
Game: Change Agent
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Management3.0
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Want to learn more?
• Go to Management30.com and read all about it on the website
• Buy the Management 3.0 book
• Download the #Workout book for free (yes for free but you
can also buy a hardcopy of course)
• New book Managing for Happiness, Summer 2016
• Attend workshop or training
• Or contact me

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Contact
Ralph van Roosmalen
+31 650 816 425
ralph@agilestrides.com
www.agilestrides.com
Agile Strides - Coaching & Consultancy
Zandstraat27a
5391 AL Nuland
The Netherlands
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