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#stoos Version 3
#Stoos Gathering
Global Transformation of Management
Ideas & Suggestions
Follow us on Twitter: #stoos
#stoos Version 3
Jurgen Appelo
writer, speaker,
entrepreneur...
www.jurgenappelo.com
#stoos Version 3
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#stoos Version 3
Never doubt that a small group
of thoughtful, committed
citizens can change the world.
Indeed, it is the only thing that
ever has.
- Margaret Mead
#stoos Version 3
I have worked on this thorny question for the best part of
fifteen years now. The issues I note include:
• People do not see the problem (nor its magnitude)
• When people do see the problem they do not feel
ownership of it.
• When (if) they take ownership of the problem, they do
not commit to action on it.
(By people, I mean not just managers, but more relevantly,
employees - and wider society as a whole, too).
- Bob Marshall (@flowchainsensei)
#stoos Version 3
I think we have to create a grass-roots movement
(like Agile in the first place) that spreads this
research. Targeted groups can be used to accelerate
the propagation of ideas (e.g. IT and Management
consulting companies). But to make this more
accessible we need a heading to hang all of this on.
<…> We should also separately target CEOs and
CIOs/CTOs as they also have the power to introduce
radical change.
- Hass Chapman (@hasschapman)
#stoos Version 3
In the same way that I don't think many folks expect bankers
to solve the problems with the world's banking system, I
don't think we should expect management to solve the
problems with the world's management system.
"We can't solve problems by using the same kind of thinking
we used when we created them.“
~ Einstein
"It is difficult to get a man to understand something when
his job depends on not understanding it.“
~ Upton Sinclair
- Bob Marshall (@flowchainsensei)
#stoos Version 3
One of the issues imo is the reluctance of capable people to
join management. Partly out of fear this would be boring,
mostly administrative stuff, needing MBA qualities and
attitude to master. Same effect as with politics. The
established system attracts people with the established
mindset, effectively adding to inertia. <…>
So, crowd-sourcing seems a good way to start, by convincing
people to take action instead of waiting for the
establishment to change. "This is all wrong, and you know it,
and therefore we need you to join (management) forces".
- Dirk Hammingway (@hammingway)
#stoos Version 3
The solution which I see is teaching - teaching
everyone not just managers, start teaching at
the universities - line developers and students
probably one day become managers.
Also teaching about change - convince them
that they can change the world starting from
themselves.
- Przez Streser
#stoos Version 3
Good initiative! Inspire and include: pulling
feedback/learning forward is obligatory, you always
learn more from doing than from thinking, unagreed
postponement of delivering value is a crime, difficult
and complex questions/challenges need to be
answered/solved by a group of people, while difficult
and complex decisions need to be made by one
knowledgeable individual. Good luck in Stoos; wishing
you all the energy and inspiration you need. One thing.
Please don't come back from your mountain with a
manifesto ;-)
- Rini van Solingen (@solingen)
#stoos Version 3
What would be beneficial is the creation of something
that can influence how our elected officials want
management to work. Then they can provide both
explicit and implicit guidance in legislation. <…>
Another may be focusing on designing organizational
structures to better engage customers and employees
collaboratively. We're stuck in one here - hierarchical
mode, because we equate growth, influence, and
benefits to where you are in the pyramid and not where
it is needed.
- Paul Boos (@paul_boos)
#stoos Version 3
Let's not aim for a grand global Management
Transformation Treaty; we don't need to
negotiate objectives for decades before we sign-
up.
Instead, let's start the organisational
transformation fires in each of our own little
corners of the organisation, reap the benefits
now and find out how to share successes so it
can be copied by others.
- Anthony Vigneron (@anthonyvigneron)
#stoos Version 3
I personally tend to think that new management ways
cannot be introduced in classically managed
organisation, they've gone too far in implementing perf
appraisal, bonuses, hierarchy competition, ... it's in their
DNA.
The only successful path looks to me like creating our
own companies and competing with existing businesses.
I know it sounds bit like an anti-pattern of rebuilding an
old app from scratch rather than refactoring it but your
point is about accelerating the movement.
- Gilles Mantel (@Gmantel)
#stoos Version 3
Why complain about managers who do not follow
the theory of some guru, be it Deming, Drucker or
somebody else, if they never heard about these
names and their work?
I’m afraid the solution is in education. If “sufficient
qualification” for manager will be he was once
programmer and he stayed with company longer
than anyone from its peers, all effort ends up in vain.
- Michal Vallo
#stoos Version 3
One of the reasons, I think, why management isn't changing
fast enough is because -in general- middle managers are
generalizing followers rather than creative problem solvers.
Current managers intrinsically focus on what they are
expected to do, rather than figuring out what the best things
are that they should be doing (with their team). <…>
Top management is more fertile soil for change. Because
they deal with much more pressure from outside the
organization. Top managers need to excel, gain new grounds
and earn trust from stakeholders. They have much more to
lose - their reputation.
- Anko Tijman (@agiletesternl)
#stoos Version 3
Maybe we need to consider that
management is not changing quickly
because it realizes that change means
elimination of its species as it knows
itself?
- Derek Neighbors
#stoos Version 3
I’m a huge fan of the simplest thing that works –
especially for purposes of ‘viralizing’ world-wide. It
would be great if, at the summit, you could agree on
a handful of simply stated principles: “here’s how we
believe organizations need to operate differently” If
you make each one no more than a sentence each
and then come up with a few practical
ideas/examples about how an organization could
apply them, I think you’ll have something that could
really get traction.
- Erika Anderson
#stoos Version 3
• How do you reach beyond those that have for years been
reading the latest management and leadership thinking, and
reach those that have not? It seems obvious that simply
reaching the same people again will not get sufficient numbers
to hit the “tipping point” that will cause a revolution in
management behaviour.
• It appears that many senior managers and executives see new
management thinking and approaches as a diminishing of their
direct “command and control” style power. How can they be
reached and what message needs to be communicated to get
them to see how new approaches actually INCREASE their
power, though not in a “command and control” paradigm? This
has to answer their “what’s in it for me” question.
- Ellis Barefoot
#stoos Version 3
Since the advent of farming 10,000 years ago mankind’s
work has been physical and the organizational and
leadership framework optimized for controlling physical
work is hierarchical. There are leaders and there are
followers.
Now, work is cognitive but we have 10,000 years of
leader-follower in our cultural heritage [Think Achilles,
Beowulf, Master and Commander]. What’s needed is
fundamentally treating people differently, as leaders.
The images of what “leadership” means, however, holds
us back.
- David Marquet
#stoos Version 3
I think what we are discussing is in many senses a
professionalization of Management. There is a lot
of knowledge about what works and what
doesn’t but many managers have no particular
training (or worse no particular interest) in the
fields of psychology, communication, conflict
resolution, leadership, change management, etc.
When you stop to think about it this is a crazy
situation!
- Hass Chapman (@hasschapman)
#stoos Version 3
In Drive, Daniel Pink points out that most people are
motivated by autonomy, mastery, and purpose. But
when it comes to CEOs, for some reason we think we
need to bribe them to do what’s best for the company.
Want to change management? Change how boards
select and assess CEOs. Choose the ones who want to
accomplish something important instead of the ones
who concentrate on the balance sheet.
So long as boards of directors have a primarily financial
focus, nothing will change.
- issurvivor
#stoos Version 3
Ultimately I believe our fundamental view of
what constitutes business success and the
structures required needs to shift from profit
above all else to something akin to “deliver some
value, we’ll all reap benefits”. Getting such a
message out is challenging given that there are
many who’ve learnt to exploit the current system
for personal advantage and thus have a strong
desire to keep things as they are.
- Dan
#stoos Version 3
A problematic finding is that managers especially
executives are incented to do the wrong thing.
Many managers find themselves in a situation
where they have to make a choice between
doing the ‘right’ thing and suffering a personal
setback and doing the ‘I can explain why this is
the right thing’ and benefiting from the decision.
- Charles
#stoos Version 3
I strongly feel that change has to come from
within each of us before real change can
manifest itself. If the core beliefs and values of
managers doesn’t change, then nothing will
ultimately change.
<…> The work of change always begins from
within. There is an internal operating system
within each of us and at it’s core are beliefs and
values, from which behavior comes from.
- Hank
#stoos Version 3
I think that what we should focus on
are the progressive CEO’s and the
media. I know a few aggressive ones
that are not afraid of speaking up, and
the story can easily be brought to roll in
the media, if we have celebrity value.
- unknown
#stoos Version 3
As to the expected outcome of the Stoos Gathering, I would be happy
to learn more about:
• getting in touch with managers and helping them to start their own
learning journeys (e.g. by clarifying what´s in it for them in the short-
term as well as a long-term perspective);
• starting with the change from where they are right now, appreciating
that there are many things to build on and continue;
• practical ways of building trust and fostering relationship, while
addressing critical aspects of current management practices;.
• the essential combination of self-confidence and humility on the side
of the potential helper (coach/consultant/you name it).
- Siegfried Kaltenecker
#stoos Version 3
The real issue is connected to ownership, and predominately
a lack of it. <…>
Yet with ownership, it is almost invisible. Instead a vast
majority of our companies are hostage to stock markets,
accounting standards (which enact the same effects as the
stock market), earnings calls, reactive press. Ownership is
this silent voice. <…>
Whilst I am not expecting this to reverse, ownership is where
the battle needs to be fought. Instead we have switched to
an agency run society, where we have handed incredible
control to financial intermediaries.
- Paul Dolman-Darrall (@pdarrall)
#stoos Version 3
What we don't need is for business leaders to come
back from their mountaintop experience as they
typically do, spouting a new generation of buzz words,
that will again become a windfall for some consultant,
and bring no change.
The discussion on "Mobilizing the Shareholders" is
promising. But, since all generalizations are wrong
including this one, get specific about a few egregious
companies, their particular over-compensation actions,
and cause change company by company.
- Jack Greene
#stoos Version 3
I realized that the people educated in
management disciplines really believe they are
above the work, that they are fundamentally
doing something more lofty and intellectual than
"work". It is deeply Tayloristic point of view. The
elite creates the rules and frameworks for the
common man, who is to dumb or lazy to figure
anything out for himself. Then the door is open
to the patronizing negligence, we often meet.
- Kurt Nielsen
#stoos Version 3
Move the thoughts and ideas of the Group from theory to practice such
that corporate senior executives from 10 non-IT companies listed in any
top stock-market index are implementing the ideas at board level by
31st Dec 2013.
To do this, the Group needs to identify five strategies. For each strategy:
• Assign one person responsible for continuous communication.
• Form a working-group responsible for executing the strategy.
• Confirm within the working-group the understanding of strategy’s
implementation and sustainability tactics.
• Agree next check-point.
- Matthew Caine
#stoos Version 3
It seems to me that at the heart of current traditional
management thought is a strongly embedded educational
curriculum at the undergraduate and graduate levels that will
continue to emphasize the traditional philosophies for a long
time. MBA programs are especially aggregious about this and
their cohort executive programs often promote group think about
it.
When I am asked why more universities and colleges do not
explore and promote modern, knowledge worker-based
mangement philosophies and tenets, I simpy reply "Why should
they? They are dependent upon sustaining the status quo.“
- Tom Mellor
#stoos Version 3
It would be a great idea to unite the
“management gurus” and have them
speak under one banner. There is
strength in numbers, as the recent
revolutions in the Middle East and
North Africa clearly demonstrate.
- Ellis Barefoot
#stoos Version 3
Given that I am in the public sector,
what would be beneficial is the
creation of something that can
influence how our elected officials
want management to work. Then they
can provide both explicit and implicit
guidance in legislation.
- Paul Boos (@paul_boos)
#stoos Version 3
I believe that we need to uncover and define what are the
principles and values underlying the current management-
paradigms. Just like Agile was about changing the context, I
believe that any lasting change to the management community
has to take that to heart: how do we change the management
paradigms and context to better suit the organizations we have to
manage now?
I think that creating a collection of principles and values that help
define a new paradigm would be a useful and "generative"
contribution to the evolution of management in the future. In my
opinion that's what we need: a contribution to the view of
management that "generates" more views, different views from
the current established/accepted paradigm.
- Vasco Duarte (@duarte_vasco)
#stoos Version 3
Managers need positive role models,
role models who have taken a different,
new way, and were successful with that
approach.
- Andreas Schliep (@andreasschliep)
#stoos Version 3
It is convenient for us all to externalize the obstacles that are
holding back change. I have found it easiest to both obtain and to
give support when the party requesting support has already done
everything in their own control first. Otherwise, it just seems like
whining.
I think it might be useful to examine the situations where
management has changed quickly and decisively and what
conditions were present when this happened. There are plenty of
fast changes occurring, if we choose to observe them. When
people tell me that ALL new technologies meet resistance to
change, I tell them how quickly I exchanged my beloved slide rule
for a calculator, and why.
- Donald Reinertsen (@dreinertsen)
#stoos Version 3
I believe that organizing an agile
development effort as a start-up and
growing a new agile organization
around it offers the best chance of
establishing the new way of working.
- Roman Pichler (@romanpichler)
#stoos Version 3
If you want to change the "management system" give it
a new or other, simple, representative and binding
name. That way you bring in a safe discussion context.
<…>
By giving the envisioned change a new or "safe" other
context, people will be easier attracted to help change
to that new context. Because is it new, it is safe to
transform to. But if you say to a manager that you want
to change the current management system or style or
whatever, you will definitely get a lot or resistance. It
feels like a direct attack.
- Louis Dietvorst (@louis_d)
#stoos Version 3
Success stories, success stories and
success stories... did I say we need
success stories? We need them from
organizations who beat their
competitors, hugely increased their
revenue and boosted their employee
satisfaction!
- Anko Tijman (@agiletesternl)
#stoos Version 3
• Define the problem in units of measure of success outcomes.
Meaning I want to achieve this outcome. I need possess this
capability and need to make these changes to do so. This is
called Capabilities Based Planning
• Look for working examples of success in firms around the world that
have accomplished what you are looking to do. There are plenty of
them. A literature search is the first step in any development
process. Why do all the work if someone else has do it for you.
• Put those successes in some type of taxonomy that makes sense for
your domain.
• Look for principles and practices in that taxonomy that can be put
work in your domain.
• Look for research of others that has shown the problem and the
solutions, and the reasons for less than expected results.
- Glen Alleman (@galleman)
#stoos Version 3
How difficult it is for Managers to Change their own behavior, and what phases
they need to go through:
1. Manager has to become aware that the current MBA way of thinking is
lacking. (and release themselves from short term-self interest)
2. They need perseverance and fight against the current flow (there are
several examples of successful leaders which are not wanted initially)
3. They need to get a chance to show it (the difference between
success and failure is very small, sometimes a matter of time given)
4. The confidence of the people in the manager increases because
he shows results and he is “real”
5. That trust is crucial for second order organizational changes
6. A successful organizational change provides a fundament to the other
managers in the organization to change something and soon we
hit the tipping point: Off we go.
Patrick van Burgel (@vanburgel)
#stoos Version 3
From my point of view, a lot of managers still get away with
being waste. How crude is that when referring to people?
Maybe that's a reason why management does not change
fast enough: are we afraid to properly address
incompetency? Or are we merely incompetent?
A manager's job is to facilitate value creation. He or she
should provide means to make that happen and help
demolish impediments that stand in the way. That's the core
and there's a lot more to it, which should be taught to
managers who consider contribution more important than
their own personal gain.
- Patrick Verheij (@patrickverheij)
#stoos Version 3
#Stoos Gathering
Global Transformation of Management
Models, Values &
Principles
Follow us on Twitter: #stoos
#stoos Version 3
• The goal of work is to delight clients.
• Work is conducted in self-organizing teams.
• Teams operate in client-driven iterations.
• Each iteration delivers value to clients.
• Managers foster radical transparency.
• Managers nurture continuous self-improvement.
• Managers communicating interactively through
stories, questions and conversations.
Radical Management (Steve Denning)
#stoos Version 3
Leadership and Organization
1. Values
2. Governance
3. Transparency
4. Teams
5. Trust
6. Accountability
Management-Processes
7. Goals
8. Rewards
9. Planning
10. Coordination
11. Resources
12. Controls
Beyond Budgeting (Franz Röösli, Jeremy Hope, Peter Buncen)
#stoos Version 3
• Energize People
• Empower Teams
• Align Constraints
• Develop Competence
• Grow Structure
• Improve Everything
Management 3.0 (Jurgen Appelo)
#stoos Version 3
• Action
(doing and dealing)
• People
(leading and linking)
• Information
(communication and controlling)
Managing (Henry Mintzberg)
#stoos Version 3
• Life (variety)
• Markets (flexibility)
• Democracy (activism)
• Faith (meaning)
• Cities (serendipity)
The Future of Management (Gary Hamel)
#stoos Version 3
• Respect for people
• Continuous improvement
The Toyota Way
#stoos Version 3
• Set objectives
• Organize
• Motivate and communicate
• Measure
• Develop people
Management (Peter F. Drucker)
#stoos Version 3
1. Create constancy of purpose.
2. Adopt the new philosophy.
3. Cease dependence on inspection.
4. Minimize total cost.
5. Improve constantly.
6. Institute training.
7. Institute leadership.
8. Drive out fear.
9. Break down barriers.
10. Eliminate targets.
11. Eliminate management by objective.
12. Develop pride of workmanship.
13. Institute self-improvement.
14. The transformation is everybody's job.
Out of the Crisis (W. Edwards Deming)
#stoos Version 3
1. Life sucks
2. My life sucks
3. I’m great
4. We’re great
5. Life is great
Tribal Leadership
#stoos Version 3
• Commitment
• Focus
• Openness
• Respect
• Courage
Scrum (Ken Schwaber, Jeff Sutherland)
#stoos Version 3
• Focus on Quality
• Reduce Work-in-Progress
• Deliver often
• Balance Demand against Capacity
• Prioritize
• Reduce Variability
Kanban (David Anderson)
#stoos Version 3
1. Freedom to act: Connectedness, not Dependency
2. Responsibility: Cells, not Departments
3. Governance: Leadership, not Management
4. Performance climate: Result culture, not Duty fulfillment
5. Success: Fit, not Maximization
6. Transparency: Intelligence flow, not Power accumulation
7. Orientation: Relative Targets, not Top-down prescription
8. Recognition: Sharing, not Incentives
9. Mental presence: Preparedness, not Planning
10. Decision-making: Consequence, not Bureaucracy
11. Resource usage: Purpose-driven, not Status-oriented
12. Coordination: Market dynamics, not Commands
BetaCodex (Niels Pflaeging)
#stoos Version 3
• Managing Objectives
• Enabling Individual Motivation
• Coordinating Activities
• Making Decisions
Reinventing Management (Julian Birkinshaw)
#stoos Version 3
1. Understand what's most important to
customers
2. Build shared understanding by bringing
everyone together in open conversations
3. Aggregate and leverage collective knowledge
4. Focus on the critical few performance drivers
5. Hold people accountable to their peers.
Wiki-Management (Rod Collins)
#stoos Version 3
1. Too much cost, not enough value
2. Too much speculation, not enough investment
3. Too much complexity, not enough simplicity
4. Too much counting, not enough trust
5. Too much business conduct, not enough prof. conduct
6. Too much salesmanship, not enough stewardship
7. Too much management, not enough leadership
8. Too much focus on things, not enough focus on commitment
9. Too many 21st century values, not enough 18th century values
10. Too much "success", not enough character
John Bogle
#stoos Version 3
• increase return on investment
• deliver reliable results
• expect uncertainty
• unleash creativity and innovation
• boost performance
• improve effectiveness and reliability
Declaration of Interdependence
#stoos Version 3
• Focusing on results
• Contribution to the whole
• Concentration on a few things
• Utilizing strengths
• Trust
• Positive thinking
Managing, Performing, Living (Fredmund Malik)
#stoos Version 3
• Personal mastery
• Mental models
• Shared vision
• Team learning
• Systems Thinking
The 5th Discipline (Peter Senge)
#stoos Version 3
• Manage self;
• Manage those who have authority over
us;
• Manage our peers;
• Teach our subordinates to do the
same!
Chaordic Leadership (Dee Hock)
#stoos Version 3
• Focusing relentlessly on providing value to customers
• Treating employees as the company’s most precious asset, and
investing in them accordingly
• Continuously innovating, abandoning and improving products,
services, policies and procedures
• Actively seeking ways to turn social problems into genuine business
opportunities, where it makes strategic sense to do so
• Always acting in the long-term interests of the enterprise
• Above all, never knowingly doing harm to the company itself or to
anything or anyone it touches
Comprehensive Profit (Drucker Institute)
#stoos Version 3
• Chaotic Stage – the state where a team does not posses
the skills, motives or ambition to become a mature self
managing team.
• Mid-Life stage – where a team posseses some skills for
self management and decision making , and can
make some of its own decisions without needing a team
lead.
• Mature stage – where a team is practically fully self
managing and a team leader is mostly a coach rather
than a decision maker.
Elastic Leadership (Roy Osherove)
#stoos Version 3
#Stoos Gathering
Global Transformation of Management
Thanks everyone!
Follow us on Twitter: #stoos

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Stoos Gathering

  • 1. #stoos Version 3 #Stoos Gathering Global Transformation of Management Ideas & Suggestions Follow us on Twitter: #stoos
  • 2. #stoos Version 3 Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
  • 3. #stoos Version 3 Get my new book for FREE! m30.me/ss
  • 4. #stoos Version 3 Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has. - Margaret Mead
  • 5. #stoos Version 3 I have worked on this thorny question for the best part of fifteen years now. The issues I note include: • People do not see the problem (nor its magnitude) • When people do see the problem they do not feel ownership of it. • When (if) they take ownership of the problem, they do not commit to action on it. (By people, I mean not just managers, but more relevantly, employees - and wider society as a whole, too). - Bob Marshall (@flowchainsensei)
  • 6. #stoos Version 3 I think we have to create a grass-roots movement (like Agile in the first place) that spreads this research. Targeted groups can be used to accelerate the propagation of ideas (e.g. IT and Management consulting companies). But to make this more accessible we need a heading to hang all of this on. <…> We should also separately target CEOs and CIOs/CTOs as they also have the power to introduce radical change. - Hass Chapman (@hasschapman)
  • 7. #stoos Version 3 In the same way that I don't think many folks expect bankers to solve the problems with the world's banking system, I don't think we should expect management to solve the problems with the world's management system. "We can't solve problems by using the same kind of thinking we used when we created them.“ ~ Einstein "It is difficult to get a man to understand something when his job depends on not understanding it.“ ~ Upton Sinclair - Bob Marshall (@flowchainsensei)
  • 8. #stoos Version 3 One of the issues imo is the reluctance of capable people to join management. Partly out of fear this would be boring, mostly administrative stuff, needing MBA qualities and attitude to master. Same effect as with politics. The established system attracts people with the established mindset, effectively adding to inertia. <…> So, crowd-sourcing seems a good way to start, by convincing people to take action instead of waiting for the establishment to change. "This is all wrong, and you know it, and therefore we need you to join (management) forces". - Dirk Hammingway (@hammingway)
  • 9. #stoos Version 3 The solution which I see is teaching - teaching everyone not just managers, start teaching at the universities - line developers and students probably one day become managers. Also teaching about change - convince them that they can change the world starting from themselves. - Przez Streser
  • 10. #stoos Version 3 Good initiative! Inspire and include: pulling feedback/learning forward is obligatory, you always learn more from doing than from thinking, unagreed postponement of delivering value is a crime, difficult and complex questions/challenges need to be answered/solved by a group of people, while difficult and complex decisions need to be made by one knowledgeable individual. Good luck in Stoos; wishing you all the energy and inspiration you need. One thing. Please don't come back from your mountain with a manifesto ;-) - Rini van Solingen (@solingen)
  • 11. #stoos Version 3 What would be beneficial is the creation of something that can influence how our elected officials want management to work. Then they can provide both explicit and implicit guidance in legislation. <…> Another may be focusing on designing organizational structures to better engage customers and employees collaboratively. We're stuck in one here - hierarchical mode, because we equate growth, influence, and benefits to where you are in the pyramid and not where it is needed. - Paul Boos (@paul_boos)
  • 12. #stoos Version 3 Let's not aim for a grand global Management Transformation Treaty; we don't need to negotiate objectives for decades before we sign- up. Instead, let's start the organisational transformation fires in each of our own little corners of the organisation, reap the benefits now and find out how to share successes so it can be copied by others. - Anthony Vigneron (@anthonyvigneron)
  • 13. #stoos Version 3 I personally tend to think that new management ways cannot be introduced in classically managed organisation, they've gone too far in implementing perf appraisal, bonuses, hierarchy competition, ... it's in their DNA. The only successful path looks to me like creating our own companies and competing with existing businesses. I know it sounds bit like an anti-pattern of rebuilding an old app from scratch rather than refactoring it but your point is about accelerating the movement. - Gilles Mantel (@Gmantel)
  • 14. #stoos Version 3 Why complain about managers who do not follow the theory of some guru, be it Deming, Drucker or somebody else, if they never heard about these names and their work? I’m afraid the solution is in education. If “sufficient qualification” for manager will be he was once programmer and he stayed with company longer than anyone from its peers, all effort ends up in vain. - Michal Vallo
  • 15. #stoos Version 3 One of the reasons, I think, why management isn't changing fast enough is because -in general- middle managers are generalizing followers rather than creative problem solvers. Current managers intrinsically focus on what they are expected to do, rather than figuring out what the best things are that they should be doing (with their team). <…> Top management is more fertile soil for change. Because they deal with much more pressure from outside the organization. Top managers need to excel, gain new grounds and earn trust from stakeholders. They have much more to lose - their reputation. - Anko Tijman (@agiletesternl)
  • 16. #stoos Version 3 Maybe we need to consider that management is not changing quickly because it realizes that change means elimination of its species as it knows itself? - Derek Neighbors
  • 17. #stoos Version 3 I’m a huge fan of the simplest thing that works – especially for purposes of ‘viralizing’ world-wide. It would be great if, at the summit, you could agree on a handful of simply stated principles: “here’s how we believe organizations need to operate differently” If you make each one no more than a sentence each and then come up with a few practical ideas/examples about how an organization could apply them, I think you’ll have something that could really get traction. - Erika Anderson
  • 18. #stoos Version 3 • How do you reach beyond those that have for years been reading the latest management and leadership thinking, and reach those that have not? It seems obvious that simply reaching the same people again will not get sufficient numbers to hit the “tipping point” that will cause a revolution in management behaviour. • It appears that many senior managers and executives see new management thinking and approaches as a diminishing of their direct “command and control” style power. How can they be reached and what message needs to be communicated to get them to see how new approaches actually INCREASE their power, though not in a “command and control” paradigm? This has to answer their “what’s in it for me” question. - Ellis Barefoot
  • 19. #stoos Version 3 Since the advent of farming 10,000 years ago mankind’s work has been physical and the organizational and leadership framework optimized for controlling physical work is hierarchical. There are leaders and there are followers. Now, work is cognitive but we have 10,000 years of leader-follower in our cultural heritage [Think Achilles, Beowulf, Master and Commander]. What’s needed is fundamentally treating people differently, as leaders. The images of what “leadership” means, however, holds us back. - David Marquet
  • 20. #stoos Version 3 I think what we are discussing is in many senses a professionalization of Management. There is a lot of knowledge about what works and what doesn’t but many managers have no particular training (or worse no particular interest) in the fields of psychology, communication, conflict resolution, leadership, change management, etc. When you stop to think about it this is a crazy situation! - Hass Chapman (@hasschapman)
  • 21. #stoos Version 3 In Drive, Daniel Pink points out that most people are motivated by autonomy, mastery, and purpose. But when it comes to CEOs, for some reason we think we need to bribe them to do what’s best for the company. Want to change management? Change how boards select and assess CEOs. Choose the ones who want to accomplish something important instead of the ones who concentrate on the balance sheet. So long as boards of directors have a primarily financial focus, nothing will change. - issurvivor
  • 22. #stoos Version 3 Ultimately I believe our fundamental view of what constitutes business success and the structures required needs to shift from profit above all else to something akin to “deliver some value, we’ll all reap benefits”. Getting such a message out is challenging given that there are many who’ve learnt to exploit the current system for personal advantage and thus have a strong desire to keep things as they are. - Dan
  • 23. #stoos Version 3 A problematic finding is that managers especially executives are incented to do the wrong thing. Many managers find themselves in a situation where they have to make a choice between doing the ‘right’ thing and suffering a personal setback and doing the ‘I can explain why this is the right thing’ and benefiting from the decision. - Charles
  • 24. #stoos Version 3 I strongly feel that change has to come from within each of us before real change can manifest itself. If the core beliefs and values of managers doesn’t change, then nothing will ultimately change. <…> The work of change always begins from within. There is an internal operating system within each of us and at it’s core are beliefs and values, from which behavior comes from. - Hank
  • 25. #stoos Version 3 I think that what we should focus on are the progressive CEO’s and the media. I know a few aggressive ones that are not afraid of speaking up, and the story can easily be brought to roll in the media, if we have celebrity value. - unknown
  • 26. #stoos Version 3 As to the expected outcome of the Stoos Gathering, I would be happy to learn more about: • getting in touch with managers and helping them to start their own learning journeys (e.g. by clarifying what´s in it for them in the short- term as well as a long-term perspective); • starting with the change from where they are right now, appreciating that there are many things to build on and continue; • practical ways of building trust and fostering relationship, while addressing critical aspects of current management practices;. • the essential combination of self-confidence and humility on the side of the potential helper (coach/consultant/you name it). - Siegfried Kaltenecker
  • 27. #stoos Version 3 The real issue is connected to ownership, and predominately a lack of it. <…> Yet with ownership, it is almost invisible. Instead a vast majority of our companies are hostage to stock markets, accounting standards (which enact the same effects as the stock market), earnings calls, reactive press. Ownership is this silent voice. <…> Whilst I am not expecting this to reverse, ownership is where the battle needs to be fought. Instead we have switched to an agency run society, where we have handed incredible control to financial intermediaries. - Paul Dolman-Darrall (@pdarrall)
  • 28. #stoos Version 3 What we don't need is for business leaders to come back from their mountaintop experience as they typically do, spouting a new generation of buzz words, that will again become a windfall for some consultant, and bring no change. The discussion on "Mobilizing the Shareholders" is promising. But, since all generalizations are wrong including this one, get specific about a few egregious companies, their particular over-compensation actions, and cause change company by company. - Jack Greene
  • 29. #stoos Version 3 I realized that the people educated in management disciplines really believe they are above the work, that they are fundamentally doing something more lofty and intellectual than "work". It is deeply Tayloristic point of view. The elite creates the rules and frameworks for the common man, who is to dumb or lazy to figure anything out for himself. Then the door is open to the patronizing negligence, we often meet. - Kurt Nielsen
  • 30. #stoos Version 3 Move the thoughts and ideas of the Group from theory to practice such that corporate senior executives from 10 non-IT companies listed in any top stock-market index are implementing the ideas at board level by 31st Dec 2013. To do this, the Group needs to identify five strategies. For each strategy: • Assign one person responsible for continuous communication. • Form a working-group responsible for executing the strategy. • Confirm within the working-group the understanding of strategy’s implementation and sustainability tactics. • Agree next check-point. - Matthew Caine
  • 31. #stoos Version 3 It seems to me that at the heart of current traditional management thought is a strongly embedded educational curriculum at the undergraduate and graduate levels that will continue to emphasize the traditional philosophies for a long time. MBA programs are especially aggregious about this and their cohort executive programs often promote group think about it. When I am asked why more universities and colleges do not explore and promote modern, knowledge worker-based mangement philosophies and tenets, I simpy reply "Why should they? They are dependent upon sustaining the status quo.“ - Tom Mellor
  • 32. #stoos Version 3 It would be a great idea to unite the “management gurus” and have them speak under one banner. There is strength in numbers, as the recent revolutions in the Middle East and North Africa clearly demonstrate. - Ellis Barefoot
  • 33. #stoos Version 3 Given that I am in the public sector, what would be beneficial is the creation of something that can influence how our elected officials want management to work. Then they can provide both explicit and implicit guidance in legislation. - Paul Boos (@paul_boos)
  • 34. #stoos Version 3 I believe that we need to uncover and define what are the principles and values underlying the current management- paradigms. Just like Agile was about changing the context, I believe that any lasting change to the management community has to take that to heart: how do we change the management paradigms and context to better suit the organizations we have to manage now? I think that creating a collection of principles and values that help define a new paradigm would be a useful and "generative" contribution to the evolution of management in the future. In my opinion that's what we need: a contribution to the view of management that "generates" more views, different views from the current established/accepted paradigm. - Vasco Duarte (@duarte_vasco)
  • 35. #stoos Version 3 Managers need positive role models, role models who have taken a different, new way, and were successful with that approach. - Andreas Schliep (@andreasschliep)
  • 36. #stoos Version 3 It is convenient for us all to externalize the obstacles that are holding back change. I have found it easiest to both obtain and to give support when the party requesting support has already done everything in their own control first. Otherwise, it just seems like whining. I think it might be useful to examine the situations where management has changed quickly and decisively and what conditions were present when this happened. There are plenty of fast changes occurring, if we choose to observe them. When people tell me that ALL new technologies meet resistance to change, I tell them how quickly I exchanged my beloved slide rule for a calculator, and why. - Donald Reinertsen (@dreinertsen)
  • 37. #stoos Version 3 I believe that organizing an agile development effort as a start-up and growing a new agile organization around it offers the best chance of establishing the new way of working. - Roman Pichler (@romanpichler)
  • 38. #stoos Version 3 If you want to change the "management system" give it a new or other, simple, representative and binding name. That way you bring in a safe discussion context. <…> By giving the envisioned change a new or "safe" other context, people will be easier attracted to help change to that new context. Because is it new, it is safe to transform to. But if you say to a manager that you want to change the current management system or style or whatever, you will definitely get a lot or resistance. It feels like a direct attack. - Louis Dietvorst (@louis_d)
  • 39. #stoos Version 3 Success stories, success stories and success stories... did I say we need success stories? We need them from organizations who beat their competitors, hugely increased their revenue and boosted their employee satisfaction! - Anko Tijman (@agiletesternl)
  • 40. #stoos Version 3 • Define the problem in units of measure of success outcomes. Meaning I want to achieve this outcome. I need possess this capability and need to make these changes to do so. This is called Capabilities Based Planning • Look for working examples of success in firms around the world that have accomplished what you are looking to do. There are plenty of them. A literature search is the first step in any development process. Why do all the work if someone else has do it for you. • Put those successes in some type of taxonomy that makes sense for your domain. • Look for principles and practices in that taxonomy that can be put work in your domain. • Look for research of others that has shown the problem and the solutions, and the reasons for less than expected results. - Glen Alleman (@galleman)
  • 41. #stoos Version 3 How difficult it is for Managers to Change their own behavior, and what phases they need to go through: 1. Manager has to become aware that the current MBA way of thinking is lacking. (and release themselves from short term-self interest) 2. They need perseverance and fight against the current flow (there are several examples of successful leaders which are not wanted initially) 3. They need to get a chance to show it (the difference between success and failure is very small, sometimes a matter of time given) 4. The confidence of the people in the manager increases because he shows results and he is “real” 5. That trust is crucial for second order organizational changes 6. A successful organizational change provides a fundament to the other managers in the organization to change something and soon we hit the tipping point: Off we go. Patrick van Burgel (@vanburgel)
  • 42. #stoos Version 3 From my point of view, a lot of managers still get away with being waste. How crude is that when referring to people? Maybe that's a reason why management does not change fast enough: are we afraid to properly address incompetency? Or are we merely incompetent? A manager's job is to facilitate value creation. He or she should provide means to make that happen and help demolish impediments that stand in the way. That's the core and there's a lot more to it, which should be taught to managers who consider contribution more important than their own personal gain. - Patrick Verheij (@patrickverheij)
  • 43. #stoos Version 3 #Stoos Gathering Global Transformation of Management Models, Values & Principles Follow us on Twitter: #stoos
  • 44. #stoos Version 3 • The goal of work is to delight clients. • Work is conducted in self-organizing teams. • Teams operate in client-driven iterations. • Each iteration delivers value to clients. • Managers foster radical transparency. • Managers nurture continuous self-improvement. • Managers communicating interactively through stories, questions and conversations. Radical Management (Steve Denning)
  • 45. #stoos Version 3 Leadership and Organization 1. Values 2. Governance 3. Transparency 4. Teams 5. Trust 6. Accountability Management-Processes 7. Goals 8. Rewards 9. Planning 10. Coordination 11. Resources 12. Controls Beyond Budgeting (Franz Röösli, Jeremy Hope, Peter Buncen)
  • 46. #stoos Version 3 • Energize People • Empower Teams • Align Constraints • Develop Competence • Grow Structure • Improve Everything Management 3.0 (Jurgen Appelo)
  • 47. #stoos Version 3 • Action (doing and dealing) • People (leading and linking) • Information (communication and controlling) Managing (Henry Mintzberg)
  • 48. #stoos Version 3 • Life (variety) • Markets (flexibility) • Democracy (activism) • Faith (meaning) • Cities (serendipity) The Future of Management (Gary Hamel)
  • 49. #stoos Version 3 • Respect for people • Continuous improvement The Toyota Way
  • 50. #stoos Version 3 • Set objectives • Organize • Motivate and communicate • Measure • Develop people Management (Peter F. Drucker)
  • 51. #stoos Version 3 1. Create constancy of purpose. 2. Adopt the new philosophy. 3. Cease dependence on inspection. 4. Minimize total cost. 5. Improve constantly. 6. Institute training. 7. Institute leadership. 8. Drive out fear. 9. Break down barriers. 10. Eliminate targets. 11. Eliminate management by objective. 12. Develop pride of workmanship. 13. Institute self-improvement. 14. The transformation is everybody's job. Out of the Crisis (W. Edwards Deming)
  • 52. #stoos Version 3 1. Life sucks 2. My life sucks 3. I’m great 4. We’re great 5. Life is great Tribal Leadership
  • 53. #stoos Version 3 • Commitment • Focus • Openness • Respect • Courage Scrum (Ken Schwaber, Jeff Sutherland)
  • 54. #stoos Version 3 • Focus on Quality • Reduce Work-in-Progress • Deliver often • Balance Demand against Capacity • Prioritize • Reduce Variability Kanban (David Anderson)
  • 55. #stoos Version 3 1. Freedom to act: Connectedness, not Dependency 2. Responsibility: Cells, not Departments 3. Governance: Leadership, not Management 4. Performance climate: Result culture, not Duty fulfillment 5. Success: Fit, not Maximization 6. Transparency: Intelligence flow, not Power accumulation 7. Orientation: Relative Targets, not Top-down prescription 8. Recognition: Sharing, not Incentives 9. Mental presence: Preparedness, not Planning 10. Decision-making: Consequence, not Bureaucracy 11. Resource usage: Purpose-driven, not Status-oriented 12. Coordination: Market dynamics, not Commands BetaCodex (Niels Pflaeging)
  • 56. #stoos Version 3 • Managing Objectives • Enabling Individual Motivation • Coordinating Activities • Making Decisions Reinventing Management (Julian Birkinshaw)
  • 57. #stoos Version 3 1. Understand what's most important to customers 2. Build shared understanding by bringing everyone together in open conversations 3. Aggregate and leverage collective knowledge 4. Focus on the critical few performance drivers 5. Hold people accountable to their peers. Wiki-Management (Rod Collins)
  • 58. #stoos Version 3 1. Too much cost, not enough value 2. Too much speculation, not enough investment 3. Too much complexity, not enough simplicity 4. Too much counting, not enough trust 5. Too much business conduct, not enough prof. conduct 6. Too much salesmanship, not enough stewardship 7. Too much management, not enough leadership 8. Too much focus on things, not enough focus on commitment 9. Too many 21st century values, not enough 18th century values 10. Too much "success", not enough character John Bogle
  • 59. #stoos Version 3 • increase return on investment • deliver reliable results • expect uncertainty • unleash creativity and innovation • boost performance • improve effectiveness and reliability Declaration of Interdependence
  • 60. #stoos Version 3 • Focusing on results • Contribution to the whole • Concentration on a few things • Utilizing strengths • Trust • Positive thinking Managing, Performing, Living (Fredmund Malik)
  • 61. #stoos Version 3 • Personal mastery • Mental models • Shared vision • Team learning • Systems Thinking The 5th Discipline (Peter Senge)
  • 62. #stoos Version 3 • Manage self; • Manage those who have authority over us; • Manage our peers; • Teach our subordinates to do the same! Chaordic Leadership (Dee Hock)
  • 63. #stoos Version 3 • Focusing relentlessly on providing value to customers • Treating employees as the company’s most precious asset, and investing in them accordingly • Continuously innovating, abandoning and improving products, services, policies and procedures • Actively seeking ways to turn social problems into genuine business opportunities, where it makes strategic sense to do so • Always acting in the long-term interests of the enterprise • Above all, never knowingly doing harm to the company itself or to anything or anyone it touches Comprehensive Profit (Drucker Institute)
  • 64. #stoos Version 3 • Chaotic Stage – the state where a team does not posses the skills, motives or ambition to become a mature self managing team. • Mid-Life stage – where a team posseses some skills for self management and decision making , and can make some of its own decisions without needing a team lead. • Mature stage – where a team is practically fully self managing and a team leader is mostly a coach rather than a decision maker. Elastic Leadership (Roy Osherove)
  • 65. #stoos Version 3 #Stoos Gathering Global Transformation of Management Thanks everyone! Follow us on Twitter: #stoos