Modern Agile Management and Leadership

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.

Culture of Planning

Economies of Scale

Dividing responsibility and work

Executive Change Initiatives

Traditional management works well with predictable, repeatable work.

It does not work with creativity, innovation and problem-solving.

https://www.constellationr.com/content/research-summary-sneak-peeks-constellations-futurist-framework-and-2014-outlook-digital

New companies disrupt marketshttp://fortune.com/2015/01/22/the-age-of-unicorns/

At the same time the nature of work, especially that of creative and knowledge work, has changed.

What you want to do as a company is maximize the number of experiments you can do per unit of time.

- Jeff Bezos, Harvard Business Review

Emerging: Experimentation

Emerging: Flow Efficiency

Emerging: Business Teams

Emerging: Continuous

Improvement

Command-oriented, low-freedom management is common because it’s profitable, it requires less effort, and most managers are terrified of the alternative.

- Laszlo Bock, Work Rules!

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.

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 is

Organizing the way work works in our company/team/organization

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.

Required awareness and trust

Effectiveness

High

Hig

h

Low

We get better, happier organizations by changing ourselves instead of others.

When people don’t focus on improving themselves, is it any wonder they’re always complaining about each other?

Psychological safetyand mutual trust arecrucial prerequisites of effective collaboration.

Me

You

We

Trust

IdentityIntention

ListeningRecognition

AuthenticityHonesty

PurposeShared understandingContinuous improvementTeam learning

Safety

Leadership is the act of creating safe spaces where people can collaborate effectively and meaningfully.

It is not a position but activity!

More freedom and responsibility to the teams!

The expectation is that the frontline teams do everything, except for the things they choose to push upward.- Frédéric Laloux, Reinventing Organizations

The answer to the question “What is our business for?”

is one of the first responsibilities of management. (A lack of direction is one of the most often-heard complaints from workers.)

https://hbr.org/2015/06/the-top-complaints-from-employees-about-their-leaders

Purpose lies at the intersection of four circles: what you love doing, what you are good at, what the world needs, and what you are paid for.

http://www.management-issues.com/opinion/7140/whats-the-purpose-of-your-business/

What could you start experimenting with in

practice today?

What could be the first step?

Next Management 3.0 Coaching Curriculum starts in November!250€ off with code “AGILEFI”Sign up here:http://www.flowa.fi/management30/hinnat/

antti@flowa.fi@anttikihttp://www.flowa.fi/management30/Join the M3.0 meetup: http://tiny.cc/m30meetup

Text: Antti Kirjavainen & Jurgen Appelo Illustrations: Chad Geran Design: Muuks